to sUbscrIbe: www.businessfranchiseaustralia.com.au or www.isubscribe.com.au
“ The essence of Chinese cuisine lies in the harmony of freshly stir-fried dishes and a steaming bowl of rice — a moment of simple yet profound satisfaction. That feeling of warmth and fulfillment is the very inspiration behind Big Bowl Kitchen.”
Welcome to our latest issue of Business Franchise Australia and New Zealand Magazine!
Here we are more than halfway through the year, it has so far been an extraordinary time with lots of great events and positive enforcement. I recently attended the Franchise Industry awards and was delighted to see so many enjoy the day and evening a montage of some of the winners are featured in this issue. Our Cover story is Big Bowl Kitchen who are redefining Chinese food and showing success in Melbourne with their 7th Store, you can read more about this on page 12.
o ur regular top experts continue to deliver great advice. t his issue we start as always
with our regular column from Jay westbury of the fca , his topic this issue is truisms in franchising. Phil chaplin from cfi finance discusses, what is affecting business confidence but also how it is holding up. i am pleased to highlight women in franchising by Vanessa w ilmot Managing Director, Geotech information s ervices, chairperson for fca women in franchising in australia and w inner 2026 fca award for outstanding contribution of an individual to franchising. if you turn to the contents page you will see how this issue is packed with more great advice from experts in the field.
in this edition of the magazine, we also feature several exciting franchise systems such as My h ome, stagecoach, sweat & tonic, Poolwerx, right at h ome, h ouse inspect, inXpress, and club Pilates.
o ur main feature this issue is h ome s ervices, and we again have some great advice from the experts in this ever-growing industry.
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
t he information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. opinions expressed in the articles contained in this publication are not necessarily those of the publisher. t he publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.
Cover Story
12 Big Bowl Kitchen: big bowl, big Joy, redefining chinese fast food
In every issue
8 What’s New! Announcements from the Industry
16 Franchise Council of Australia (FCA): Truisms In Franchising
35 Feature Supplement: Home Services
72 Behind the Headlines
76 Professional Services Listings
78 Franchise Listings
81 A-Z Franchise & Services Directory
Expert Advice
24 Elise Balsillie: the enquiry Gap Quietly costing franchise Growth
30 Phil Chaplin: business confidence is Down, but conditions are holding
60 Emma Rosenzweig (ATO): what to e xpect in the first Year of Payday super
64 Doug Downer: becoming a franchisee: what You should e xpect
70 Helen Kay: buying a franchise with confidence: the legal Process e xplained
Have Your Say
32 Leah Mether: why “feeling unsafe” is becoming a convenient e xcuse at work
68 Zahli McFarlane: it’s not, Me, it’s You: a franchisee’s Guide to when things Go wrong
Franchisee In Action
58 The Cheesecake Shop: continues to Deliver More than Dessert across australia and new Zealand
Franchisor in Depth
18 InXpress: the future of sMe freight
26 Sweat & Tonic: bringing the heat (literally), wellness and community to australia’s fitness landscape
Focus
20 StageCoach: how to spot a Genuinely People first franchise in a Digital world
62 Club Pilates: the business behind the reformer, real stories from the franchisees
Profile
74 Franchising Expo 2026: strong sydney e xpo sets the stage for Melbourne
FEATURE CONTENTS
Expert Advice
36 Robert Toth: home services in the franchise sector
52 Franchising Expo 2026
Women In Franchising Special
54 Vanessa Wilmot: building a stronger future
42 Tony Meredith: the Mindset shift that Defines franchise success
46 Stewart Germann: what to look out for when you Purchase a home services franchise
Have Your Say
40 Poolwerx: why tech innovations is the ultimate Gamechanger for franchisees
50 House Inspect Australia: a Proven Pathway built on e xpertise, Values and real Growth
Franchisee In Action
44 MyHome: from corporate career to business success
Franchisor In Depth
48 Right At Home: a Growing home care opportunity in tasmania
Investing in a Global Art franchise is more than starting a business—it’s stepping into a proven, purpose-driven brand with a strong global presence. With decades of experience in art education, Global Art offers a structured curriculum designed to nurture creativity, confidence, and critical thinking in children, making it a highly valued service among families.
o ne of the biggest advantages of a Global art franchise is its established system. from lesson plans and teaching methodologies to marketing support and training, franchisees are equipped with everything needed to operate efficiently, even without prior art or business experience. t his reduces the uncertainty often associated with starting a business from scratch.
flexibility is another key benefit. a s an owner, you have the ability to control your working hours and scale your business according to your lifestyle goals. w hether you are looking for a full-time opportunity or a flexible venture, Global art allows you to build a model that suits your needs.
in addition, Global art is backed by a strong worldwide network, with more than 650 centres across the globe. t his international presence not only strengthens brand credibility but also provides
first firehouse subs in Australia coming to Westfield Mt Gravatt Why Choose g lobal art?
Iconic US sandwich brand Firehouse Subs is set to open its first Australian restaurant at Westfield Mt Gravatt Shopping Centre in early July 2026, marking the long-awaited debut of one of North America’s fastest-growing quick-service brands. Hoarding has gone up at the new store, signalling the countdown to launch is officially on.
t he brisbane opening kicks off an ambitious australian rollout led by asX-listed master franchise partner r etail food Group (rfG). More australian locations are in the pipeline, with additional stores expected to open throughout the year.
franchisees with access to shared knowledge, best practices, and a globally recognised program that parents trust.
franchisees also benefit from being part of a supportive network, receiving ongoing guidance, updates, and resources from h Q, as well as connecting with fellow franchise owners.
ultimately, investing in a Global art franchise means combining passion with profitability—making a meaningful impact in your community while building a sustainable and rewarding business for the future.
firehouse subs is owned by r estaurant brands international (rbi), the global parent company of brands including burger k ing, t im h ortons and Popeyes. t heir firehouse subs network spans more than 1,300 restaurants across the united states, c anada, switzerland, Mexico, albania, the united arab emirates and brazil, making it one of the largest specialty sub brands in the world.
t he brand was founded in Jacksonville, florida, in 1994 by former firefighter brothers chris and r obin s orensen, firehouse subs has spent more than three decades building a fiercely loyal following in the united states and c anada. n ow firehouse subs is bringing that standard to australia with seriously good subs, built on a simple promise: australians have never experienced a sub brand quite like it.
t his same product and standard will land at westfield Mt Gravatt in early July, entering australia’s competitive $1.7 billion sandwich market as a true category disruptor.
firehouse subs General Manager tracy steinwand said westfield Mt Gravatt is the perfect launch site for firehouse subs in australia.
“ we have ambitious plans for the brand here, and with the new store pipeline filling nicely, this is just the start of bringing a better sub to australians.”
the coffee club Redefines Loyalty for Cafés –Instant Savings, Every Single Visit
Australia’s leading home-grown café network, The Coffee Club, has launched a trial of a new loyalty program in South Australia, introducing instant member pricing and marking the biggest evolution of its loyalty offering in more than 35 years. The initiative is among the first of its kind within the Australian café sector and has been designed to deliver simple, everyday value at a time when customers are increasingly conscious of household spending.
t he trial launched on 20 May across all six s outh australian stores. to celebrate the launch, customers who join the program between 29-31 May will receive a complimentary coffee. subject to the success of the trial, the program is expected to expand across the brand’s national network of more than 200 locally owned and operated stores.
customers can join the trial for just $3 and see value for money from their very first visit. Member benefits include discounted pricing across a range of popular menu items.
“at a time when many hospitality venues are being encouraged to add additional fuel
surcharges to offset rising operating costs, we are focused on finding ways to deliver greater value for customers while helping our franchise partners build stronger longterm loyalty and connection with their local communities,” Mr hinson said.
nikki Price, General Manager of Marketing and Product at t he coffee club, said the
new loyalty platform represents one of the brand’s largest customer initiatives to date and has been shaped by several years of customer research and feedback.
customers can unlock exclusive member pricing with a simple sign-up at the point of sale, or by responding to an invitation by email.
Ja X t yres & auto Slacks Creek Franchisee Celebrates 20 Years of Local Service
JAX Tyres & Auto Slacks Creek franchisee, James Sullivan, is proudly celebrating 20 years of delivering trusted automotive services to the Slacks Creek community.
o ver the past two decades, James has built a strong reputation for customer service, reliability and adaptability.
w ith a background in corporate travel
management, his transition into automotive service was driven by a desire to move into a more hands-on, customer-focused industry where he could build long-term relationships within his local community. under his leadership, the business has continued to evolve with changing customer expectations, supporting local drivers with everything from routine tyre and mechanical services through to more complex automotive needs, while maintaining a strong focus on tailored, personal service.
o n the milestone, Ja X tyres & auto slacks creek franchisee, James sullivan says: “ t he industry has changed significantly over the last 20 years, but what hasn’t changed is the importance of relationships and trust.
s eeing customers come back year after year and being relied upon to look after their
vehicles is what makes it worthwhile.”
James adds, “customers are far more informed now, with set expectations around price and service before they even walk through the door. at the same time, there’s less face-to-face interaction, so the in-store experience and trust you build once they arrive is more important than ever.”
a key strength of the slacks creek business has been its strong team continuity, with a low staff turnover and others returning to the workshop after taking time away, maintaining high levels of industry and local knowledge to best serve the community.
april harwood, chief franchising o perations o fficer of Ja X tyres & auto says: “ long-standing franchisees like James are a vital part of the Ja X network”.
“Where’s my parcel?” enquiries fall 10% as 250,000 customers sign up to innovative new arame
X delivery portal
t he traditional “your parcel is on its way!” notification is no longer enough for the modern consumer. in australia and new Zealand, parcel recipients and e-commerce businesses are demanding total visibility and real-time control over deliveries. aramex oceania has met this shift head-on with its new receiving Mode feature within the aramexconnect portal, seeing an explosive uptake of over 250,000 users in just six months.
t he success of this rollout highlights a major pressure point in logistics: the importance of the “last mile.” by providing a centralised desktop and mobile dashboard, aramex allows users to track deliveries with precision, access photo-proof of delivery and manage redeliveries with a few simple clicks.
t his shift toward self-service has already resulted in a 10% drop in customer service inquiries. when customers have the tools to find their own answers, there is less need for phone-based support.
l atest data reveals that delivery certainty is a universal priority, regardless of geography. uptake of receiving Mode in aramexconnect has been remarkably high in both bustling metros and regional hubs. in australia, highest concentrations of users are found in Melbourne’s cbD and richmond, but also in regional orange and Port Macquarie. usage patterns show that users are highly intentional, with 10am being the peak hour for checking the app.
Mark little, regional Director of aramex oceania, notes that the feature is a direct
accor Exceeds 150 Franchise Hotels across the Pacific as Franchise Momentum Accelerates
response to evolving expectations. “customers want fewer unknowns and more control without having to pick up the phone,” little explains.
by integrating features like photo-proof — now a standard expectation for deliveries to reception areas or multi-unit buildings — aramex is building a bridge of trust.
Accor has surpassed 150 franchise hotels across Australia and New Zealand, reinforcing its position as the largest and fastest growing hotel franchise network in the Pacific region.
t he milestone coincides with the annual accor Pacific franchise conference taking place in sydney this week, bringing together more than 270 franchise partners, hotel owners, industry leaders and
accor executives to discuss operational performance, market trends and the continued evolution of franchising across the region.
o ver the past decade, accor’s Pacific franchise network has experienced significant expansion, particularly across regional and suburban markets
accor’s chief franchise o fficer for its Premium, Midscale, and economy division,
leire leoz, said the Pacific region has emerged as a strong growth market for franchising.
“franchising is playing an increasingly important role in accor’s global growth strategy, and the Pacific region is a strong example of that momentum in action. we continue to see strong interest from hotel owners seeking flexible operating models that allow them to retain the individuality of their assets while benefiting from the strength, scale and support of a global hospitality leader,” said Ms leoz.
accor’s chief operating o fficer in the Pacific region, adrian williams, said strong owner partnerships continue to underpin the growth of the franchise network.
“our franchise network today represents a highly collaborative, performance-driven ecosystem built around owner success. we continue to see strong demand from hotel owners who want access to accor’s powerful loyalty, sales and distribution platforms, while retaining the flexibility to run their hotels in a way that reflects their local character and identity. importantly, many of our existing franchise partners continue to grow with us, with around half now owning multiple hotels within the network.
KX launches KX institute TO EXPAND ACCESS TO INSTRUCTOR TRAINING
KX Pilates has unveiled the next evolution of its education offering with the launch of KX Institute, a new digitally led platform designed to make instructor certification more accessible, flexible and aligned with modern learning demands.
t he move marks a significant shift for the premium Pilates brand, which has historically delivered training internally, with the institute now opening access to a broader audience beyond its studio network.
t he k X institute introduces a suite of entry level certifications, including Dynamic Mat, Dynamic r eformer and a combined pathway, each delivering 20 cPD points and requiring no prior fitness qualifications.
Delivered via an interactive, self paced digital platform, k X institute combines flexibility with structured support through integrated mentorship. learners can access regular mentor touchpoints throughout their training, offering guidance and accountability often lacking in fully online models.
steff Doney, education & Mentor lead, k X institute, said the model has been designed to reflect how modern instructors want to learn and build their careers.
“Our approach to the KX Institute is about removing barriers to entry. The model combines flexible self-paced learning with mentorship from KX Institute certified trainers. It gives instructors the confidence, practical skills and support they need to succeed.”
k X Pilates ceo s elina bridge said the flexible approach reflects changing expectations across both the fitness industry and education sector.
“Our hybrid model empowers learners to
train anytime, anywhere, on their own termswithout the need to be near a KX Pilates studio - while still benefiting from the expert guidance often missing from fully online education.” in addition to its core certifications, k X institute is launching a range of short courses to support ongoing professional development, including strength and conditioning for Pilates, and pre and post natal training.
Know your number before you make your move
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our calculator takes the guesswork out. whether you’re exploring your options for the first time or ready to move, it’s the fastest way to turn ambition into a concrete plan.
run the numbers today, scan the Qr code to access our free business affordability calculator.
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established in 1996, link is the world’s most trusted business brokerage, with 30+ offices across australia, new Zealand, and the usa , and over 300,000 active buyers on our databases worldwide. our business brokers are sector specialists with deep industry knowledge, many of them former business owners themselves, backed by financial, legal, and accounting expertise. t hree decades of experience means you get honest, fact-based advice, not guesswork, at every step of the process.
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Big BO wl KiTC hEN
B I g Bowl, B I g Joy
Rede FIn Ing C HIne Se FAST Food
BBK opened its first store in the Knox Westfield, Melbourne at the end of 2022. By the end of 2025 it has expanded to seven stores, with the latest one located in the Altona Gate shopping center.
With a team of experienced fast-food managers in Australia and experienced chefs from Chinese restaurants, BBK has crafted a menu that caters to local tastes while preserving traditional flavors. Dishes like Honey Chicken and Mongolia Beef are all time favorites among customers.
Throughout the process of menu development, we maintain strict quality control in food procurement and preparation. We do not compromise on food quality in the name of efficiency.
priced for everyone
The essence of Chinese cuisine lies in the harmony of freshly stir-fried dishes and a steaming bowl of rice — a moment of simple yet profound satisfaction. That feeling of warmth and fulfillment is the very inspiration behind Big Bowl Kitchen.
Traditionally, authentic wok-fired dishes are either time-intensive and expensive in high-end restaurants, or inconsistent in fastcasual settings. Big Bowl Kitchen was created to bridge this gap. By curating 16 classic Chinese dishes and optimizing every step of the cooking process, we deliver high-quality, freshly prepared meals at an accessible price range of $14.9 to $22.9.
At Big Bowl Kitchen, we are not just serving meals — we are delivering a dining experience that embodies dignity, warmth and caring—qualities that reflect the true spirit of Chinese cuisine.
“In my mind, BBK is like an ancient Chinese inn, a place where travelers can eat and relax. It’s a place where you can recharge your energy and get ready to continue your journey!”
— BBK Founding Team
crafted to replicate
Chinese cuisine has long defied standardization. Each dish is a delicate art form, demanding years of honed intuition, the deft hand of an experienced chef, and the elusive mastery of wok hei — that breath of the wok that no timer or thermometer can truly capture.
To achieve consistent “wok hei” (the soul of stir-frying), Big Bowl Kitchen Co-Founder Jacky Ju led a bold cross-disciplinary innovation: turning culinary expertise into programmable logic.
By introducing intelligent stir-frying robots, complex recipes and cooking times have been programmed into the system. After a year and a half of refinement, Six of our seven locations now utilize automated cooking robots, with
100% of dishes cooked by machine.”
However, chefs have not disappeared—they now operate machines to develop new dishes, and train staff like engineers. In BBK restaurants, the master chef might be a young IT professional in early twenties, rather than seasoned chefs with 20 years of experience in traditional kitchens.
“Technology isn’t here to replace the chef. It’s here to make more of them.”
— Jacky Ju, CEO and Co-founder of Big Bowl Kitchen
In 2024, Big Bowl Kitchen was honored with the 7th Master Chef Award in the Casual Dining category; in 2025, our executive chef Jerry Xu won the Master Chef Award for his achievements and innovations.
From a bowl to a system
After three years of operation and based on extensive experience of the management team, BBK has developed a standardization for restaurant management and operation. We have decided to open these opportunities to franchise partners, hoping to share the Chinese cuisine with more customers and support more franchise partners to grow up. After all, we started our business this way, and we deeply understand the needs of customers and the challenges of the franchise partners.
As a Big Bowl Kitchen franchise partner, here’s what you gain:
Product: Consistent Quality
Our automated cooking system replicates Master Chef standards to ensure every dish boasts consistent color, aroma, and taste.
Operation: Streamlined Efficiency
Standardized training reduces reliance on high-salaried chefs, optimizes labor costs, and minimizes turnover risks for robust store operations.
System: Focused Value
Mature systems and high-quality supply chain, allowing franchise partners to concentrate on customer experience and market growth.
Brand: Momentum Building
Consecutive Master Chef Awards enhance consumer trust, fueling ongoing growth for our stores.
We are looking for partners who believe in what we believe. Joining Big Bowl Kitchen is not just opening a restaurant. It is bringing dignified, affordable Chinese cuisine to more neighborhoods.”
Stay true. Keep going.
Q& a with franchise partner
Interview with Mr. Lin, franchise partner of BBK
@Big Bowl Kitchen DFO Moorabin
Q1: Shareholder Background & Division of Responsibilities
A: We have three shareholders. One brings extensive F&B investment and operations experience, overseeing overall store management. Another has a finance background, handling accounting, payroll, and data analytics. As a first-time entrepreneur, I contribute across both operations and finance while focusing on kitchen automation equipment, given my strong interest in cooking robot technology.
Q2: Why Big Bowl Kitchen?
A: Our family had previously invested in different industries and cafés but avoided restaurants due to the complexity of Chinese cuisine and historically underwhelming returns. Two factors changed our minds: first, the strong trust established with BBK’s founder; second, the kitchen automation. In Australia’s high-labor-cost environment, cooking robots directly address chef-related cost pressures while delivering superior consistency and clearer differentiation between dishes compared to traditional manual cooking.
Q3: First Impression of BBK
A: With a media studies background, I noticed BBK’s distinctly modern brand identity—cultural elements integrated through design details rather than clichéd red lanterns. This resonates more strongly with younger consumers and drives a more diverse customer base (approximately 30% Chinese vs. 70% non-Chinese, roughly the inverse of traditional Chinese restaurants).
Q4: Performance vs. Expectations
Performance has exceeded expectations. Leveraging historical data from the acquired store, we have continued improving metrics, with off-season cost controls pushing actual profitability above initial projections.
Q5: Impact of Cooking Robots on Kitchen Operations
A: The robots proved remarkably accessible— despite zero prior kitchen experience, I was operational within one week, a timeline impossible with traditional chef training. Key advantages include:
• Standardization & Adjustability: Recipes can be modified through precise, quantifiable parameter adjustments rather than relying on individual chef intuition.
• Operational Flexibility: Front-of-house staff can now operate cooking stations, eliminating role dependency and enabling cross-functional support during peak periods.
• Labor Simplification: Recruitment no longer requires experienced chefs; one-week training suffices, with the system providing multilingual voice-guided prompts.
Q6: HQ Support & Responsiveness
A: Support has been robust. During our first Boxing Day (Christmas peak season), headquarters proactively coordinated staffing support, resulting in a reported single-day revenue record for all BBK stores, which is very encouraging for us. On the supply chain side, HQ provides timely guidance on costeffective menu items, which is particularly valuable given recent raw material price volatility.
Q7: Market Challenges & Adaptations
A: Two primary challenges:
• Format Fit: Located in a discount outlet, many customers require graband-go options. We worked with HQ to
increase snack offerings, which has driven measurable sales growth.
• Recruitment: Limited local residential density complicates hiring. We supplemented HQ support with social media recruitment across Facebook and Red Book(Xiaohongshu), yielding positive results.
Q8: Single Most Important Advice for Prospective Franchisees
A: Exercise patience and maintain a longterm perspective. Personnel transitions and equipment adaptation curves are inevitable. No system or machine is flawless—success requires active engagement, hands-on problem-solving, and resilience rather than retreating at the first obstacle.
Q9: Future Expansion Plans with BBK
A: We are absolutely interested in further expansion. Specifically, we hope BBK explores CBD or Chadstone locations—high-traffic, high-visibility flagship destinations that would capitalize on Melbourne’s dense urban consumer base. v
JOIN THE CLUB
— AS A STUDIO OWNER.
TRUiS m S iN FRANChiS iNg
As the year (2026) moves along and unemployment rates in Australia are on the rise, (the Australian national unemployment rate stands at 4.5% up 0.2%, bringing the jobless rate to its highest level since late 2021), more than ever franchising becomes a viable and reliable choice for people looking for there next more or opportunity or to get into business for themselves.
Franchising provides an enormous opportunity for would be people looking for something other than their next job. And it is clear from the volume of people who have attended the Franchise Expo’s in Sydney and Brisbane over the past few months that
interest levels are at an all-time high. (I note the Melbourne Franchise Expo is running over 1st – 2nd August).
The franchise expo is a live exhibition of franchisors all in one place looking to talk to potential franchisees and to explore if there is a possible interest of fit between the two parties. This is a clear sign of interest, the two expos have had record numbers of visitors. This means more people are looking for an opportunity in franchising and its clear the interest level is on the rise. People have found that franchising is fantastic solution to forge a pathway into their own business. It is also clear that people from all works of life, all demographics, skill levels and backgrounds can find a path to owning their own business in franchising.
What has also become apparent is the group of people who are new to Australia, recently immigrated or planning to immigrate are all candidates and welcomed candidates
to franchising. People with culturally and linguistically diverse (CALD) backgrounds who have come to Australia looking for their new path to life and success are finding a welcomed home in franchising. But in real terms nobody is excluded, the opportunities for anyone sit firmly in franchising. It is just a matter of finding the right format and business that meets the individuals needs, budget, skills and plans.
It is a truism that franchising is open to everyone and this has become more evident by the visitors to the Franchise Expo. The Indian population of Australia is now the largest cohort by nationality with around 1 million Indians calling Australia home. Franchising continues to also embrace this group of people as it does for all groups who want to go into business for themselves and use both their academic knowledge and life skills to forge a future in Australia. What has also become more and more apparent is that while would be and potential franchisees have
done their research, investigated potential franchises of interest via social media and the internet, the ability to meet, shake hands and talk live and in real time with a person has not lost it’s attraction to would be franchisees looking to invest in a business.
The other thing that has been highlighted by the recent Franchise Expo’s is the diversity of choice and format in business franchising offers. It is again a truism that there is genuinely something in franchising for everyone. Franchising covers a wide range of sector categories including; Retail, Food and beverage, Home and professional services, Healthcare, NDIS and wellness, Education, Automotive, Real estate, Financial services, Transport and logistics, Accommodation and hospitality and these are a generalisation. The deeper you go the more options present themselves as franchising is into almost everything in the economy.
As established franchise networks continue
to grow and seek out new people to join so to do new networks and brands who bring a different dimension to franchising. There are over 1300 franchise networks or brands operating in Australia as a franchise and this number continues to grow as new concepts and ideas join the world of franchising.
The Franchise Council of Australia (FCA) supports everyone in franchising including franchisors and franchisees, along with the suppliers and service providers who make up the franchising eco-system. The FCA continues to back brands and people who comply, adhere to the franchising code of conduct which is mandated by the federal government and who embrace the success of the franchisee.
The relationship between the franchisor and franchisee is a true hand in glove approach and when the two parts to the business are working together greater success is achieved for both parties in the agreement. So, if you
about Jay Westbury:
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
are looking for your next big move, or want to jump into business for yourself, franchising might just be the place for you.
Franchising continues to offer people a proven business model, brand, product, marketing and business support and a faster path to success than going it alone. Franchising is the powerhouse of small business and you might be surprised what you can get yourself into when you explore the many opportunities that exist in franchising. v
Th E FUTURE OF S m E FRE ighT: Why r elationships, t echnology and flexibility Will
s hape the n ext g eneration of logistics businesses
The freight and logistics industry is entering one of the most transformative periods it has seen in decades. For small and medium-sized businesses (SMEs), freight is no longer viewed as simply a necessary operational expense. It has become a critical part of customer experience, business growth, supply chain reliability and competitive advantage.
Across Australia, we are seeing SMEs become far more educated and demanding when it comes to their freight requirements. Businesses today expect more than just competitive pricing. They want visibility, flexibility, speed, simplicity and confidence that their logistics provider can help them
navigate increasingly complex supply chains both domestically and internationally. This shift is creating enormous opportunity within the freight sector, particularly for businesses that can combine strong customer relationships with technology-enabled solutions and multi-carrier flexibility.
At InXpress, we believe this is exactly where the future of SME freight is heading.
Internationally, the market continues to evolve rapidly. Global carriers such as DHL, FedEx and UPS continue adapting to changing trade flows, global economic conditions and the ongoing growth of e-commerce. Customers are increasingly seeking logistics partners who can provide tailored solutions rather than a “one size fits all” approach.
At the same time, domestically across Australia, freight demand remains strong despite ongoing economic pressures. Major transport providers including StarTrack, TNT and FedEx continue to invest heavily in infrastructure and delivery capability to support growing demand across road express, pallet freight, B2B distribution and regional freight movements.
For SMEs, navigating this freight landscape can be overwhelming. Different carriers perform better in different areas. Pricing structures vary significantly. Service levels continue to evolve. Technology expectations are increasing. Businesses are looking for
guidance and expertise, not simply access to freight rates.
This is where the role of the modern freight consultant becomes incredibly valuable.
The future of logistics is no longer about simply selling freight. It is about becoming a trusted business advisor who can help customers make smarter supply chain decisions while simplifying what is often a highly complex process.
At InXpress, our franchise model has been built around exactly this concept. Our franchisees are able to leverage relationships with multiple carriers while providing personalised service and support to SME customers. This creates flexibility for customers while also allowing franchise owners to build long-term, scalable business relationships rather than transactional accounts.
One of the biggest changes we are seeing across the industry is the growing demand for multi-carrier solutions. SMEs increasingly want access to different freight providers depending on shipment type, destination, urgency and cost requirements. Businesses are looking for options and flexibility rather than being locked into a single provider.
This creates significant opportunity for InXpress franchise owners because our model allows them to provide customised freight solutions tailored to each customer’s needs. It
also enables franchisees to deepen customer relationships over time by supporting broader areas of the customer’s freight spend across both international and domestic services.
Technology is also playing an increasingly important role in shaping the future of the industry.
The logistics businesses that will succeed over the next decade will be those that embrace automation, visibility, reporting and data-driven decision making while still maintaining strong customer relationships.
At InXpress, we are continuing to invest heavily into our technology platforms and support infrastructure to ensure our franchisees remain positioned for future growth. Our evolving Webship platform has been developed not only to simplify freight management for customers today, but also to position the business for the
future as artificial intelligence, automation and predictive analytics become increasingly important within the logistics sector.
Customers now expect seamless digital experiences. They want real-time visibility, easier shipment management, automated processes and smarter reporting capabilities. Our focus is on ensuring our franchisees have access to the tools and systems that allow them to meet these evolving customer expectations while also operating more efficiently and scaling their businesses more effectively.
Importantly however, technology alone will never replace the importance of people within the freight industry.
One of the greatest strengths of the InXpress model is the combination of technology with genuine human support. Behind every franchise owner is a broader support network focused on helping them grow their business. This includes sales enablement, carrier management, operational support, onboarding assistance, customer service support, training and ongoing commercial guidance.
This support structure is particularly important for future franchise owners entering the logistics industry who may have strong business development or relationship management skills but limited direct freight experience. The freight industry can appear
highly technical from the outside, but with the right systems, carrier partnerships and support structures in place, it presents an exceptional opportunity for motivated business owners.
Despite global economic uncertainty, the long-term outlook for the freight and logistics sector remains extremely strong. Businesses will always need reliable supply chains. Goods will always need to move. What is changing is the expectation around how freight providers support customers.
SMEs are increasingly looking for logistics partners who can provide flexibility, responsiveness, technology and trusted advice. Businesses that can deliver those things consistently will continue to grow.
For existing InXpress franchisees, the opportunity ahead remains significant. For future franchise owners considering entering the freight and logistics industry, there has never been a more exciting time to become part of a business model designed around scalability, technology enablement and longterm customer relationships.
The logistics industry is evolving rapidly, and at InXpress we are continuing to evolve alongside it, investing in the tools, systems and support structures needed to help our franchisees succeed both now and into the future. v
hO w TO S p OT A g ENU iNE ly pEO plEFiRST FRANC hiSE iN A digiTAl wORld
There’s no escaping the digital wave in franchising right now. From AI tools and automated scheduling to virtual training, technology is completely reshaping how businesses operate day to day. But in a people-first sector like performing arts education, the real test isn’t simply about rolling out the latest app or system. It’s about ensuring technology protects and powers human connection, rather than replacing it.
Because of that, simply asking whether a brand is “digitally advanced” no longer cuts it. The real question is how those tools are being used to support the network – and whether they genuinely make life better for owners, teachers, students and parents alike.
Here, Lisa Stead, COO of Stagecoach Performing Arts, shares what to look for when assessing whether a franchise is truly digitally enabled and human-led.
does the tech free people up –or tie them down?
When evaluating how a franchise balances technology with human leadership, it helps to look at what its systems actually achieve day to day.
If digital systems simply introduce more platforms to check, endless notifications and unnecessary complexity, they become a hindrance rather than a help. A genuinely digitally enabled franchise uses technology to remove friction from daily operations,
particularly when it comes to admin, billing and scheduling.
In performing arts franchising, the real magic happens through face-to-face interaction. Time spent mentoring teachers, inspiring students, speaking with parents and building a strong team culture is infinitely more valuable than hours lost to manual paperwork. An effective digital ecosystem should work quietly in the background, freeing franchisees up to focus on leadership and teaching rather than becoming a fulltime job in itself.
Is communication fostering community – or isolation?
Plenty of franchise networks boast custom apps and flashy intranet portals, but a digital presence doesn’t automatically create a connected, people-first culture. In a humanled business, the true measure of success is whether digital tools encourage genuine collaboration and shared learning across the network.
Strong digital communication should make franchisees feel supported and part of a collective – never isolated. When exploring a franchise, it’s worth asking:
• Can owners easily access human support when they need it?
• Are there friendly, collaborative spaces to share ideas and best practice?
• Is communication an ongoing conversation or does head office only reach out when something goes wrong?
The strongest franchise cultures are usually those where technology keeps communication approachable, consistent and distinctly human – even when it’s happening through a screen.
does the innovation support long-term growth?
A common oversight for prospective franchisees is focusing entirely on the onboarding process while overlooking how technology will support their long-term development as leaders.
In people-led industries, learning never really stops. In performing arts, teaching methodologies evolve, safeguarding regulations change and customer expectations continue to shift. To keep pace, franchisees need ongoing development rather than a oneoff training week at the start.
This is where a digitally enabled model can make a real difference – when it’s used intentionally. Virtual learning hubs and flexible feedback loops allow franchisees to continue developing their skills at their own pace, fitting learning around busy operational schedules.
Look for a franchise that treats technology as a launchpad for continuous learning and personal growth. That often says far more about a franchise’s culture than any software demonstration ever could.
putting people first in a digital world
Understanding these digital benchmarks is one thing but seeing them reflected in a franchise culture is another. For any franchise model to truly succeed today, technology must act as a bridge to human relationships rather than a barrier.
At Stagecoach, digital tools – ranging from our new bespoke network app to ongoing franchisee support programmes like Act Two – are designed to deepen collaboration
across the network. Rather than replacing face-to-face interaction, these tools help keep franchisees connected behind the scenes so that real-world relationships can continue to thrive long after the onboarding process ends.
For Training and Business Development Manager Rob Anderson, the real value of recent digital innovation lies in how it strengthens communication and collaboration across the network.
“Training and collaboration flow constantly now,” he said. “When we do meet up in person, the conversations carry on seamlessly because those digital touchpoints have already been working hard in the background.
“It means support, idea-sharing and development don’t just happen during occasional meetings or training days anymore – they’re part of the day-to-day culture. But the smartest digital tools don’t replace human relationships – they protect them.”
That balance between innovation and human connection remains central to the business.
“Our defining ethos is ‘Creative Courage for Life’. At its core, that’s entirely about people – their personal growth, confidence and creative problem-solving. Digital tools are brilliant at supporting that mission but they’ll never replace the human heart of what we do.”
As the franchising landscape continues to evolve, the most successful networks won’t be those chasing technology for technology’s sake. They’ll be those embracing a digitally enabled, human-led approach – using innovation to strengthen the relationships, creativity and community that matter most.
To find out more about franchise opportunities with Stagecoach Performing Arts, visit www.stagecoachfranchise.com
lisa stead, coo of stagecoach performing arts
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For franchisors, growth conversations often gravitate towards the visible levers. More territories. More leads. More marketing. More local area activity.
However, one of the most expensive barriers to growth is often much harder to spot. It is the enquiry gap.
This is the space between customer intent and franchise action, the missed call that lingers too long, the web form that gets a delayed reply, the online enquiry handled brilliantly in one territory and poorly in another. It rarely looks dramatic in isolation. Across a network, though, it quietly chips away at conversion, consistency and brand trust. That is what makes it so costly. A franchise can invest heavily in awareness, lead generation and local marketing support, yet
still lose momentum where it matters most, in the moment a prospective customer is ready to engage.
For franchise brands, that moment carries real weight. Customers do not separate the local experience from the brand promise. They do not think that one franchisee was slow to respond. They think, this brand was hard to deal with.
That is where the enquiry gap becomes a growth issue, not an admin issue.
Why it matters in franchising
Franchising has always been built on repeatability. Customers tend to choose franchise brands because they expect a familiar standard, whether they are dealing with a site in Auckland, Adelaide or regional Queensland.
Yet enquiry handling (or lack of), is one of the fastest ways for that standard to slip.
A network can have strong branding,
clear operational systems and a polished customer proposition, but if the path from enquiry to response varies too widely from one franchisee to the next, the customer experience starts to fracture before a sale has even begun.
That is especially relevant in categories where people move quickly, such as home services, health, automotive, education, professional services and personal care. In these sectors, the first business to respond clearly and confidently often shapes the shortlist. The one that follows up well often wins the work. That means growth is shaped by more than how many enquiries a network generates. It is shaped by how reliably those enquiries are handled once they arrive.
What the gap looks like in practice
Picture a customer sending an online enquiry to a home services franchise late on
a Sunday afternoon. They are ready to book and have already narrowed their options. The enquiry lands, however, the local franchisee does not see it until Monday afternoon. By then, the customer has heard back from two competitors and locked in a booking elsewhere.
Now picture that same scenario across ten locations. One responds within 20 minutes. Another replies the next morning. Another sends a generic message. Another forgets to follow up altogether.
At head office, lead volume may still look healthy. Marketing may appear to be doing its job. However, on the ground, conversion is becoming uneven and the network is absorbing the cost.
The same pattern shows up in retail and food franchises too. A customer asks via social media, a website form or a listing profile whether a product is in stock, whether a table is available or whether a service can be delivered locally. If the answer comes too late, that moment of intent disappears.
The loss is not always loud. Often it shows up in softer conversion, patchier performance and a brand experience that feels less responsive than it should.
Why networks miss it
One reason the enquiry gap persists is that many franchise systems are better at measuring what happens before the lead comes in than what happens after.
Most brands can tell you how many people clicked, called, visited or submitted a form. Far fewer can tell you how quickly those enquiries were acknowledged, how consistently they were handled across the network or where leads went cold because follow up was too slow or too disjointed.
That is a serious blind spot.
Customers increasingly make decisions based on responsiveness as much as reputation. Brand strength may get a business onto the shortlist, however responsiveness often determines who gets chosen.
For franchisors, that means growth strategy needs to look beyond customer acquisition. It also needs to examine customer handling.
Four ways to close the gap
Start with response standards
Every franchise network should have clear expectations around enquiry handling that can be measured and coached.
How quickly should calls be returned. How soon should web enquiries be acknowledged. What information should be captured. When
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.
should a second follow up happen. What tone should be used.
A fitness franchise, for example, might decide that every trial enquiry receives an acknowledgement within 15 minutes during business hours, followed by a personalised response within two hours. That level of clarity removes guesswork and makes consistency far easier to achieve. If response standards live only in a manual, customers will feel the gap.
Make follow up easier for franchisees
Most enquiry gaps are not caused by poor intent. They are caused by overloaded operators trying to manage too many moving parts at once.
A franchisee juggling staff, bookings, rosters, admin and customer service may absolutely mean to respond quickly. However, if the process depends too heavily on memory, inboxes or manual notes, follow up becomes vulnerable.
That is why the strongest networks simplify the path from enquiry to action. They reduce duplication, create workflows that are easy to follow and give franchisees the structure to respond well without having to reinvent the process each time.
Take a cleaning franchise. If a customer enquires after hours, the local operator should not be piecing together the next step the following morning from a missed email and a vague voicemail. A structured process that captures the enquiry properly, prompts the right action and keeps customer details organised gives that lead a far better chance of converting.
Measure lead handling, not just lead volume
If head office wants a genuine view of network performance, I recommend it needs to look beyond marketing output.
That means tracking measures such as first response time, unanswered enquiries, follow up consistency, conversion by location and repeat contact rates. These numbers often reveal far more than lead volume alone.
A dental franchise, for instance, may find
one clinic is underperforming on new patient conversions, not because demand is weaker, however because appointment enquiries are sitting too long before someone calls back. Patients looking for a dentist often contact several providers in a short window. If one clinic is slower than the rest, that delay quickly turns into lost revenue.
Once networks start measuring what happens after the enquiry, performance gaps become much easier to identify and fix.
Treat the response as part of the brand
One of the most important mindset shifts in franchising is recognising that the customer experience begins well before the point of sale.
Brand consistency is often discussed in terms of signage, uniforms, fit out and marketing materials. However, the response experience belongs in that same conversation.
The way a franchisee answers an enquiry, the speed of that response and the ease of the next step all shape how the brand is perceived. A timely and polished reply builds confidence. A clumsy or delayed one introduces doubt. Leading franchise networks understand that enquiry handling is not back-end administration. It is front line brand delivery. the growth opportunity hiding in plain sight
Many networks focus on generating more demand before fixing the customer journey already in motion.
However, for franchisors looking for smarter growth, one of the clearest opportunities is often sitting inside the enquiries they are already paying to generate.
Closing the enquiry gap lifts the return on marketing spend, strengthens local execution and creates a more consistent customer experience across the network. It also gives franchisees a stronger foundation for turning intent into revenue.
In franchising, growth is not only shaped by who gets found first.
It is also shaped by who follows through best. v
SwEAT & T ONi C AUSTRAli A:
b ringing the h eat (l iterally), Wellness and community to australia’s fitness l andscape
Australia’s wellness industry is shifting fast, and one of the concepts gaining serious attention is Sweat & Tonic — a studio model that blends infrared heated workouts, yoga, functional fitness, Pilates, relaxation and recovery into one seamless experience.
Founded by husband and wife team PJ and Nina, Sweat & Tonic is now expanding nationally through franchising. Their vision is simple and powerful:
fitness should feel good, support mental wellbeing, and build real community.
a concept born From Lived experience
When I asked how the idea began, PJ told me:
“After years in business and franchising, we reached a point where we wanted to build something that actually reflected our why and how we lived.”
Nina, who grew up immersed in sport and later became a semi professional basketball player in the USA, added:
“There was always this gap between traditional gyms and boutique wellness studios. It was always one or the other. We wanted to create one space where people could train hard, recover properly and mentally reset — all in one place, and conveniently.”
That vision became Sweat & Tonic — a studio where infrared heat, movement and mindfulness work together to create a transformative experience rooted in their philosophy of sweating with intent.
What Makes sweat & tonic different
When I asked what sets their model apart, PJ explained:
“We’re not just yoga, and we’re not just fitness. We combine strength, cardio, mobility, flexibility and recovery under one roof.”
The far infrared heat is a major point of difference.
“It amplifies results,” PJ said. “It improves circulation, flexibility, recovery and overall wellbeing — and members feel the benefits immediately.”
But Nina emphasised that the magic goes beyond the heat:
“The atmosphere is intentional. The lighting, the music, the flooring, the fresh air system, the coaching — it feels like an experience, not a workout. People come for physical results, but they stay because of how it makes them feel mentally and emotionally.”
Inclusivity is central to the brand.
“We want people to walk in and feel welcome, whether they’re beginners or training daily,” Nina said.
“Everyone can do the classes — they just choose the level that suits them that day. One day you might be a level 3, another day level 1. It’s up to you, and it’s okay.”
Why the timing Is right for Franchising
Consumers are shifting away from traditional gyms and toward wellness driven experiences that support longevity, mental health and recovery.
As Nina put it: “People want something they can do for a long time — if not forever.”
“People want more than a membership,” PJ added.
“They want community, flexibility and a space that supports their whole lifestyle.”
With PJ’s 20+ years in IT and software development, the business was built with scalability in mind.
“We’ve invested heavily in automation, scheduling, reporting and communication systems. Franchisees can focus on culture and growth instead of drowning in admin.”
Who Makes a great Franchise partner
When I asked what they look for in a franchisee, Nina said:
“This business is community driven. The people we see thriving in this model tend to come from corporate backgrounds, or were members first. What matters is that they care about people, want to build something meaningful, and want to be in their business.”
A fitness background isn’t required — but leadership, warmth and a genuine passion for wellness are.
The brand provides hands on support across site selection, studio setup, instructor recruitment, marketing, training and operations.
“We see franchisees as long term partners, not just license holders,” PJ said.
“And the best part is that we only do well when our franchisees do well — so we’re deeply invested in their support and growth.”
a Model built for Longevity, not trends
Sweat & Tonic is grounded in timeless wellness principles: yoga, functional movement, mobility, strength and recovery.
“What we’ve done is modernise the delivery,” Nina explained.
“Our class formats feel exciting and contemporary and interchangeable, but
they’re all built on proven movement science that’s unique to us.”
Members stay engaged because of the variety — yoga one day, strength or HIIT fusion the next, recovery the day after.
“It becomes part of their lifestyle, not a short term challenge.”
the Impact on Members
The feedback has been powerful.
Members report feeling stronger, less stressed, more energised and far more connected. They’re seeing results faster than ever before. Many say it’s the first workout routine they’ve ever been able to stick to and look forward to coming back.
Community has grown naturally — friendships, events and a sense of belonging that keeps people coming back. It’s a non-judgemental space where everyone feels comfortable and welcome.
Looking ahead
When I asked where they see Sweat & Tonic in five years, PJ shared:
“We’d love to see Sweat & Tonic become one of Australia’s leading wellness franchise brands. But more importantly, we want to protect the culture that made people fall in love with it.”
For the founders, success means two things: improving people’s lives and helping franchisees build sustainable businesses.
As Australians increasingly seek fitness experiences that prioritise both physical and mental wellbeing, Sweat & Tonic is positioned to lead the next wave of boutique wellness franchising.
To learn more about this opportunity, visit: https://www.sweatandtonic.au/ franchising
MAKING FRANCHISE LAW BLACK AND WHITE
Morgan Mac Lawyers specialises in Business Law, Franchise Law, Commercial Litigation and Dispute Resolution.
We have assisted franchisors and franchisees in strategic litigation and dispute resolution with a focus on early resolution of disputes and an understanding of clients’ objectives and desired commercial and legal outcomes
Our approach to business sales involves a thorough risk assessment that assists clients in undertaking a satisfactory due diligence before deciding to purchase a franchise business. When the time comes to sell a franchise business, we correctly document the transaction and assist the seller with the relevant disclosures.
Commercial litigation and franchising are complex areas of law We recommend strategies to minimise and manage the risks of legal non-compliance and legal disputes. We work with clients to achieve the best possible outcomes.
• Personalised customer experience
• Established brand with over 60 years of experience
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BUS iNESS CONFid ENCE iS dO wN, BUT CONdiTi ONS ARE hO ldiN g:
wHAT F RAn CHISe owne RS SH o U ld
M AK e o F TH e MIX ed SI gnAl S
Business confidence has softened in 2026, even while many of the hard indicators still suggest businesses are trading reasonably well. If that sounds like a contradiction, it is a little. For franchise owners, this split between how businesses feel and how they’re actually performing is a disconnect that warrants some examination.
According to NAB’s Q1 2026 Business Survey, both business confidence and business conditions eased in the March quarter, with confidence falling more noticeably. Around the same time, the RBA’s May Statement on Monetary Policy pointed to softer household spending momentum, even before the latest energy-price shock began feeding through. In other words, the economy hasn’t fallen off a cliff, but business owners have become more cautious about what comes next.
That caution matters because it changes behaviour. It influences hiring, expansion plans, stock decisions, borrowing appetite, and how willing operators are to back themselves. For franchise businesses, where margins can be shaped by rent, labour, royalties and local trading conditions all at once, reading the moment well is half the game.
Why confidence and conditions can move in different directions
It’s easy to assume that if confidence is down, business performance must be poor. But that’s not always how it works.
Business conditions are usually a reflection of what’s happening now: sales, profitability, forward orders, utilisation, that kind of thing. Confidence is different. Confidence is about what owners think is coming next.
So, you can absolutely have a situation where businesses are still trading okay, but are less
sure about the months ahead. That seems to be what we’re seeing now. Costs remain elevated, rates are higher again after the RBA’s May move, and spending growth looks patchier than many hoped it would be at the start of the year. That’s enough to make business owners more careful, even if the current month’s numbers still look decent. For franchisees, this is a useful distinction. It means softer sentiment does not automatically require a rush to the defensive. But it does mean the old “set and forget” approach to planning is looking less and less appropriate.
the pressure points are becoming more specific
One of the reasons this environment feels tricky is that the pressure isn’t landing evenly. Some franchise categories are still benefiting from resilient consumer habits. Convenience, non-discretionary services, value-led food offers, and some personal services can still perform reasonably well even when sentiment is subdued. Other businesses, especially those relying on more discretionary spending, are likely to feel demand softness much earlier.
Those different business streams can make broad economic headlines less useful on their own. “Consumers are under pressure” may be true in a general sense, but it doesn’t tell you much unless you know how your own category behaves when households start becoming more selective.
What does matter is whether customers are
trading down, visiting less often, delaying purchases, or becoming more promotionsensitive. In a franchise network, those changes can show up subtly at first. Average transaction values flatten. Promotions work, but only briefly. Labour starts eating a bigger share of revenue. Stock turns slow. None of those signs are dramatic on day one, but together they tell you a lot.
don’t confuse caution with weakness
There’s a difference between a weaker market and a more selective one.
When confidence falls, good operators tend to get sharper. They watch labour more closely. They manage stock more carefully. They stay closer to cash flow. They challenge assumptions that might have gone untested in a stronger market. That kind of caution is healthy.
The risk is overcorrecting. Some businesses may respond to softer sentiment by cutting too deep or freezing every decision. Marketing gets pulled back too aggressively. Maintenance gets deferred. Staff development stops. Growth opportunities are ignored because “now doesn’t feel like the right time.”
That can become its own problem. A franchise business doesn’t need to be reckless in uncertain conditions, but it does need to remain commercially active. Often the right response is not to do less, but to apply more discipline to the things you’re doing.
What franchise owners should be watching now
In a mixed environment, the most useful indicators are often inside your own business. Start with the basics:
• weekly sales trends, not just monthly totals
• gross margin movement by product or service line
• labour as a percentage of revenue
• customer frequency and average transaction value
• supplier cost creep and promotional dependency
These measures usually tell a clearer story than sentiment alone. If your sales are stable but margins are slipping, that’s a different problem from sales falling outright. If customer numbers are holding but basket size is shrinking, that calls for a different response again.
For multi-site franchisees, it’s also worth comparing locations carefully. In this kind of market, average performance across a group can hide what’s really happening underneath. One site may still be growing while another is clearly under pressure. The earlier you spot that divergence, the more options you have.
this is where forecasting becomes practical
Forecasting is one of those things everyone agrees is important, but something that often
gets pushed down the pecking order in favour of other priorities.
In this environment, a good forecast is less about building a perfect model and more about running a few sensible scenarios. What happens if sales soften by 5%? What if wages move again? What if you need to discount more often to maintain traffic? What if one slower quarter turns into two?
You don’t need a 20-tab spreadsheet to answer those questions. But you do need a realistic view of what changes in revenue or costs would mean for cash flow, working capital, and debt service.
This is especially important for franchisees considering finance, refurbishment, equipment purchases, or an additional site. Lenders are still active, but they are reading these conditions carefully. If you’re planning to borrow, you’ll be in a much stronger position if you can show not just the upside case, but that the business still makes sense if trading becomes a little softer than expected.
Key takeaway: When confidence is low, lenders and business owners both value the same thing: credible planning. You don’t need perfect certainty, but you do need to show that you’ve thought through the downside.
growth still happens in uncertain markets
One of the easiest mistakes to make is assuming that a cautious environment is automatically a bad one for growth.
In reality, some of the best business decisions get made when the mood is subdued. Competition can be slower to move. Landlords may be more negotiable. Suppliers may be more open to conversation. Buyers can sometimes find better acquisition opportunities. Franchise networks with strong economics and good support can still expand very effectively in a market like this.
The difference is that growth has to be intentional. It has to be backed by clearer numbers, stronger cash discipline, and a better understanding of the risks.
That’s not a bad thing. In many ways, it leads to better-quality decisions.
the bottom line
The current signals may be mixed, but they’re not meaningless. Business confidence has softened, and that tells us caution is building. At the same time, the figures for right now often don’t show quite so much doom and gloom.
For franchise owners, the lesson is not to overreact to sentiment, but not to ignore it either. This is a time to stay close to your numbers, pressure-test your assumptions, and make decisions with a little more discipline than you might have needed in an easier market.
That doesn’t mean putting growth on hold. It means making sure growth, spending, and borrowing decisions are grounded in reality. Because when the mood is uncertain, clarity becomes a competitive advantage. v
why “FEE liN g U NSAFE ” iS BECO miN g A CON v ENiENT
ExCUSE AT wORK
Psychological safety is widely recognised as key to high performance, a positive culture, and team success - and for good reason. Google’s Project Aristotle identified it as the number one factor in high-performing teams. When people feel safe to speak up, ask questions, raise concerns, admit mistakes, and challenge ideas, teams learn faster and perform better. But as the concept has gained traction, something else has happened. It’s being misunderstoodand in many workplaces, that misunderstanding is quietly killing accountability.
At its core, psychological safety is about creating an environment where people can speak up without fear of humiliation or punishment. It’s not about avoiding discomfort. It’s about protecting people from being silenced or mistreated. Somewhere along the way, we’ve started confusing the two. And in some cases, we’ve lost the plot. We’re increasingly seeing discomfort labelled as unsafe. A leader raises a performance issue and is told the conversation feels “unsafe”. A colleague challenges an idea and it’s labelled “inappropriate”. Someone receives feedback they don’t like and shuts the conversation down.
Sometimes that reaction is genuine because discomfort can feel confronting. But discomfort on its own doesn’t mean something is unsafe. When we treat it that way, we create a different problem. We create avoidance.
Words are being weaponised
Calling something “unsafe” can become a convenient way to avoid a conversation, dismiss feedback, or deflect accountability. And when that happens, psychological safety isn’t the problem – the term has been weaponised. Instead of helping people speak up, it shuts conversation down. It becomes avoidance dressed up as safety.
That’s where the real damage begins. Leaders start to second-guess themselves. They worry about saying the wrong thing, being labelled a bully, or triggering a complaint. So they
pull back. They soften the message, dance around the issue, or let things slide altogether. Silence has consequences. Standards slip. Poor behaviour goes unchecked. Performance issues linger. And resentment builds, particularly among those doing the right thing who can see others aren’t being held to the same standard.
Cultures don’t get healthier when leaders avoid hard conversations. They get weaker. This is the part many workplaces are getting wrong: psychological safety should not weaken accountability - it should strengthen it. Done well, it creates the conditions for honest, constructive and sometimes uncomfortable conversations to happen safely.
What psychological safety should look like
Psychological safety is not about being “nice” or avoiding tension. It doesn’t mean everyone agrees. Psychologically safe teams debate. They challenge. They disagree. But they do it with respect, not personal attack. They get curious, not furious. They are willing to say what needs to be said with care and clarity, even when it’s uncomfortable. They stay hard on the issue, soft on the person, balancing empathy with accountability.
In these teams, people feel safe to speak up early when something is off track. They ask questions instead of guessing. They own mistakes rather than hiding them. They give and receive feedback in a way that improves performance, not damages relationships. That’s what high-performing teams do.
But if the term is being misunderstood or weaponised in your workplace - and it’s leading to silence, avoidance, or lowered standards - it needs to be addressed. Now, not later.
reset the standard
Start by separating discomfort from danger. Have an explicit conversation with your team about what psychological safety is and isn’t. Not as a lecture, but as a discussion.
Ask:
• What does psychological safety look like here?
• What’s the difference between feeling uncomfortable and being unsafe?
• What behaviours do we expect from each other?
leah mether: Leah Mether is a communication and human skills speaker and trainer who helps make the people part of leadership and work life easier. She is the author of Soft is the New Hard: How to Communicate Effectively Under Pressure and Steer Through the Storm: How to Communicate and Lead Courageously Through Change. Visit www.leahmether.com.au
By surfacing assumptions and getting aligned, you reduce the risk of the term being used – intentionally or not – to avoid accountability.
be clear about your intent
To stop psychological safety being used as a shield in difficult conversations, be clear from the outset. If you’re giving feedback, explain why. You might say, “I’m raising this because I want you to succeed,” or “I’m giving you this feedback because I want to help you improve.” Acknowledge the reality of the conversation: “This might be uncomfortable to hear, but it’s important.”
When people understand your intent, they’re far more likely to hear your message and less likely to get defensive. Clarity helps to remove ambiguity, and ambiguity is where misunderstanding thrives.
Another trap is assuming that if someone has an emotional reaction, something has gone wrong. It hasn’t necessarily. People can feel defensive, embarrassed, frustrated, or upset when receiving feedback. That doesn’t mean the conversation was wrong. It means they are human. Your role as a leader is not to remove discomfort. It’s to handle it well. Stay calm, respectful, and focused on the outcome. Be empathetic, but don’t back away from what needs to be said.
raise, don’t lower standards
Psychological safety was never meant to lower standards or make everyone feel comfortable all the time. It was meant to create an environment where people can perform at their best. Good teams are not built by avoiding tension. They are built by creating an environment where people can speak honestly, hear difficult things, learn, improve, and still feel respected. v
“From the very beginning to seeing it flourish into a $1 million+ business today, it’s incredibly rewarding to see the progress I’ve made.”
Mary Miridakis, Owner – MyHome Balwyn
WANTED: Motivated business
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 https://myhomefranchise.com.au/bfm-balwyn
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 https://myhomefranchise.com.au/bfm-balwyn
Or scan the QR code for instant access
hO m E S ER vi CES iN ThE FRANC hiSE SECTOR
Despite the current economic unrest in the world in 2026 at global and local level, and with the Federal and State governments’ budgets all squeezing every cent out of taxpayers, investors and small business, the franchise sector is one sector that will benefit from all this upheaval.
Many companies are already downsizing their staff leading to a record number of redundancies in various business sectors, partly due to economic factors but also due to the advances in AI.
With so many people being made redundant they need to retrain and find an alternate career or option to earn an income, and this is where franchising becomes a very suitable and attractive option.
One of the franchise sectors undergoing growth in Australia is the Home Services sector which covers a huge range of services from trades, health and beauty services, home care and support to getting your car serviced while at home or at the office.
There are some things we all still like to go shopping for, spending time at Chadstone as an event, enjoying the crowds, sushi train lunch or going to the cinema, but the Home Services sector brings products and services to your door.
for a number of overseas, local and master franchisors and acts in dispute resolution and mediations.
named by global law experts as Franchise l aw e xpert of the year 2025 in Australia.
contact robert@sanickilawyers.com.au or call him on mobile 0412 67 37 57 www.sanickilawyers.com.au
You can let your “fingers do the walking” and call the Grey Army to do some home maintenance, Swimart to clean the pool, Nurse Next Door to care for your loved one at home, Blue Wheelers to wash the dog and Coles to deliver your dinner, all while sitting on the couch watching Travel Guides!
The services are endless and extend to home beauty services such as Jim’s Beauty where you can “Get your hedge trimmed, your hair done and a nice facial” hopefully not by the same person!
This does remind me of the “Plumbing Song” by Weird Al Yankovic in 1992 (a Milli Vanilli parody) about a couple dealing with an overflowing toilet and broken plunger calling an emergency plumber. Check out the video it’s a hoot! Now that’s quality songwriting.... not!
Putting Al Yankovic aside ( and never playing that again) there are excellent opportunities for a prospective franchisee who wants to run their own business with flexible work
hours, not being tied down to a retail or office environment.
A great advantage in taking up a home and mobile service franchise is that the operational costs are generally low and therefore the business can be viable for an owner operator as there is no need to lease premises and you can reduce your other fixed costs such as staff and insurances.
some statistics
The Tradesman and Handyman Franchise sector in Australia is worth around $174 billion in annual revenue and incorporates around 90,000 franchised businesses with around 1300 franchise networks operating around Australia.
The Trades and handyman sector includes all the major trades from painting to roofing and tiling, plumbing and electrical services, with the largest revenue being from gardening, lawn mowing and landscaping services.
robert toth is Special Counsel and Franchise Specialist at Sanicki l awyers with over 35 years of experience in franchise, licensing and distribution law.
Robert is also an Accredited Commercial l aw Specialist and regularly publishes articles on franchising in Australia and overseas journals and acts
Although past growth was slow at 0.7 % due to a slowdown in the construction market, cost of living pressures and high interest rates, the home services sector is expected to grow by around 2.3% to $1.4 billion up to 2028-29.
This is great news for franchisors, partly driven by the governments support for new residential and low-cost affordable housing initiatives and a rising population. It will be interesting to see if the recently announced CGT changes will affect investors and lead to increased new residential development as the Government suggests.
For every new estate or high-rise development this then generates the need for services such as cleaning and maintenance, landscape and gardening and other services.
Over 70% of the home services sector revenue is generated by three main franchise brands Jim’s Group, O’Briens and VIP Home Services with around 32% of the revenue being building installation services and 15% maintenance, gardening and other construction services (IBISWorld Report).
Franchising has remained the predominant business model delivering a wide range of trade and home services.
The rise in apartment construction, lowcost housing and the Government’s policy to increase affordable housing has helped to create market demand for the home maintenance franchise market. An example is that Owners Corporations prefer to deal with a franchise group to provide services, rather than smaller individual contractors.
It is generally accepted that a franchised business is more effective in marketing and promoting services than a smaller independent handyman or tradie and therefore franchisors are likely to pick up the major share of growth in a sector.
new Franchise opportunities in home services
Here are a few sectors that have become big business to consider if you are looking to retrain from being made redundant or to try your hand at running your own business:
home care and ndIs
With an ageing population and the Governments’ funding in the NDIS sector (although under review and some tightening by the Federal Govt) home care and NDIS support has really taken off.
Sanicki Lawyers act for several businesses in this sector that have successfully franchised,
enabling carers to become business owners under a franchise system.
We have also advised many franchisees in the Nurse Next Door home care franchise which has proven to be a very successful franchise providing end-of-life care and support and helping clients stay at home longer.
There are several other well developed aged care and home care franchises offering opportunities in this sector.
As with any business, franchisees should do their homework and compare the models on offer and the fees required and seek specialist advice before taking up a franchise.
home and garden maintenance and cleaning
This sector is highly competitive and has grown post the pandemic, from when it was considered an essential service and
includes all of the well-known systems such as Jim’s Group, O’Brien (Glass Plumbing and Electrical), V.I.P. Home Services, James Home Services and many others.
other services
Franchising offers excellent opportunities for individuals to run their own business as part of a franchise group with the support of a system, marketing and training with flexible work hours.
Home services are particularly attractive to people who have worked a trade or a husband-and-wife team who like to work together.
There are several newer service offerings such as Kitset Assembly (they can assemble your IKEA - 3 easy step sofa (that ends up being 33 difficult steps), Hang My TV who as the name suggests hang TV’s and set up your home entertainment system.
“ Home services are particularly attractive to people who have worked a trade or a husband-and-wife team who like to work together.”
Once that’s all done, you can call Geek2U to sort out your iPad, laptop and tech issues and then sit back and order your home delivery pizza!
Other franchises that have grown are home school tutoring, health and wellbeing, dog walking and pet sitting.
Do what you love or do what you are good at!
Find the right franchise for you, one that you are interested in or have a passion for but make sure you can draw a reasonable salary for your effort after all the franchise fees are payable.
It is easier to do something you love than something you will hate after a few months as once you take up a franchise there is no easy way out without likely crystalising a loss.
You also need to consider if it is a mobile franchise the issues around fuel prices and the cost of travelling to your jobs and ensure that the business will continue to deliver a service or product that will not be taken over by AI.
Mobile Franchises
Mobile franchises are attractive due to their low cost of entry, low overheads and flexible work conditions and therefore a franchisee can earn a reasonably good wage for their effort and build their customer base using digital marketing and social media at low cost.
Like any business investment you should do your due diligence on the Franchisor to see if its right for you as no two franchise systems are alike.
So, compare a few in the same sector as their entry fees and ongoing royalties will differ, as will the transfer and exit costs, if you sell the business in the future.
Most franchisors still charge a royalty based on the gross revenue as well as a marketing levy or obligations to do local area marketing.
Seek advice from a Franchise Law Specialist and seek financial advice before you commit.
Once you have taken up a franchise there is no easy way out (I say that quite a lot in my articles!) so you do need to ensure the franchise model will allow you to take a reasonable salary for your efforts, as there may not be a capital gain at the end!
The average cost to set up a home services or mobile franchise may be between $20,000 to $100,000 so you need to make sure the financials work for you.
Seek independent financial advice and do your own modelling and projections before you commit… and talk to other franchisees in the system.
If the numbers don’t work, we suggest you walk away as there will be many other opportunities and franchises that may be better suited to you.
summary
As with any business investment it comes with risks so do your due diligence on the franchisor, just as they will do their due diligence on you and seek Specialist Franchise Legal and financial advice before you commit. v
take the Quiz - key Questions to reduce your risk and make an informed decision:
• Is the franchise an established or new brand? A new franchise can be a great opportunity, but it can also be a higher risk.
• Is there a long-term market for the product or services offered or is it a passing fad - which means in 3 or 5 years there may be little demand for the product or service?
• Who is the franchisor and who are you dealing with? Is it the Founder or a sales representative or a large corporate group? All have pros and cons.
• What training and support is offered? What time and attention do you need to give to the business to take a reasonable salary?
• Talk to other franchisees in the system - get their feedback on the franchisor and system? You should contact at least 3 to gain different views.
• Is the Franchisor embracing the digital on-line environment and social media? If not, it may be vulnerable to competitors in the market.
• Are you simply buying yourself a job? That’s fine, but don’t be afraid to walk away before you sign up if the numbers don’t work or if you are unable to at least draw a basic salary.
• Will you be a “force for good “– that is work within the franchise system rather than trying to fight or change it? If you want to change the system, don’t be a franchisee as it will likely lead to dispute!
• Look ahead 3 to 5 years - can you see yourself still enjoying and operating the business in that time.
• Your exit plan - What is your exit plan and what are the costs to exit the franchise?
• Logistics - Will you need to drive long distances to see your customers? How will you cope with traffic and the operational costs.
There is a lot to consider but specialist legal and financial advice will help you make an informed decision.
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.
w hy t ech i nnovation is the u ltimate g amechange R
fo R fR anchisees
S TRONG FUNDAMENTALS BUILD A FRANCHISE . I NNOVATION SCALES IT.
Franchise success has always started with the same foundations: a proven operating model, a trusted brand, consistent client demand, and a service category that remains essential through changing economic conditions. For franchise partners, those fundamentals create stabilitybut they no longer define the ceiling for growth.
Nowhere is this trend more evident right now than in the backyard pool care sector.
A recent announcement from Poolwerx, Australia’s largest pool servicing network, offers a masterclass in how forward-thinking franchisees are leveraging cutting-edge technology to give their franchise partners a competitive edge. By partnering with energy infrastructure leader Intellihub, Poolwerx has launched a national smart pool trial for its new, first-to-market Pooled Gen 2 Controller. For existing franchise owners, managers, and aspiring entrepreneurs, this rollout is about much more than just a new gadget. It represents a fundamental shift in how home services operate, and why pool care is emerging as one of the most tech-enabled sectors in the market.
Moving from reactive service to proactive pool management
Historically, the pool industry has operated reactively. Poolwerx Global CEO Nic Brill notes, “homeowners typically seek help only once problems become visible - whether it’s green water, equipment failure, or rising running costs”.
The Pooled Gen 2 Controller is designed to shift that model entirely. As a retrofit smart device, it continuously monitors pool systems, automates core functions, and optimises energy and chemistry cycles in real time, including shifting pump operation into offpeak tariff periods.
The technology can flag issues such as:
• Pumps drawing lower-than-expected current before failure occurs
• Early chemistry imbalances before they require extensive corrective treatment
• Swim-readiness updates ahead of holidays, gatherings, or heatwaves
Through the same system, both homeowners and franchise partners can access live pool performance and energy data via a companion app, enabling more proactive servicing and remote oversight.
helping franchise partners deliver real household savings
Franchise partners know that the easiest service to sell is one that puts money back into the client's pocket. Energy affordability remains a key concern for Australian households, even as recent regulatory changes from the Australian Energy Regulator’s Default Market Offer (DMO) point to some easing in electricity prices across parts of the country from 1 July.
In this environment, the Pooled Gen 2 Controller gives Poolwerx franchise partners a practical way to deliver immediate, tangible value to clients beyond traditional pool servicing.
The Pooled Gen 2 Controller is designed to reduce pool-related energy costs by up to 40 per cent by automating energy use and shifting pump activity into lower-cost
periods. For participating households, this could translate to annual savings of approximately $500 to more than $1,000.
Importantly, the system operates automatically in the background without requiring meaningful behavioural change from clients, and pools continue functioning normally while energy optimisation occurs behind the scenes.
To support the rollout, selected homeowners across New South Wales, Queensland, and Victoria will receive a 12-month free subscription to the service, including hardware, installation, app access, and ongoing Poolwerx monitoring.
For franchise partners, the initiative creates another value-add service offering while helping position their businesses at the centre of the growing connected home and energy management market.
Why savvy business owners are diving in
As consumer expectations evolve, franchise networks that continue investing in innovation, technology, and smarter service delivery will be best positioned for long-term growth.
The opportunity within the pool maintenance sector alone is significant. Australia’s 1.6 million residential swimming pools collectively represent an estimated 3 gigawatts of energy demand, roughly equivalent to the
output of a major power station, creating enormous potential for smarter energy management solutions.
The project has also received partial funding support from the Australian Renewable Energy Agency (ARENA), reflecting growing government support for distributed energy technologies that can deliver both consumer savings and broader grid benefits.
Mr Brill says, “continued investment in smart technology will help future-proof the industry. Smart pools are expected to become part of the broader connected home ecosystem alongside solar, batteries, EV chargers, and smart appliances. This creates new opportunities for franchise partners to deliver ongoing value beyond traditional servicing. At Poolwerx, we’re committed to delivering the healthiest pools possible through innovation and technology, while providing an exceptional client experience.”
For prospective franchise partners and entrepreneurs, the rollout highlights how modern franchise success is increasingly being shaped by technology-enabled services, recurring client relationships, and data-driven operations.
For Poolwerx, it reinforces a broader vision for the future of pool care, and signals that long-term growth in franchising will favour networks combining strong operational fundamentals with technology-led innovation. v
ThE m iNd SET ShiFT Th AT dEFiNES FRANC hi SE S UCCESS
Why Moving fro M E M ploy EE to franchisE oW n E r
rE quir E s Mor E t han
c
hoosing th E r ight Brand
Every year, people invest significant sums of money in franchise businesses, believing the brand will carry them to success.
Some thrive. Others struggle.
Yet in many cases, they bought into the same system, received the same training, and had access to the same support.
The difference is rarely the franchise itself.
One of the biggest misconceptions about franchising is the belief that success is determined primarily by the brand. While the brand matters, it is only one part of the equation. The systems matter. The support matters. The market matters.
But ultimately, the person operating the business matters most.
Over the years, I’ve worked with franchisees across multiple industries, and the pattern is remarkably consistent. The operators who achieve long-term success are the most connected, or even the ones who invested the most money upfront.
They are the ones who successfully make the transition from employee thinking to owner thinking.
And that transition is far bigger than most people expect.
Because franchising is not simply a career move. It is a complete shift in responsibility, decision-making, accountability, and leadership.
the First challenge: Leaving certainty behind Employment provides certainty.
You know when you’re getting paid. You understand what’s expected of you. There is a clear structure for your role, responsibilities, and income.
Business ownership changes that overnight. Suddenly, the certainty is gone, and the
tony meredith is a Business Coach and founder of Tony Meredith Coaching. He partners with franchisors and franchisees across Australia to help them strengthen leadership, improve sales performance, and create sustainable growth. drawing on more than 25 years of experience in business, leadership, and team development, Tony teaches franchise owners how to move from running operations to leading people. His work focuses on practical systems, consistent performance, and the human traits that turn good operators into great business owners.
email: info@tonymeredithcoaching.com.au
Website: tonymeredithcoaching.com.au
linkedin: linkedin.com/in/tony-meredith-coach
facebook: facebook.com/tonymeredithcoaching
outcomes sit with you. Sales, customer experience, team performance, profitability, growth, and operational consistency all become your responsibility to influence.
This is where many new franchisees experience their first major challenge, because they are still seeking the comfort and predictability that employment once provided.
Ownership doesn’t reward comfort. It rewards responsibility.
The sooner someone accepts that uncertainty is part of business ownership, the sooner they stop reacting emotionally to challenges and start focusing on what they can actually control.
employee
thinking versus owner thinking
Employees are trained to execute tasks, whilst owners are required to create outcomes.
At first glance, the difference appears subtle. In reality, it changes everything.
Employees focus on completing today’s work. Owners must think beyond today. They need to consider profitability, customer retention, team development, cash flow, marketing effectiveness, and long-term sustainability.
Consider two franchisees who join the same franchise brand at the same time. One spends every day completing jobs, solving immediate problems, and staying busy. The other focuses on building systems, developing staff, tracking performance, and creating consistency.
Three years later, their businesses may look dramatically different despite starting from exactly the same place.
The reason is simple. One remained focused on doing the work. The other focused on building the business.
That distinction becomes the foundation for sustainable growth.
1. stop being the technician. start being the builder
Most franchisees begin by doing everything themselves.
That is completely normal.
In the early stages, you’re learning the systems, understanding your customers, and gaining confidence in the operation. Handson involvement is often necessary.
The challenge arises when owners stay there too long.
Being constantly “on the tools” can create the illusion of progress because you’re busy all day. However, busyness eventually becomes a bottleneck. The business can only grow to the extent that the owner has personal capacity.
Successful franchisees recognise this shift early.
They stop measuring success solely by effort and begin measuring it by outcomes.
They ask different questions:
• Are customer numbers increasing?
• Is the sales pipeline growing?
• Are systems creating consistency?
• Are customers returning and referring others?
• Is the business becoming less dependent on me?
Real business ownership begins when you stop simply delivering the work and start building a business that can grow beyond your individual output.
One of the most significant financial mindset shifts franchise owners must make is understanding the difference between income and cash flow.
Employees think in wages. Franchise owners must think in cash movement.
A franchise can appear successful on paper while quietly experiencing financial pressure behind the scenes. Whilst revenue may be growing, delayed payments, rising expenses, or poor margins can create significant challenges.
Strong operators understand that sales, profit, and cash flow are three different measurements.
More importantly, they understand timing.
Money arriving late still creates stress, because expenses continue regardless.
The franchisees who build resilient businesses are those who understand their numbers best. Not necessarily the ones generating the highest revenue.
They know their fixed costs, monitor variable expenses, review cash flow regularly, and make decisions based on facts rather than assumptions.
Clarity creates confidence. And confidence leads to better decisions.
3. systems don’t create results. accountability does
One of the greatest advantages of franchising is the existence of proven systems.
Although it’s important to note that systems alone don’t guarantee success. They require consistent execution, which is where accountability separates average operators from exceptional ones.
The best franchisees understand that consistency builds trust. These franchisees follow up every lead, track conversion rates, maintain service standards, and continue implementing the fundamentals long after the initial excitement of franchise ownership fades.
When performance slows, they look inward first. They don’t immediately blame the economy, the market, or the franchise brand.
Successful franchisees ask:
What can we improve?
What are we missing?
What needs greater attention?
That mindset creates momentum.
Because systems only work when someone commits to implementing them with discipline.
4. growth happens through relationships
Many employees can work independently for years.
Business owners cannot scale that way for long.
Franchise growth is built on relationships. Your reputation within the local community, the quality of your customer experience, the strength of your referral network, and the trust you establish all contribute to long-term success.
In many cases, your next customer is a direct result of the experience you delivered to your last one.
The best franchisees understand this deeply. They stay visible within their communities, nurture customer relationships, consistently create positive experiences, and focus on building trust rather than simply generating transactions.
Sustainable growth rarely comes from constantly chasing customers. It comes from becoming known, trusted, and recommended.
5.
Working hard Isn’t the same as growing
One of the most common traps in franchise ownership is believing that the solution is always more effort.
Work harder. Stay longer. Do more. While effort matters, it is not always the answer.
The strongest operators become increasingly intentional about where they invest their time, energy, and resources.
They understand that:
• Not all marketing delivers results.
• Not all customers are profitable.
• Not all opportunities support long-term growth.
• Not all activity creates progress.
This is why they track key business metrics, such as conversion rates, average transaction values, gross margins, and customer retention.
Effectiveness comes from clarity. And clarity enables better decisions.
Why some Franchisees struggle
When franchisees struggle, it is rarely because the system itself doesn’t work.
More often, the transition into ownership has not fully occurred.
They remain stuck in reacting rather than leading.
They focus on activities rather than outcomes. They rely on the brand rather than building momentum themselves.
Many new owners also underestimate how much personal growth franchise ownership requires.
Technical skills may help get a business started.
Leadership, resilience, accountability, communication, and decision-making are what sustain it.
Without that shift, ownership can feel far harder than it needs to be.
With it, the same challenges become opportunities for growth.
Questions every Franchise owner should ask
As your franchise grows, it’s worth regularly asking yourself:
• Am I building a business or simply creating a job for myself?
• Do I understand my cash flow beyond my revenue figures?
• Am I leading strategically or reacting daily?
• What systems can operate without my direct involvement?
• Am I measuring activity or meaningful outcomes?
The answers often reveal where the next stage of growth will come from.
the real difference between success and struggle
Franchising can absolutely create freedom, growth, and long-term opportunity. But success does not come from simply buying into a recognised brand.
The franchise provides the framework. The systems provide direction. The support provides guidance. The results, however, come from leadership, accountability, consistency, and execution.
The most successful franchisees eventually realise they are not simply investing in a franchise. They are investing in their ability to lead one.
Because in the end, the difference is rarely the opportunity itself.
It is the operator behind it. v
FRO m CORp ORATE C AREER TO BUS iNESS S UCCESS
“I wish I’d found MyHome sooner. I used to wonder if I could do something like this. Now I know I can. With MyHome, so could you.”
connie burnell, owner - Myhome Mount eliza
For many people, the dream of owning a business comes with one key concern: can I really do this? For Connie Burnell that questioning inner voice was very loud.
Connie’s story will feel familiar to anyone who has worked hard in corporate life for years, supported others and quietly delivered great results, but the time came when she knew she wanted a change.
Before joining MyHome, who offer premium residential cleaning across Australia, Connie had built a long career in structured corporate environments. She understood deadlines, systems, processes, documentation and the pressure of delivering. But over time, she felt something was missing.
“I knew I didn’t want to work for someone else again,” Connie says. “I wanted to be in control. I wanted to do something where I could prove to myself that I could build something of my own.”
Like many people considering running
their own business, Connie had doubts. She had been raised in a very traditional Italian family, taught to work hard, but also to be careful and avoid unnecessary risk. The idea of business ownership was exciting, but it was also daunting. She explored various different options, including e-commerce, sales and starting something from scratch. But she kept coming back to the MyHome management franchise opportunity.
a proven system rather than a blank page
At first, Connie was cautious. “I thought, ‘Is this real, or is someone just going to try and sell me something?’”
But once she began speaking with the MyHome team, her concerns quickly turned into confidence. What stood out was the structure. MyHome was not asking her to invent a business from nothing. The systems, tools, processes and support were already in place.
“Everything is process-driven,” Connie says. “I didn’t have to reinvent the wheel, or create something from scratch. The tools were there,
the systems were there, the support was there.”
That is one of the biggest advantages of becoming a MyHome Owner. You are in business for yourself, but not by yourself. You do not have to build every workflow, brand asset, operating system or customer process from the ground up. MyHome provides a proven framework that allows motivated franchisees to focus on leading teams, serving customers and growing their territory. For Connie, that support made all the difference. She saw the professionalism behind the brand, the quality of the systems, and the experience of the people at head office. As she puts it, “I quicky saw that I had an incredible opportunity to be coached and supported by some great people and to implement the industry leading systems that they already have.”
Fast growth with real Momentum
Less than 12 months after starting, Connie has already grown to four teams, eight team members and four professionally branded
MyHome vehicles. But she’s not resting yet: she is on track to build a million-dollar business in recurring revenue within her first year.
“When I first started, I never thought that would be possible,” she says. “But now I’m well on my way, and nothing is going to stop me.”
That kind of growth is not accidental. It comes from combining personal drive with the strength of an established model. MyHome gives their owners the tools to build a highly professional, scalable local business – one with teams, systems, customers and recurring revenue.
Connie’s pride in what she has built is obvious. “Today when I look at what I’ve built with my MyHome business – the teams, the cars, the customers, the growth – it’s hard to believe that when I first looked at MyHome, I was nervous.”
Industry Leading technology to simplify the daily routine
A typical day in Connie’s business shows how the MyHome model works in practice. Each morning, she meets her teams, goes through the day’s jobs, checks the everything and everyone is ready and briefs the team on any specific customer requirements.
Once they are on the road, Connie can manage scheduling, customer details, invoicing, billing, reports and revenue through MyHome’s unique, industry-leading app, MyOP TM , from her laptop, iPad or iPhone.
“The MyOP TM app is incredibly well designed,” Connie says. “It has everything – scheduling, customer details, invoicing, reports, revenue, billing. Everything is there.”
The app gives owners the ability to stay across the business from anywhere with internet.
Connie can confirm the next day’s schedule, respond to customers, check in with her teams, arrange quality checks and monitor performance without being tied to a desk all day.
“Honestly, anyone can use it,” she says. “There isn’t anything that MyHome hasn’t thought about. It’s the easiest thing I’ve ever used.”
More Flexibility + More Control = More Time for the Things that Matter Most
For Connie, the business has changed her life. She works close to home, stays connected with her teenage daughters, walks her dog and has more control over her day.
Before MyHome, she was leaving early and coming home late. Now, she can run a growing business while still enjoying the place she lives.
“One of my favourite parts of the job is driving through Mount Eliza and around the peninsula,” Connie says. “Sometimes I take the scenic route along the beach road, pull over at a café, or sit in the car with my laptop looking out at the ocean while I do my scheduling.”
That is the balance MyHome offers: independence with support, ambition with structure, flexibility with a proven system.
“I never thought I’d have a business that allowed me to do that,” Connie says. “I have an office with a world-class view! And I just love it, absolutely love it.”
confidence that grown with her business
Perhaps the greatest change has been Connie’s confidence. Where she once questioned whether she could do it, she now looks at her teams, vehicles, customers and growth and thinks, “I actually did this.”
“MyHome has given me the confidence to believe in myself,” she says. “It’s shown me that I can run a business, I can lead a team, I can make decisions, and I can build something that’s mine.”
For anyone considering becoming a MyHome Owner, Connie’s advice is simple: “Listen to what’s there, use the systems and trust the process. The system works. The support is there. The opportunity is real.”
Key features of a myhome management franchise
• Create a $1m+ business – take control of your future
• High income without the stress –executive earnings without the hours, commute and pressure
• Sociable and flexible working hours
– giving you time for life, family and friends
• Industry leading support and training – for every step of your business building journey
• A digital first business – the MyOPTM app eliminates much of the day-to-day hassle of running your own business
• Regular recurring income – 95% repeat and referral so you can focus on delivering great service, rather than constantly searching for new customers
• Low start-up capital requirements –enabling you to invest in a business of your own
• Low overheads and great margins
– so you can provide great value and make a very healthy six figure income
• Positive cashflow – all payments are made automatically, so you’re not chasing
• Predictable money-making machine
– thanks to our proven Australian business model
• Build a valuable asset – building a business you own is an investment in your future.
Is It time to build something of your own?
If you are ready for more control, more purpose and the chance to build a business of your own, MyHome could be the perfect opportunity for you.
As Connie says: “I wish I’d found MyHome sooner.”
Find out more and request a Franchise Information Pack now by visiting www.myhomefranchise.com.au/bFM- connie or scan the Qr code for instant access
wh AT TO lOOK OUT FOR whEN yOU pURC h ASE A
h O m E SER vi CES FRANC hiSE
Home services can mean various services like (1) care provided to customers within the customer’s home environment; (2) services for home projects such as maintenance, remodelling, construction, inspection, cleaning and gardening; and (3) services to provide assistance with activities of daily living and selfmanagement tasks to persons who reside in their own homes.
Home services in franchising are a huge growth area. They have been around for many years but people are working harder and harder, have less time available, and many want to enjoy the weekend without facing chores at home.
What home services are available?
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 l aw 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 Category. 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 l aw and has attended and participated in many FCA conferences.
Stewart was awarded the onZM in the new year Honours l ist 2026 for services to franchise law. email: stewart@germann.co.nz | Web: www.germann.co.nz
Neighborly is a US franchise system which has over 30 brands including Mr. Appliance, Mr. Electric, Mr. Handyman, Mr. Rooter, Rainbow Restoration, Dream Doors, Junk King and Window Genie to name but a few; and a number of those systems are in many countries.
In Australia and New Zealand there are many examples of home services including V.I.P. Home Services; Jim’s Group New Zealand which includes Jim’s Mowing, Jim’s Test & Tag, Jim’s Fire Safety and Jim’s Cleaning Group; Poolwerx; Ovenu; and Gutter-Vac.
In New Zealand there is Hire-A-Hubby which offers decking and fencing, kitchen and bathroom, exterior maintenance, interior upgrades, landscaping, installations and project management. V.I.P. Home Services
which started in Australia in the 1970s, is also a New Zealand wide professional home cleaning franchise and includes carpet and window cleaning, and gardening and house washing. Currently it has five Regional Master Franchises. There is also Green Acres which started as a lawn mowing franchise many years ago but now offers a full range of home services and Crewcut which is a similar garden/outdoor property services franchise. There is Blinds on Location, Moving On and Shower Fix. Another example is Care on Call which provides high quality and personalised home care support services for people of all ages. They can help whether you live in your own home, a retirement village or a rest home and there are highly trained staff who focus on care and client compatibility, best practice and clinical oversight. MY Guy is another home handyman franchise which operates in the Auckland region; Fox & Filly Home Staging which operates in the Wellington and Kapiti areas; and Blinds on Location is a mobile blind services.
Further, there are a number of services which provide help and advice relating to home furnishings. For example, Carpet Court and Flooring Design which provide advice on all types of flooring; and Guthrie Bowron which provides advice on window treatments and colour schemes.
What is common to all home services franchise systems?
The answer must be a profitable business, well capitalised, has management strength and experience, is easily taught to others, has good training and expertise, has some unique features, has an effective catchy name and has protected intellectual property rights and hopefully will have an edge on competition
What should you look for?
If you wish to become a franchisee of a home services franchise then you should choose a brand which appeals to you, look at the franchisor’s track record, note who the directors of the franchise system are and check out their business experience, consider the initial investment required, consider the number of existing franchisees, talk to at least half a dozen and obtain financial data on the franchisor.
In relation to finding out information from the franchisor, you should also ask whether training is an extra cost, what working capital will you need, territorial practices and exclusivity terms, types and amounts of advertising support, any requirement to buy products from the franchisor and any operating restrictions.
The advantages of buying a home services franchise instead of starting your own
“
If you wish to become a franchisee of a home services franchise then you should choose a brand which appeals to you, look at the franchisor’s track record, note who the directors of the franchise system are and check out their business experience.”
business include receiving better training and manuals from a franchisor, the ability to exploit new ideas more quickly, hopefully achieve rapid growth which will reduce the effect of competition, have expert support from head office and provide better service for customers.
Franchise agreement
The key legal document is the franchise agreement which must cover a number of matters including a defined territory in which you will operate, the types of customers to whom you may provide services, the nature and extent of your obligations to the franchisor, a duty to act in good faith towards the franchisor, your right to sell or transfer ownership of your franchised business, the terms and conditions under which you may terminate the agreement, the training and support provided by the franchisor, precise definitions of royalties, marketing levies,
upfront franchise fee, and a list of all other obligations.
You may want to look at two or three home services systems in parallel. With each you will have to sign a confidentiality agreement and you should go to an accountant for financial analysis and cash flow forecasts. You must obtain independent legal advice and that normally means that your solicitor who should be experienced in franchising will look at the form of franchise agreement and comment upon it, knowing that with any mature system the agreement will not be amended in any way.
If you find out from a potential franchisor that the system has ill-defined territories, it demands a large upfront franchise fee which is unreasonable and the directors have had litigation against them or the system or have bad references, then be wary. I would usually tell a potential franchisor if they get negative advice “to run a mile” as there is always
another franchised business to purchase.
The types of home services will continue to expand – there is really no limit. For example, in New Zealand there is Cleantastic Commercial Cleaning, JaniKing Commercial Cleaning, Paramount Services Commercial Cleaning, Clean Planet Commercial Cleaning, Clean Corp and Crest Clean to name but a few.
Finally, the 2024 Survey of Franchising which broke down various categories showed that under Administration and Support Services, which included domestic and industrial cleaning, gardening services and lawn mowing, the percentage was 15.7% down which is a slight decrease from the 2021 survey results. However, in my opinion, the franchise market in New Zealand is very active in relation to home services which will continue to increase as people value their leisure time. v
a gR owing h ome c a R e o ppo R tunity in tasmania
Australia’s home care industry is one of the largest and fastestgrowing segments of the national economy, driven by an ageing population and its collective desire to age in place.
According to the latest Australian Bureau of Statistics (ABS) data on disability, ageing, and carers, older Australians (aged 65 and over) now comprise 17.1% of the national population. While the vast majority (95.9%) live independently at home, nearly 40% of this group require assistance with activities of daily living (ADLs).
The demand for in-home care in Tasmania is even higher than the national average. This is driven by the state having the oldest population per capita among Australian states and territories. Tasmania boasts a median age of 42.2 years (projected to increase to between 46.3 and 52.2 years by 2071), nearly four years higher than the national median age of 38.3 years (projected to increase
to between 43.8 and 47.6 years by 2071).
This acceleration will see the proportion of Tasmanians aged 65 and over increase to 33% by 2071.
Combine the state’s older population with its lower median income, regionally dispersed population, and higher rates of disability, existing in-home care providers are unable to meet demand. The Tasmanian Council of Social Service (TasCOSS) notes that maintaining a sustainable community services workforce remains one of the state's most volatile economic challenges.
The transition to the newly legislated Support at Home program has intensified existing pressures on Tasmania’s home care sector. The program's individual service pricing and tiered co-contributions have introduced new financial barriers for clients and their families. Because providers face increased administrative compliance, hourly service rates have risen to cover these built-in operational costs. Due to service delivery shortages driven by Tasmania's sparse regional population, providers are forced
“ Networks like Right at Home are particularly well placed to meet Tasmania’s growing care needs because they combine the scale and systems of a national provider with the responsiveness of locally owned and operated businesses.”
to charge higher individual hourly rates to absorb travel and administrative overheads.
Independent and approved home care providers can help bridge gaps that the public health and not-for-profit sectors cannot. By operating on a private or hybrid commercial model, independent providers offer speed, flexibility, and service depth that public systems struggle to match.
Enter Right at Home Australia.
Experienced providers like Right at Home understand the complexities of delivering aged care and disability support services to
local communities that are demographically and socioeconomically diverse.
Since the in-home care and assistance company started franchising in 2016, Right at Home has more than 60 offices across all states and territories, save one, Tasmania. With national headquarters in Brisbane, Right at Home’s strongest markets have been in the Queensland, closely followed by the Sydney metropolitan area and its surrounds. Because Right at Home has sold all territories in the Northern Territory and ACT and maintains steady growth in WA, Victoria, and regional NSW, the company has doubled its focus on the country’s island paradise.
Networks like Right at Home are particularly
well placed to meet Tasmania’s growing care needs because they combine the scale and systems of a national provider with the responsiveness of locally owned and operated businesses. Breadth and depth of care services matter in Tasmania, where older, regionally dispersed communities often need flexible, coordinated support rather than a one-sizefits-all approach.
As an approved provider already operating under the new Support at Home standards, Right at Home brings an established compliance framework, care management capability, and service model that can adapt to regulatory change while still focusing on what matters most; clients and their families.
Right at Home was one of the first companies to enter in-home 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.
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 home care industry. v
A pROv EN pAThwAy BU ilT ON E xpERTi
vAlUES ANd REAl g RO w Th
H OUSE I NSPECT A USTRALIA’ S B ARNEY AND L ITSA , THEIR JOURNEY FROM CONTRACTORS TO FRANCHISORS
House Inspect Australia’s franchise model is not theoretical. It is built on lived experience and proven growth. The journey of Barney and Litsa Adamou demonstrates exactly how the business can scale when expertise, values and systems align.
Meet the Franchisors
Barney has been in the building and construction industry for over 20 years. He has a background spanning carpentry, steel framing, through to general builder. Barney holds qualifications in building and construction and project management and is licensed to build homes. He joined House Inspect Australia in July 2019 as a contractor, bringing deep, practical construction knowledge that goes far beyond surface-level inspection. His ability to identify building issues, understand why they existed and explain how they should be rectified became a defining strength of the business.
In 2020, Litsa joined the business as a qualified builder. She is the first qualified female building inspector in South Australia and brings a background in senior leadership, property and business. Litsa holds qualifications in building, project management, business and commerce. Her goal was to continue working professionally
while maintaining flexibility to spend time with her children. Trained on the job by Barney, she quickly became a core part of the operation.
Together, Barney and Litsa formed a contracting partnership with House Inspect Australia that was grounded in strong values: clients first, team first, family values and genuine people. These values are not marketing statements. They guide how inspections are conducted, how clients are spoken to and how the team operates. House Inspect Australia inspectors are expected to build honest rapport with clients, give clear and accurate advice, and deliver real talk that clients can understand and act on.
Litsa also recognised early that strong partnerships within the building and property industry were critical to longterm success. By networking and building trusted relationships across the sector, she helped position the business as a credible and respected professional service rather than a transactional inspection provider.
The former owner recognised Barney and Litsa’s passion, leadership and alignment with the brand’s vision and, in 2021, offered them the opportunity to buy into the business and become franchisees. At that time, they were completing approximately 15-20 inspections per week. Four years on, their franchise now completes more than 30-40 inspections per week, employs inspectors and administration staff to manage the work, and continues to grow.
This growth highlights a key strength of the House Inspect Australia model. Unlike lowbarrier inspection franchises that prioritise rapid onboarding, House Inspect Australia is built on licensed builders, consistent standards and professional accountability. Inspections are supported by Australian Standards-compliant reporting, required insurances, structured systems and ongoing post-inspection support. Quality is protected as the business scales.
In August 2025, Barney and Litsa purchased the rights to become House Inspect Australia franchisors. Their motivation was clear: to grow House Inspect Australia nationally without compromising standards, while empowering others to build sustainable businesses with genuine work-life balance. They understand first-hand that managing your own workload, supported by strong systems and real operational guidance, creates long-term success.
own a franchise built on real building expertise – not shortcuts
In an industry where it is possible to enter the market with minimal training and no hands-on construction experience, House Inspect Australia chose a different path. From day one, the business was built on the belief that inspections should be carried out by qualified builders who genuinely understand how structures are designed, constructed and meant to perform over time. For franchise partners, this approach matters. That philosophy has shaped every part of the business.
House Inspect Australia is expanding carefully and deliberately, seeking franchise partners who share its values and commitment to raising industry standards. For those looking to build a business based on expertise rather than shortcuts, it offers a rare opportunity to be part of something genuinely different.
Franchise partners are not starting from scratch. Comprehensive support is already in place, including marketing, social media, CRM and booking systems, training materials and a national training program. Most importantly, franchisees are supported by people who have lived the journey themselves and are available every step of the way.
For those looking to build a respected business with proven growth, genuine support, and a clear point of difference, the pathway and potential have already been laid out and await you to join the team. v
franchise field Manager of the year : Amanda Bracks, Fernwood Fitness
f ranchise Manager of the year: Wayne Abbot Hydraulink
f ranchise f inance Manager of the year: Oriana Mendoza, Guzman Y Gomez (GYG)
f ranchise Marketing Manager of the year n icola voltier and Excellence in f ranchise i nnovation: Poolwerx
f ranchise s ervice p rovider of the year : Franchise Ready
f ranchise s upplier of the year : Tanda
f ranchisee of the year: s ingle u nit – h ealth and Wellbeing a nd f ranchisee of the year 2026 – s ingle unit: Fernwood Fitness – Woonona
f ranchisee of the year: s ingle u nit – h ospitality: Shingle Inn – Joondalup
f ranchisee for the year: s ingle u nit - s ervices and f ranchisee for the year 2026: s ingle u nit - s ervices:
Nurse Next Door Home Care Services – Mackay
f ranchisee of the year: s ingle u nit – r etail: Nextra Newsagency – Brisbane
f ranchisee of the year: Multi u nit – h ealth and Wellbeing: @Pilates – Yeppoon, Emerald & Gladstone
f ranchisee of the year: Multi u nit – h ospitality and f ranchisee of the year 2026 Multi u nit: Zambrero - Geraldton, Palymyra & Innaloo
f ranchisee of the year: Multi u nit – s ervices: MBE – West End & Bulimba
f ranchisee of the year: Multi u nit – r etail: Golden Casket – The Lotto Corporation – Bundaberg, Bargara & Townsville
t he f ranchisor of the year: u nder 25 u nits: LeWrap
t he f ranchisor of the year: 25-50 u nits: X-Golf Group
t he f ranchisor of the year: 51 + u nits and f ranchisor Excellence in Equality, s ustainability & g overnance also f ranchisor of the year: Quest Apartment Hotels
i nternational f ranchisor of the year: Plus Fitness
f ranchisee l ocal a rea Marketing c ampaign of the year : Hydraulink
f ranchise Women of the year : Emily Lucas – HWLE Lawyers
o utstanding c ontribution by and i ndivdual to f ranchising in a c urrent r ole:
Geotech Information Services – Vanessa Wilmot
BU ildiN g A S TRON g ER FUTURE:
vANESSA w ilm OT ON ThE pO wER OF wO m EN iN FRANC hi S iN g
The Australian franchising sector continues to evolve, and one of the most powerful drivers of that evolution is the growing influence of women across every level of the industry. From franchise owners and executives to mentors, leaders, and innovators, women are helping shape a more inclusive and connected future for franchising in Australia.
At the forefront of this movement is Vanessa Wilmot, current Chairperson of Women in Franchising Australia, who has spent many years working within the franchise sector and witnessing firsthand the transformation taking place.
“Women in Franchising is important to me, because empowering and supporting women strengthens our industry, and helps build a more inclusive, diverse, and successful franchise community,” says Wilmot.
For Wilmot, the initiative is about far more than networking events or industry recognition. It is about creating meaningful opportunities, encouraging collaboration, and ensuring future generations entering franchising feel supported and empowered to succeed.
“I have been in the franchise industry for a long time, and what has been created as part of the Women In Franchising community has been incredible,” she explains. “I have seen firsthand the impact that supporting, connecting, and championing women — and men — in environments where everyone feels welcome can have on both individuals and the broader franchise community.”
Operating as a national committee under the Franchise Council of Australia (FCA), Women in Franchising brings together representatives from every Australian state with a shared goal of supporting diversity, inclusion, and professional development throughout the sector.
The committee’s work focuses on several key priorities, including promoting the success of women within franchising, increasing visibility and awareness of women’s contributions, and helping influence FCA policy on issues impacting women in business and franchising.
Importantly, the committee also aims to create spaces where honest conversations can occur around the challenges and barriers that still exist today.
“By sharing stories of women’s journeys in franchising, including the challenges and the successes, we can help pave the way for the next generation,” says Wilmot. “This creates an industry where everyone feels welcome, supported, and empowered to succeed.”
That sense of community and connection has become one of the defining strengths of Women in Franchising Australia. The initiative continues to foster environments where people can build genuine professional relationships, access mentorship opportunities, and participate in conversations that help shape the future of the sector.
Ultimately, Wilmot says the initiative is about creating a stronger industry for everyone.
“We see Women In Franchising as a community where everyone is welcome,” she says. “It is about creating open and supportive environments, opportunities for genuine connections, that help drive diversity and inclusivity in franchising and beyond.”
The importance of those conversations has never been more relevant. Across the Australian business landscape, organisations are increasingly recognising the value of diverse leadership teams, inclusive cultures, and equitable opportunities for growth. Franchising, with its unique blend of entrepreneurship, leadership, and community engagement, is particularly well positioned to lead by example.
Women now play critical roles throughout the franchise sector — from multi-unit franchise owners and CEOs to operations leaders, marketers, trainers, and business development specialists. Yet despite this progress, industry
Vanessa Wilmot
Managing Director, Geotech Information Services
Chairperson for FCA Women In Franchising in Australia
Winner 2026 FCA Award: Outstanding Contribution of an Individual to Franchising
Vanessa Wilmot is the Managing Director of Geotech Information Services, with more than 25 years of experience in data analytics, market research, and consulting within the franchise sector. Vanessa combines strategic insight with deep industry knowledge to deliver impactful, data-driven network planning solutions for clients across a diverse range of industries throughout Australia, New Zealand, and internationally. A passionate advocate for women in business, Vanessa currently serves as the FCA Women in Franchising Chairperson for Australia. Having spent 10 years on the Victorian committee, and now also in the national leadership role, Vanessa is committed to supporting others in their professional development. Through Women In Franchising Vanessa is dedicated to fostering genuine opportunities for people to connect, collaborate, support one another, and inspire the franchise community.
leaders acknowledge there is still more work to be done to ensure pathways to leadership and business ownership remain accessible and visible.
Women in Franchising Australia continues to address these challenges through education, advocacy, and industry events designed to inspire and connect professionals across the country.
One of the most anticipated initiatives each year is Women in Franchising Month, held annually throughout August. The month-long program features a series of events across Australia, bringing together franchise professionals for networking, panel discussions, keynote presentations, and professional development opportunities.
“These events have guest speakers, panel discussions, and cover important topics in business and franchising that are relevant not only to women, but to everyone in the sector,” Wilmot says. “They are also fantastic networking opportunities and tend to be very popular events which we encourage everyone to attend.”
This year’s calendar of events reflects a strong focus on resilience, leadership, adaptability,
Director Global Product, Lift Brands Inc
aroha leigh is the Director of Global Product for snap fitness, one of the world’s largest 24/7 fitness franchise networks. in this role, she leads the strategic direction, standardisation and evolution of the snap fitness physical product across 3,000 clubs in 26 countries, serving more than 1.5 million members globally. beyond her executive responsibilities, aroha is a mother of four who navigates international travel, cross-border negotiations and global leadership responsibilities while operating within predominantly male executive forums. women in franchising is important to aroha because increasing female representation in leadership helps expand what future generations of women believe is possible, while strengthening the franchising sector as a whole.
and growth — themes that continue to resonate throughout the franchise industry.
Victoria will host a breakfast event on Wednesday 5 August at Amora Riverwalk Richmond, focusing on the theme “Resilience: Thriving Through Challenge and Change.”
In New South Wales, industry professionals will gather on Thursday 6 August at HWLE Sydney in Martin Place for an afternoon session titled “Adapt. Lead. Evolve: Women Who are Redefining Franchising.”
Western Australia’s event, held on Thursday 13 August at Mt Lawley Golf Club, will explore the theme “Making Lemonade out of Lemons,” while South Australia’s breakfast event at the National Wine Centre on Tuesday 25 August will focus on “Resilience in Unexpected Ways.”
Queensland will also host an afternoon event on Thursday 20 August at the Brisbane Marriott Hotel.
Together, the events provide valuable opportunities for franchise professionals to connect, learn, and celebrate the achievements of women across the sector.
bev taylor
InXpress Franchisee owner
beverley (bev) taylor is the owner of an inXpress franchise, which she has successfully operated for over 13 years. she has built a high-performing business while making significant contributions to the franchising sector. bev has served for over 7 years on the fca women in franchising committee and is an active committee member within the inXpress network. bev has recently also joined the fca QlD chapter committee.
having worked in a traditionally male-dominated industry, bev is a passionate advocate for increasing female representation, fostering inclusion, and creating leadership opportunities across franchising.
For Wilmot, the continued growth of Women in Franchising Australia reflects the strength of the broader franchise community itself — an industry increasingly committed to collaboration, diversity, and supporting future leaders.
“I am honoured as the current Chairperson for Women In Franchising in Australia to serve alongside such incredible individuals who are so passionate and committed,” she says. “This includes the committee members, the FCA leadership team — particularly Jay Westbury and Lisa Saville — and the FCA board representatives.”
As the franchise sector continues to evolve, initiatives like Women in Franchising are helping ensure the industry’s future is one built on inclusion, opportunity, and shared success.
For more information on Women in Franchising Month events or to book tickets, visit the Franchise Council of Australia website https://franchise.org.au/
cristina cecere
Director, DW Fox Tucker Lawyers
cristina cecere is a highly experienced franchising lawyer with more than 20 years of expertise across franchising, commercial and property law. having worked both in-house for major national businesses and in private practice, cristina brings a unique commercial perspective to her legal advice. she advises franchisors and franchisees on all aspects of franchising, including compliance, franchise agreements, dispute resolution, acquisitions, and leasing. k nown for her practical, strategic, and client-focused approach, cristina helps businesses navigate australia’s evolving franchising landscape with confidence. cristina is a proud member of the franchise council of australia’s women in franchising sa committee and is passionate about supporting and championing the advancement of women within the franchising sector.
aroha leigh
emily lucas
Special Counsel, HWLE Lawyers
emily lucas is a special counsel at hwle lawyers. she has extensive expertise in commercial l aw, particularly in franchising and is recognised for delivering strategic, practical legal advice and for building trusted, long term client partnerships. since 2023, emily has been recognised in best lawyers: ones to watch, and in 2026 she was a finalist for l awyers weekly 30 under 30 – competition, trade & regulation, reflecting her standing as a respected and emerging leader in her field. emily is committed to ensuring that ‘ women in franchising’ is diverse and is reflective of all women in franchising, not just those holding c-suite positions. recognised for efforts for her work in this regard, emily is the co-winner for the fca’s franchise woman of the Year award for 2026.
National Franchise Manager, ANZ Commercial Bank
ruth Zhou is a seasoned banking professional with over 13 years of experience, where she has excelled in frontline management, credit roles, and franchise development. currently serving as national franchise Manager at anZ commercial bank, ruth works closely with australia’s top franchise brands to support their growth strategies and deliver impactful financial solutions. ruth’s diverse background in banking has equipped her with a comprehensive understanding of both operational and strategic aspects of the business, enabling her to deliver value-driven outcomes for her clients and stakeholders. ruth’s passion for supporting sMe businesses, particularly in the franchising space, drives her commitment to creating opportunities for long-term success. a s a committee member of the franchise council australia wa , her mission is to bridge the knowledge gap between franchises and financiers, provide critical insights, and collaborate with industry experts to strengthen and support the broader franchise system.
leah Dengate
National Franchise Manager –Snap-on Tools ANZ
leah Dengate is a national franchise Manager with a career spanning banking, compliance and franchising. after returning to university in her 40s to complete a business degree, she transitioned into franchising through roles in tax services and franchise support, later moving into national leadership positions. she brings a practical understanding of franchise operations and compliance developed across a range of roles within the industry.
a s a committee member of women in franchising nsw, leah values the role it plays in supporting confidence, connection and greater opportunities for women across all industries.
seva surmei Partner, Lynch Meyer Lawyers
seva is an expert franchising lawyer based in adelaide and works with franchisors with local, national and international operations. seva advises clients that are establishing, developing or operating franchise networks.
seva complements her work in franchising with experience in property and general commercial transactions.
seva has been named by best lawyers as ‘l awyer of the Year’ for franchise law in adelaide for several years.
seva is a committee member of franchise council of australia’s south australian chapter and women in franchising Group.
being part of the women in franchising group has been important to seva as it is a network where women from across australia and across various industries can connect, collaborate and share similar experiences.
louise Wolf
Principal, MST Lawyers
louise wolf has been a lawyer in the franchising sector for over 25 years. with a client-centred approach, she provides strategic legal solutions to businesses ensuring compliance and protecting their interests. her experience, keen insights and practical approach make her a great fit for franchisors and franchisees alike. louise is the chair of the fca legal symposium committee.
louise’s work with the Victorian women in franchising committee has helped create wif’s reputation for hosting meaningful breakfast events that showcase well known and well-respected people within the franchising community where everyone can feel connected and inspired.
helen Kay Managing Director
Rise Legal Business and Franchise Lawyers
helen k ay is the owner and Managing Director of rise legal business l awyers and a senior commercial lawyer with extensive experience in franchising, business and commercial law.
helen works with franchisors, franchisees and growing businesses on franchise agreements, disclosure documents, business sales and purchases, commercial contracts, leasing, structuring and client agreements. she is passionate about helping business owners understand their rights, manage risk and build stronger legal foundations from start-up through to sale.
women in franchising is important to helen because strong female leadership, practical support and greater representation create a more diverse, collaborative and resilient franchise sector.
ruth Zhou
Vanessa wilmot
tracy eaton
Director, Franchise Ready WA
tracy has worked in the franchise sector for 21 yearsin franchisor roles with McDonald’s, as a supplier, and now as a franchise partner with franchise ready, (Global franchise awards 2026 best franchise consultancy and aPac franchise champion).
she’s also been an independent consultant, trainer and wellness practitioner, across 30+ industries. with a passion for people, tracy’s approach is collaborative, delivering on business owners’ vision to franchise, and recruiting franchisees for aligned win/ win outcomes.
women in franchising has a vital role to increase the individual and collective voice of women, to evolve and expand the australian franchise sector, here and globally.
racha abboud
Partner- Commercial at Baybridge
racha abboud is a Partner at baybridge and co-leader of the commercial and franchise team. a trusted strategic advisor to businesses across australia and internationally, racha works with some of the country’s most prominent brands.
racha is known for challenging conventional approaches and delivering commercially focused legal and advisory solutions, combining deep technical expertise with practical, results-driven insight to support clients through growth, transformation and complex commercial challenges.
racha is passionate about creating greater visibility and leadership opportunities for women in franchising, and supporting pathways for women to thrive in what has traditionally been a maledominated industry.
her professional excellence has been recognised, including being named a finalist for l awyers weekly commercial Partner of the Year (2020), Partner of the Year – Mentoring (l awyers weekly and australian l aw awards, 2023), and corporate Partner of the Year (l awyers weekly, 2024). racha has been recognised in the 2025, 2026 and 2027 editions of t he best lawyers in australia for franchise law.
Quote: Jay Westbury – fca ceo
“Women in Franchising” makes an incredible impact by amplifying the significant roles women play across the franchising eco-system in Australia and has enabled young women to identify role models and aspire to be contributors and future leaders in franchising. It is important that the FCA supports the “Women in Franchising” community at every opportunity we can”
“As the FCA Board lead for Women In Franchising, I’m not only incredibly proud to be involved in this key endeavour within the franchise sector, but also excited to see the growing awareness which is being created. It’s just so important and ultimately a responsibility for all of us as leaders, both male and female, to continue to develop and celebrate the achievements of women in their professional journey”.
c hairperson:
Vanessa Wilmot, Managing Director, Geotech Information Services
Vic r epresentati V es:
Vanessa Wilmot, Managing Director, Geotech Information Services louise Wolf, Principal, MST Lawyers
ns W r epresentati V es:
racha abboud, Partner- Commercial at Baybridge emily lucas, Special Counsel, HWLE Lawyers
leah Dengate, National Franchise Manager, Snap-on Tools ANZ
QlD r epresentati V es:
bev taylor, InXpress Franchisee Owner
helen Kay, Managing Director, Rise Legal Business and Franchise Lawyers aroha leigh, Director Global Product, Lift Brands Inc
sa r epresentati V es:
seva surmei, partner, lynch meyer lawyers
cristina cecere, Director, DW fox tucker lawyers
Wa r epresentati V es
ruth Zhou, National Franchise Manager, ANZ Commercial Bank tracy eaton, Director, Franchise Ready WA
Quote by marcel lal fca board Director & era group global cDo
Th E ChEESECAKE Sh O p
CONT i NUES TO dE liv ER mORE Th AN dESSERT
ACROSS AUSTRA
For more than three decades, The Cheesecake Shop has been part of celebrations across Australia and New Zealand. From birthdays and weddings to office milestones and everyday indulgences, the iconic bakery franchise has built a reputation around handcrafted cakes, community connection and memorable moments.
Now, as the business continues to expand with new shop openings, product innovation and growing consumer demand for experienceled food retail, The Cheesecake Shop is proving that long-established franchise brands can continue to evolve, innovate and thrive in a changing market.
With a recognised household name, strong franchisee support and a product offering built around celebration and connection, the business is entering an exciting new phase of growth.
delivering More than price
In today’s economic climate, consumers are looking for more than affordability alone. Value is increasingly defined by quality, convenience, consistency and experience, particularly within the quick service restaurant and retail food sectors.
For The Cheesecake Shop, delivering value means continually evolving the customer experience while staying true to the brand’s core identity as part of life’s celebrations and everyday treats. This ability to combine quality products with meaningful customer experiences has helped The Cheesecake Shop maintain strong customer loyalty across generations.
growth built on community and Innovation
At the heart of The Cheesecake Shop’s continued success is a business model grounded in local communities. Each shop operates as part of
a broader franchise network while maintaining a strong connection to its own local community and customer base.
Recent expansion, including the opening of the new Karaka store in New Zealand, reflects growing confidence in the brand and increasing opportunities for franchise partners seeking to invest in a proven retail concept.
At the same time, the business continues to innovate to meet changing consumer preferences.
Recent product launches, including Dessert Jars , Cake Sandwiches, the incredible Cheesecake Stick flavour range and the Dubai Chocolate cake, highlight the brand’s focus on creating exciting and memorable customer experiences while balancing nostalgia with innovation.
Recognising that consumers increasingly value variety and flexibility, The Cheesecake Shop has also expanded beyond traditional full-sized celebration cakes to include cupcakes, cake-in-a-cans, cake pops and desserts on the go. While cake remains the centrepiece of their brand offering, the growing range of smaller treats and continuing to give customers another reason to come back is incredibly important and broaden the business’s appeal across multiple customer segments.
consistency across every experience
In franchising, consistency remains critical. The Cheesecake Shop is no exception.
Customers expect the same high-quality experience whether they interact with a business online, in-store or through delivery platforms.
The Cheesecake Shop continues to prioritise collaboration and communication across its network to ensure every store delivers the same level of quality, service and customer care.
Digital engagement has become an increasingly important part of growth in the business. Online ordering, social media campaigns and local area marketing initiatives are helping stores connect with customers in more meaningful and convenient ways.
The Cheesecake Shop has unveiled its new website as part of a broader digital transformation strategy aimed at enhancing operational efficiency and supporting long-term business growth. The upgraded platform delivers a more seamless and intuitive customer ordering experience while creating a strong foundation for future innovation.
As part of its ongoing commitment to customer-centric improvements, The Cheesecake Shop continues to explore opportunities to introduce AI-powered capabilities, enhanced personalisation, and further ordering efficiencies. These initiatives are designed to make it easier than ever for customers to discover
and enjoy their favourite products, while ensuring the business remains well-positioned for future growth.
The brand has also been busy investing in rolling out a new Point Of Sale (POS) platform, TASK POS, across its network of more than 250 stores throughout Australia and New Zealand. The initiative is designed to enhance operational efficiency, provide franchise partners with smarter business insights and create a more connected customer experience.
These investments are not simply about convenience but are also about future-proofing the business and strengthening long-term customer relationships.
Looking ahead
As consumer habits continue to evolve, The Cheesecake Shop remains focused on sustainable growth, innovation and franchisee success.
The combination of a trusted brand, strong operational systems and an emotionally driven product category positions the business strongly for future expansion across Australia and New Zealand.
For aspiring franchisees, the business presents an opportunity to join an established network with proven customer demand and ongoing support. For customers, it remains a familiar and trusted part of celebrations big and small.
In an increasingly competitive retail landscape, The Cheesecake Shop continues to demonstrate that delivering value is about far more than price. It’s also about creating quality experiences, meaningful connections and moments worth celebrating.
As new stores open and the brand continues to grow its presence across the region, one thing remains clear: The Cheesecake Shop is still helping Australians and New Zealanders celebrate life’s sweetest moments- one slice at a time.
For now, the business is busy celebrating another excuse to buy and eat cake with National Cheesecake Day celebrated in the month of July. In case we needed another excuse that is!
For more information, visit cheesecake.com.au
about the cheesecaK e 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
wh AT TO E xpECT iN ThE FiRST y EAR OF pAydAy SUpER
As of 1 July 2026, super must be paid for each payday – in line with salary and wages. Payday Super doesn’t change the amount of super you’re paying your employees, just how often you pay it. Depending on your payroll, you could now be paying super weekly, fortnightly or monthly.
The goal is simple: make super payments more consistent, transparent and easier to track for both employers and employees. It’s about making it easier for those who are doing the right thing and harder for those who deliberately avoid paying their employee entitlements.
You might find that you have questions about what you can expect in the first year of Payday Super. I’m here to answer some of those.
What do I do if something goes wrong?
Hopefully you’ve spent the time leading up to 1 July to prepare your systems and processes for Payday Super. However, even with all the preparation in the world, sometimes things still go wrong.
If you’ve made a mistake, you should fix it as soon as possible. Make sure to keep a record of what happened and how you corrected it.
If that mistake was missing or underpaying a super contribution and you:
• haven’t received a notice of assessment from the ATO, pay the outstanding amount to your employee’s fund and update your reporting as needed.
• have received a notice of assessment, pay the amount due to the ATO.
You can also report your mistake to the ATO by lodging a voluntary disclosure statement, but it’s not mandatory.
It’s important to try and prevent mistakes where possible. Remember, super should be received by the employee’s fund within 7 business days after payday and the timeframe
doesn’t reset if payments are rejected or returned in error. So, I recommend paying super on the same day you pay your employees’ salary and wages. This will give you the best chance of being able to catch and fix errors before the due date and help you avoid the super guarantee charge (SGC).
Is the ato going to penalise me if I get things wrong?
If you’re making a genuine effort to do the right thing by paying on payday and fix issues quickly, you won’t be the focus of ATO compliance action in the first year. This also includes employers who make honest mistakes and take steps to rectify them quickly.
For the first year of Payday Super (1 July 2026 – 30 June 2027), the ATO will support businesses to make super payments on payday and focus our compliance on those who still aren’t paying super, who haven’t moved to the updated frequency or who are not fixing errors quickly.
We understand when something is new you might not get it perfect the first time. What’s
emma rosenzweig is the deputy Commissioner and Senior Accountable officer for the Payday Super Program, within the Australian Taxation office.
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.
important is that you start, give it a go and fix issues as they occur.
We want to focus on helping employers get things right, not penalise those who are trying.
We will use a risk-based approach during the first year, classifying employers as:
• Low risk – paying on time and fixing errors as soon as practicable
• Medium risk – not switching to paying super on a payday cycle or fixing errors quickly, but still making payments based on the previous quarterly system.
• High risk – ongoing late payments, errors and underpayments which have not been resolved within 28 days of the end of a quarter.
You’re more likely to be considered low risk if you:
• aim to pay super each payday
• review your payment methods and understand where to find errors if they occur
• identify and fix issues quickly
• keep accurate records
• have clear processes and controls in place.
For example, if you pay in full, but the payment is rejected due to incorrect details and is corrected quickly, you will be considered low risk.
I paid late, do I need to lodge a super guarantee charge (sgc) statement?
No, SGC statements are a thing of the past! Under Payday Super, you don’t need to lodge SGC statements to the ATO anymore. Instead, the ATO will calculate your SGC shortfall and send you a notice of assessment for you to pay. However, like I mentioned earlier, if you realise you missed or underpaid an amount and you haven’t received a notice from us, pay the outstanding amount to your employees’ super fund as soon as you can.
The last period you might need to lodge an SGC statement for is the quarter ended 30
June 2026. Super for this period is due by 28 July. If you miss this date, you must lodge an SGC statement and pay the amount owing to us by 28 August. Any payments made to funds from 29 July will go towards Payday Super amounts.
You also can’t claim a late payment offset for any payments made from 1 July 2026.
how do I set my business up for success?
Firstly, I want to point out what success looks like. Under Payday Super, success means you: • pay super for each payday, and it reaches your employees’ funds within 7 business days after payday.
• calculate super as 12% of qualifying earnings
• report qualifying earnings and super liability through Single Touch Payroll.
I hope that businesses are ready by now, but if you aren’t, that’s okay. The important thing is that you get started now. Remember, we don’t expect you to be perfect immediately. To me, success also looks like an employer making a genuine effort to get it right for their employees.
If you need a bit of help getting there, we have plenty of information on our website. You can find information on how to change from quarterly super to paying super for each payday at ato.gov.au/paydaysuperchange, including our video.
How do I 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 https://www.ato.gov.au/ businesses-and-organisations/smallbusiness-newsroom, you’ll be sent regular updates on tax and super news that affects you.
You can also visit our website at ato.gov.au/PaydaySuper for everything Payday Super. v
Th E BUS iNESS BE hiN d Th E
R
EFOR m ER
Re A l STo RIe S FR o M TH e FRA n CHISee S
BUIld Ing S
At Club Pilates, we believe Pilates is for every Body — and the same is true for the business owners behind each studio. There's no single type of franchisee, no one background that makes someone the right fit. Some arrive as longtime members who fall in love with the model. Others find the business first, and discover Pilates along the way.
Jennifer and Adam Dejong, owners of Club Pilates Braeside, were regular Pilates goers before they became owners. Bree Britten had been practising since 2010 when she and Simon McDonald began exploring a career change — and Club Pilates was the answer that kept coming up before they decided to open their Springwood and Cornubia studios. Krista Borg, on the other hand, came to the brand through two decades in marketing and customer experience, drawn to the business model before she ever stepped on a
o
M e THIng o F TH e IR own
Reformer — and went on to open her studio in Stanhope Gardens.
Different starting points. The same destination.
Club Pilates franchisees don't come from one specific background. They come from corporate careers, from industries with no connection to fitness, from years of thinking about business ownership without finding the right fit. From parents looking for a career change that fits around family life.
What they tend to share is a genuine motivation to build something for themselves — and a belief that health and wellness is worth investing in, both personally and professionally.
"We had thought about owning our own business over the years, but the right opportunity had never really come up," says Krista. "Having never owned a business before made this a new and exciting challenge — but I knew I'd be able to bring transferable skills from my previous career into a wellness environment."
For Bree, the answer to "what should we do
next?" was always close to home. "When Simon and I started exploring a career change and he asked what was something I really loved, the answer was simple," she says. They looked at several brands before landing on Club Pilates — drawn in by its warm, community-driven approach. Simon had never even done Pilates before Bree talked him into it. Now he's a convert.
Jennifer and Adam came to franchising with a similar mindset: curious, capable, and clear that they didn't want to figure everything out alone. "Being a new franchise owner has been an amazing experience," they say, "and we could not have done this on our own."
For Amber Wang, who opened her Fortitude Valley studio after carefully weighing her options, three things stood out: the scale of the brand, the momentum of its Australian network, and the honesty of the people behind it. "From day one, the communication was clear and the information was transparent," she says.
For Bree and Simon, it was the systems that made the leap feel possible. "As two people who were completely new to business
ownership, having a franchise model with systems and processes ready to go was an immense help," says Bree.
The due diligence process is straightforward when the track record speaks for itself. Nearly 20 years of brand history. 1,300+ studios globally. A growing Australian network with operational systems already refined across hundreds of locations.
"Everything had already been tried and tested, which gave us confidence as first-time studio owners," says Krista. "As someone who isn't an instructor myself, having access
to support from the Head of Education and the wider franchise network was a major advantage."
Ask franchisees what surprised them most, and the answer is rarely about operations. It's about community.
"Without a doubt, it's the community we're building," says Krista. "Meeting so many wonderful people, hearing about their goals, and already seeing members experience progress and health benefits within just the first eight weeks has been incredibly inspiring."
Bree echoes that. "Being part of a brand that truly changes people's lives makes the hard work feel incredibly worthwhile," she says. "Watching our members grow in strength and confidence every week is the highlight of our journey — and we're only just getting started."
It's something Bree had seen long before she became an owner. "I'd been doing Pilates since 2010 and had seen how transformative it could be — not just physically, but mentally, especially through some of life's tougher chapters."
Club Pilates franchisees are not a single type. They're former executives and first-time business owners. People who came to Pilates for the workout and stayed for the model. People who wanted to build something meaningful in their community and needed the right structure around them to do it.
What they share is an openness to learning, a willingness to put in the work, and a belief that what they've joined is worth backing.
"Owning Club Pilates studios has been one of the most rewarding things we've done," says Bree. "Being part of a brand that truly changes people's lives makes the hard work feel incredibly worthwhile."
That's what this business is, at its core — a place where those stories happen every day. If you're ready to find out if that's you, join the Club. v
BECO miN g A FRANC hi SEE: What you should ExpE ct
For many people, becoming a franchisee represents the fulfilment of a lifelong ambition.
The opportunity to be your own boss, build wealth, create a legacy for your family and take control of your future is incredibly appealing. Every year, thousands of Australians explore franchise opportunities because they see franchising as a safer pathway into business ownership than starting from scratch.
And in many respects, they are right. Franchising provides aspiring business owners with a recognised brand, proven systems, established operating procedures, marketing support, training, buying power and ongoing guidance. These advantages significantly improve the likelihood of success when compared to independent small businesses. In fact, the success rate in franchising is twice as successful as independent businesses but it still comes with risk, as many as 10% of franchisees are not successful, not because the brand doesn’t work but perhaps the franchisee selected the wrong franchise or got into franchising for the wrong reasons. This article will highlight what you need to know before committing to a franchise. One of the biggest mistakes prospective franchisees make is entering franchising with unrealistic expectations.
After more than 40 years in franchising—as a franchise executive, franchisor, franchisee, master franchisee, investor and consultant—I have seen outstanding success stories and disappointing failures. In most cases, success or failure was not determined by the franchise system itself, but by whether expectations aligned with reality.
If you're considering becoming a franchisee, here's what you should genuinely expect.
you're not buying a Franchise— you're Joining a system
One of the most common misconceptions in franchising is that franchisees are "buying a franchise."
In reality, you're investing in the right to use a proven business system.
The franchisor has already spent years developing the brand, refining the operating
d owner an experienced Franchising expert with an impressive 30+ year senior management history in developing and leading businesses within the Franchising sector. He has been recognised in the Top 30 Franchise e xecutives in Australia on five occasions and in the Top 100 g lobal Influencers in Franchising on five occasions.
oug owns three franchises as a franchisee and has owned 8 franchises as a franchisee, he has been responsible for the establishment of three of his own start-up franchise systems including all aspects from strategy through to market entry. d oug has operated at Ceo and director level in eight franchise systems. He also started and currently owns and operates five successful SMe Businesses of his own, so he is well versed in all aspects of franchising.
ontact d oug at: doug@franchiseready.com.au | Website: www.franchiseready.com.au
model, creating intellectual property, testing marketing strategies and establishing systems designed to produce consistent outcomes.
Your role is not to reinvent the business.
Your role is to execute the system exceptionally well.
Many franchisees come into a business believing they can immediately improve the model. While innovation is important, successful franchise systems are built on consistency. The businesses that perform best are typically operated by franchisees who embrace the system rather than fight it.
Franchising is not entrepreneurship in its purest form. It is business ownership within a framework. Some people might not like me saying this but I believe Franchisors are entrepreneurs and franchisees are entrepreneurial and there’s a big difference.
The sooner you understand that distinction, the more likely you are to succeed.
expect a trade- off between Independence and support
One of the greatest strengths of franchising is support.
One of the biggest sacrifices is complete independence.
These two things are directly connected.
The reason franchise systems create successful outcomes is because franchisees agree to follow common standards, systems and processes.
The franchisor will often determine:
• Core products and services
• Brand standards
• Marketing strategies
• Technology platforms
• Operating procedures
• Supplier relationships
• Customer experience standards
Some prospective franchisees struggle with this concept.
They say they want support but resist direction.
The reality is that support only works when both parties honour their responsibilities.
The franchisor provides the framework.
The franchisee executes the framework.
The most successful franchisees understand this partnership and embrace it.
expect to Work harder than
you've ever Worked before
Many people leave employment because they want more freedom.
Ironically, most new franchisees discover that business ownership initially requires less freedom, not more.
In the early stages of franchise ownership, expect to invest:
• More time
• More energy
• More emotional commitment
• More personal sacrifice
Business ownership demands an ownership mindset.
Employees are paid whether the business performs well or poorly.
Owners think differently.
Owners worry about:
• Revenue
• Profitability
• Customer satisfaction
• Staff performance
• Cash flow
• Marketing effectiveness
• Local competition
The transition from employee thinking to owner thinking can be one of the most significant adjustments a new franchisee experiences.
That's why I often say that many people don't buy a business—they buy themselves a job, initially.
The key is to build systems and teams that eventually allow the business to work for you rather than relying entirely on you.
expect an emotional rollercoaster
One of the most valuable concepts I share with prospective franchisees is Greg Nathan's Franchise E-Factor.
Every franchise relationship follows a predictable emotional journey. Initially, there is excitement.
You attend discovery days, meet the support team, review financial models and start imagining what your future could look like. Everything feels positive.
Then reality arrives.
You discover that customers don't automatically appear.
Staff don't always perform perfectly.
Systems aren't always flawless.
The franchisor isn't always available exactly when you want them.
The honeymoon period ends.
Many franchisees experience frustration at this stage.
This is completely normal.
What separates successful franchisees from unsuccessful franchisees is their ability to push through this period and focus on building the business rather than blaming the system.
Every franchise relationship experiences highs and lows.
Understanding this before you begin helps prevent unnecessary disappointment.
expect support—but don't expect someone to run your business
One of the most dangerous expectations in franchising is believing the franchisor will make you successful.
They won't.
They can't.
The franchisor provides:
• Training
• Systems
• Marketing
• Coaching
• Tools
• Resources
• Operational guidance
What they cannot provide is execution.
The franchisee must still:
• Lead the team
• Build customer relationships
• Manage costs
• Drive local sales
• Maintain standards
• Follow the system
Think of the franchisor as a personal trainer. A personal trainer can provide the workout plan, nutrition advice and encouragement.
But they cannot do the push-ups for you.
Success in franchising is exactly the same.
I recently heard a very successful multi-unit franchisee talk about his franchisors (as he operates multiple franchise brands) and he said “My franchise royalty is an average 6% and what I’ve come to realise is that is probably the percentage impact that the franchisor will have on my success, the other 94%, that’s on me”.
expect to be Measured
Many people are uncomfortable with accountability.
If that's you, franchising may not be the ideal pathway.
Franchise systems thrive because performance is measured.
Expect your franchisor to monitor:
• Sales performance
• Customer satisfaction
• Operational standards
• Compliance
• Training completion
• Financial metrics
This isn't designed to control franchisees. It's designed to improve outcomes.
The best franchisees actively seek feedback because they understand that accountability drives performance.
In fact, many franchisees achieve more inside a franchise system than they ever would have achieved independently because someone is helping them stay focused on what matters.
expect to Follow the rules
Every successful franchise system has rules. These rules aren't designed to restrict franchisees.
They're designed to protect the brand.
Imagine if every McDonald's restaurant decided to create its own menu, pricing structure, operating hours and customer service standards.
The brand would quickly become inconsistent.
Customers choose franchise brands because they know what to expect.
Consistency creates trust.
Trust creates loyalty.
Loyalty creates profitability.
The best franchisees recognise that compliance isn't about surrendering independence.
It's about protecting the value of the asset they've invested in.
expect to be Fully Invested
When I wrote my book Invested, I deliberately chose that title because franchising is about far more than money.
Successful franchisees invest:
• Time
• Energy
• Passion
• Commitment
• Learning
• Financial resources
The best franchisees are all-in.
They don't treat the business as a side project.
They don't look for shortcuts.
They don't wait for someone else to create success for them.
They understand that the return they receive is directly related to the effort and commitment they contribute.
Likewise, great franchisors are invested in their franchisees.
They continue developing systems, improving marketing, introducing technology and strengthening the brand.
The most successful franchise relationships occur when both parties are equally invested in each other's success.
expect to build relationships
Franchising is ultimately a people business.
Many franchisees believe success is determined by products, services or marketing.
Those things matter.
But long-term success is usually determined by relationships.
Relationships with:
• Customers
• Staff
• Suppliers
• Other franchisees
• Field support teams
• Franchisor leadership
The strongest franchise systems create communities rather than networks.
The best franchisees actively engage with conferences, training programs, meetings and peer groups because they understand that learning from others accelerates growth.
Some of the most valuable advice you'll ever receive will come from another franchisee who has already solved the problem you're currently facing.
expect continuous Learning
The moment a franchisee believes they know everything is usually the moment performance starts to decline.
The best franchisees are lifelong learners. They attend conferences.
They participate in training.
They seek coaching.
They read.
They ask questions.
They remain curious.
Markets evolve.
Customers evolve.
Technology evolves.
Franchise systems evolve.
The franchisees who embrace continuous improvement consistently outperform those who become complacent.
expect business ownership to
change
you
Perhaps the most important thing to expect is personal growth.
Business ownership has a remarkable ability to expose both strengths and weaknesses. It forces you to become:
• More resilient
• More disciplined
• More accountable
• More financially aware
• More emotionally intelligent
• More focused on outcomes
It teaches lessons that employment rarely teaches.
For many franchisees, the personal development journey becomes every bit as rewarding as the financial outcomes.
Final thoughts
Franchising is not a guaranteed pathway to success.
No business model can make that promise. However, franchising remains one of the most effective ways for everyday Australians to enter business ownership with the support of a proven system, established brand and experienced team.
The key is entering with realistic expectations.
Expect hard work.
Expect accountability.
Expect challenges.
Expect support.
Expect growth.
Most importantly, expect that your success will be determined not by the franchise system alone, but by how committed you are to making that system work.
The franchisees who thrive understand a simple truth:
The most successful people in franchising aren't necessarily the smartest, the wealthiest or the most experienced.
They're the most invested.
And that's where the journey truly begins.
about Zahli mcfarlane:
Before law school, Zahli spent two years in the trenches running a family-owned franchised wellness studio, so she’s writing from experience. She’s now a Paralegal at BDC Law and Juris Doctor student at Monash, with a passion for practical legal knowledge that actually helps people.
iT ’S N OT mE, iT ’S yOU: A FRANC hi SEE’S gU id E TO whEN ThiN g S gO wRON g
When you sign up to become a franchisee, it can feel like a whirlwind romance. It’s love at first sight, the Franchisor shows you the successful future together, you get swept up in the support, excitement and you get moved in within the first few months! It’s all lovey-dovey, everything is perfect, until something goes wrong.
Like any relationship, they take work from both parties, but when you
feel that your Franchisor seems to have sold you a romantic life that ends with a white-picket fence and two kids, but in reality doesn’t get off the couch and can’t be trusted to do the dishes, it’s heartbreaking. No one is perfect, which is why it's important to be prepared and know your rights in this relationship.
As a manager of a family-owned franchised business, I’ve also had experience in a whirlwind romance turned one-sided relationship. Maybe you can make amends with a monthly catch up and some hard work, but not all franchisors are that willing to help. What I can tell you is that it pays to be prepared for the worst.
can I get out of this nightmare?
The first step is to review the franchise agreement and the legal obligations of each party. This is truly one of the least exciting jobs, but it's the most necessary. Understanding what contractual obligations haven’t been met allows you to recognise the basis of your argument and the franchisor’s. Print off all the materials you were provided with prior to signing the Franchise Agreement, this usually includes the Franchise Agreement, Disclosure Document, Prospective Advice Statement, Prior Representative Statement and usually the Franchise Code (wouldn’t print this last one unless you run a paper store). Start with the Franchise Agreement and highlight all contract provisions that haven’t been met by the Franchisor in one colour and any provisions you haven’t met as a franchisee in another colour.
Considering all of the facts or events that caused the relationship breakdown helps you work out your legal position before you even consult a lawyer. Aim to be as objective as you can be. It can be difficult to recognise your own faults in situations where you feel wronged, but dismissing your own obligations means you are missing a whole chunk of the picture.
put it in context
Now is a good time to write out those breaches for both sides and see if you can group issues together. They could be grouped by the reason for breach or an inciting incident. For example, the equipment provided was faulty, therefore clauses related to the franchisor’s obligations to support with maintenance or management of warranties could be impacted or it could be the franchisee’s responsibility to maintain equipment (hard to do when the machine is broken!).
This is a good time to talk to a lawyer. They will give advice on what is worth arguing and what isn’t.
gather the evidence
Once you have advice or while you are waiting for the advice, start collecting all the evidence so you can pass it on to the lawyer. The more organised you are, the more efficient the lawyers can be, the quicker the process goes. It’s a process of screenshotting text messages, downloading emails and finding documents, and it takes a long time - trust me! The best thing you can do is keep it organised as you are doing it, especially if it’s multiple issues. My recommendation is to do this in a personal Google Drive (or
OneDrive, whatever you’ve got), this keeps it separate from all your regular day to day business files and creates a copy you can easily send over to a lawyer.
Create a “Master Timeline Document”, this is how I made sure I had all the relevant documents and information. In this document, write out a timeline of the events from memory and note any important documents you need as evidence. Now, when you start collecting the documents, add them into the document and file them according to the relevant issue they relate to. Here are some examples of how I kept all my documents neat and organised the litigation process.
The Main issue was underlined. What it was (Email) and the Subject/ Title sat below. Then the relevant information explained with names and businesses colour coded. Then who it was sent from, who it was to, who was cc’d and then a link to the document itself. This meant that if I was ever looking for something, It was super easy to search and I knew exactly how this document was relevant to the issue.
As you can see there, all my documents had set naming convention so it was easy to see what each document was at a glance. Each document was titled with the date, followed by a summary title, type of document and then the people involved.
each document then lived in the relevant Issue folder
This was a long process, and what I wish I did at the sign of the first red flag, was start documenting it. Even if everything turned around, at least I could see all the decisions laid out in front of me, ensuring I was looking after myself and the business, while also trying to maintain a good working relationship with my franchisor and keep them accountable where necessary. It also saves you doing this at what is usually a very stressful time.
What do yoU want?
If it doesn’t turn around, it’s worth considering your options. Do you want to go through mediation? Issue a Breach Notice? Seek a buyback offer? The best way to determine the process is deciding what practical outcome you actually want. Some people want to terminate the contract so they can run their business without the higher-ups. Others want to get out and leave them to it. You can even take them to court to get reimbursed for the loss of time and money. All the options take time and resources, so you want to be sure.
It pays to be prepared for a big heart wrenching break up in franchising businesses. It gives you the space and time to have a cry on the couch, eat straight from the ice cream tub while watching sad movies. So, you can come to mediations and litigation with a less emotional, more pragmatic perspective that is backed up by easy to find evidence. v
BU yiN g A FRANC hi SE w iTh CONFid ENCE:
T H e l eg A l PR o C e SS eXPl AIned
Buying a franchise is one of the biggest decisions a person will make, both financially and personally. It is also one of the best paths into business ownership, because you are buying into a proven system with established support.
The legal process that sits alongside that decision is there to help you understand exactly what you are buying and what is
involved, so you can move forward with peace of mind and confidence. As franchise lawyers, we walk clients through this process every week. This guide is useful reading not only for prospective franchisees, but for franchisors, business development managers and sales teams who want a clear picture of what their franchisees are working through on their legal side. Understanding the process well sets everyone up for a stronger, more confident relationship from day one.
1Line up your franchise lawyer before the documents arrive
The single best thing a prospective franchisee can do is have a franchise lawyer identified and ready before anything formal lands in their inbox. Franchising is a specialist area of law, governed by its own laws (the Franchising Code of Conduct), and a lawyer who works in this space day in and day out will know exactly what to look for in a disclosure document and a franchise agreement, and how to explain the process to you in plain terms. It is well worth using a lawyer who focuses specifically on franchising, given the depth of practical experience working in this industry requires.
There is a real benefit to engaging early. Once you know who will be reviewing your documents, you can let the franchisor know and have the documents sent directly to your lawyer. This shows the franchisor that you are organised and serious about
is an accomplished business and franchise lawyer with over two decades of legal expertise. As the Principal of Rise legal, Helen specialises in delivering strategic and practical commercial and franchise legal solutions. Her exciting career has seen her in pivotal roles at prestigious law firms, consistently offering exceptional legal counsel. Her unique combination of hands-on experience and visionary leadership positions her as an invaluable asset in the realm of commercial law and franchise expertise, assisting franchisors and franchisees in safeguarding their business through comprehensive commercial legal support.
principal | rise legal business l awyers | old coast | perth | sydney : 1300 064 707 | e: info@riselegal.com.au | https://riselegal.com. au
• The disclosure document follows. It gives you detailed, current information about the franchise, including the franchisor’s history, contact details for current and former franchisees, your likely costs, and what happens when the agreement ends. Alongside it comes the franchise agreement itself, in the final form it will actually be executed in, together with a copy of the Code. All of which must be given to you at least fourteen days before you enter the franchise agreement or make any nonrefundable payment.
When this pack arrives, it will be sent to your franchise lawyer, who will let you know it has arrived and send you a simple receipt to sign and return. Signing that receipt does not commit you to anything. What it does is confirm the date your fourteen day period started running, and returning it promptly is a small but useful signal to the franchisor that they are dealing with an organised, professional buyer who follows instructions well.
3Make good use of the fourteen day disclosure period
4know what you are actually signing
Once the first fourteen days have passed and you are ready to proceed, there is usually more than one document to sign. This commonly includes the franchise agreement itself, often a deed of guarantee and indemnity if you are signing through a company, a lease or licence to occupy if premises are involved, and sometimes a deed of restraint or prior representations deed. Your lawyer should walk you through each one before you sign, so you are fully comfortable with what you are agreeing to.
5remember the cooling off period
proceeding properly. In fact, many national and international franchise brands already refer their prospective franchisees to firms like ours, because they know their franchisees will be guided through the process by lawyers who understand franchising well and can help things move smoothly for both sides.
2Understand what you will receive, and when
The legal process is built around three documents, each with its own timing under the Franchising Code.
• The information statement is a short guide the franchisor must give anyone who shows genuine interest in the franchise. Under the Code, it must be given as soon as practicable, and before any other franchise documents are provided, and it must always be given before any other franchise documents. It gives a helpful overview of what to think about and the questions worth asking at this early stage.
The franchise disclosure period runs for at least fourteen days, and gives you time to properly consider the opportunity before you sign anything or pay any non-refundable money. The clock starts once you receive the finalised documents with your own details inserted, and if the franchisor makes a material change to the agreement during this period, the clock should restart.
This is the time for you and your legal team to review the franchise agreement, work through this and the disclosure document with you, look at any lease requirements, and explain your obligations and rights clearly. It is also a great opportunity to do your own due diligence alongside that legal review, speaking with current franchisees, getting to know the brand and its systems, and confirming with a financial advisor that the numbers work for you. Franchisees who take full advantage of this time tend to go on to build a much stronger working relationship with their franchisor, because they understand the system properly from the outset.
Signing is followed by a further fourteen day cooling off period. You are entitled to terminate within that window if you need to, and if you do, the franchisor must repay you within fourteen days of being notified, less any reasonable expenses they are entitled to deduct. It is worth confirming in writing exactly what money is refundable in this period, since this depends on what the agreement says. Having this conversation with your lawyer at the time of signing means everyone, franchisor and franchisee alike, has clarity from the very start.
the takeaway
The legal process around buying a franchise is designed to support a well informed, confident start to the franchise relationship. Engaging a specialist franchise lawyer early, understanding each document, making good use of both fourteen day periods, and knowing exactly what is being signed all lead to the same outcome, a franchisee who goes in with their eyes open and is well placed to succeed. That is good for the franchisee, and it is good for the franchisor too.
Book a quick chat with me, Helen Kay, Principal of Rise Legal Business Lawyers: https://calendly.com/contracts-lawyer/ zoom-meeting
Disclaimer: This article is intended for informational purposes only and should not be considered legal advice. Consult with a qualified commercial lawyer for personalised advice related to your specific circumstances.
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BEHIND THE headlines
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
australian chain immediately closes all Us outlets; Faces class action
Listed Australian-based Mexican food chain Guzman y Gomez (GYG) has announced the immediate closure of all its outlets in the United States at an estimated cost of USD$40 million in addition to existing losses, according to a media report.
In an announcement to the Australian Stock Exchange (ASX), the company explained the US expansion would take considerable more money and time than anticipated, praised their staff for their “passion, professionalism and conviction to bring GYG to a new market”, and pledged to support every member of the US team through the transition. Around 300 US workers have
lost their jobs due to the closures, with a class action by workers launched just two days after the closure claiming that a 60-day minimum notice of redundancies was not provided (see separate story below).
GYG opened its first store in the US in Chicago in 2020, prior to its listing on the ASX in 2024. Since 2020, GYG has invested at least $115 million into its failed US expansion, with its Australian business subsidising US losses. After initially targeting 15 stores in the US market, GYG opened eight before exiting the market, with analysts predicting it would be 2037 before GYG would break even in the US.
Shares in GYG rose after the announcement that it would close its US operations, which is estimated to cost up to USD$40 million. The company says it will now focus on expanding
its footprint in Australia where it operates 242 stores with another 32 to open before the end of FY26, and a long-term target of 1,000 stores. It also operates in Japan and Singapore, where it has five and 24 stores, respectively, and expects further growth.
GYG listed on the ASX in June 2024 at $22, and peaked at $45.99 less than six months later, but its share price has been in decline since as lower than expected local sales and higher than expected losses for its US operations resulted in missed estimates for FY25. In the 12 months prior to the company’s announcement, GYG’s share price fell more than 40%, which rose to $21.80 by the end of trading on the day of the announcement, which remained lower than its 2024 list price.
Footwear brand plans $50m franchise buyback
The Australian Securities Exchange (ASX) listed parent company of shoe retailer The Athlete’s Foot has provisioned $50 million to buy back 30 remaining franchise stores as it moves to a fully corporate-owned model, according to a media report.
The buyback is part of parent company Accent Group’s five-year plan to grow annual sales across its portfolio of mainly footwear brands to $1.9 billion with a 9% earnings margin by 2030.
The company currently operates approximately 900 stores across Australia and New Zealand. It expects to buy back The Athlete’s Foot franchises between the 2026 and 2030 financial years, with a contribution of $14 million in incremental earnings before interest and tax (EBIT) by 2030.
The Athlete’s Foot has been operating in Australia for more than 45 years and has approximately 150 stores. It is not the first listed company to exit franchising, and follows the Bank of Queensland and fuel retailer Caltex who have bought back or otherwise ended their franchise agreements in recent years.
australian pharmacy chain to enter Uk market
Australian retail pharmacy chain Chemist Warehouse will enter the United Kingdom market after parent company Sigma Healthcare signed a Memorandum of Understanding with London-based employeeowned pharmacy group GreenLight Healthcare Limited, according to a media report.
The joint venture between Chemist Warehouse and GreenLight will see 75% of GreenLight’s 22 stores rebranded as Chemist Warehouse with Chemist Warehouse providing intellectual property and retail support. GreenLight will meet dispensary and professional services requirements and provide back-office support.
Chemist Warehouse already operates in New Zealand and Ireland. Its entry into the UK will commence with five GreenLight outlets being developed into Chemist Warehouse stores in Phase 1.
coffee chain ceo fired for marketing blunder
The chief executive officer of Starbucks Korea has been fired over a marketing promotion which was perceived as inappropriately referencing a bloody incident in the country’s history, and which was launched on the anniversary of the incident, according to a media report.
The promotion, launched on May 18, used the English words “Tank Day” in a promotion for the company’s Tank Series drink tumblers which have “spacious volume” for large amounts of coffee. The launch coincided with the start of the Gwangju Uprising crackdown on 18 May 1980 which lasted 10 days and resulted in the deaths of hundreds of demonstrators. Later it was also confirmed that troops deployed to quell the uprising also committed rape and sexual assault. Many Koreans reportedly felt Starbuck Korea’s “tank” motif related to military government vehicles deployed to crush the pro-democracy protestors.
Starbucks Korea was sold off by the United States-based Starbucks Coffee Company in July 2021 and is majority owned by a subsidiary of South Korean multinational retail company Shinsegae and Singapore’s sovereign wealth fund. The marketing blunder prompted a harsh rebuke from South Korea’s president, an apology from Shinsegae, the sacking of the chain’s CEO, an apology from Starbucks’ headquarters in the US, and a written pledge from Shinsegae to thoroughly investigate approval procedures and re-examine the review process for marketing content across all its affiliates.
Multi-unit franchisee wound up
by ato
A multi-unit franchisee of Boost Juice which operated four outlets on the Gold Coast has been wound up by the Australian Taxation Office (ATO), according to a media report.
Abadell Pty Ltd, the operator of four Gold Coast locations including Robina, Australia Fair, Paradise Centre and Surfers Paradise, was wound up the Federal Court on May 1, following a winding-up application by the Deputy Commissioner of Taxation in December last year. All four stores have been marked as temporarily closed, however franchisor Boost said all stores would reopen, according to the report.
“We recognise this is a difficult time for all involved. We are committed to supporting our Franchise Partner throughout this process,” Boost noted, and confirmed that the stores would reopen under interim management.
Applications by the ATO to wind up a company arise from unpaid tax debts. Abadell Pty Ltd registered business names for the Gold Coast Boost Juice stores progressively from August 2003 until March 2009, indicating when it may have commenced its Boost franchises.
Union win opens national bargaining for fast food chain
A recent landmark decision by the Fair Work Commission opens the way for more than 100,000 workers across 1,100 McDonald’s outlets in Australia to negotiate together for a single bargaining agreement for the first time in years, according to a media report.
The decision means the Shop, Distributive and Allied Employees Association (SDA) can engage in collective bargaining with McDonald’s after the brand abandoned previous agreements and refused to negotiate with the union seven years ago.
The SDA is expected to seek improved job security and access to hours for workers, as well as better dispute resolution processes and strong protections around rostering, shift changes, safety and clearer classification structures.
In 2025, a Fair Work Commission decision resulted in 18 McDonald’s franchisees in South Australia being forced to collectively bargain with workers, and which contributed to the latest decision. However whereas the South Australian decision has resulted in an ongoing bargaining requirement, the national bargaining orders only last for 12 months, and carve out the South Australian franchisees.
McDonald’s is also facing a class action claim in South Australia based on an interpretation of the state’s Public Holidays Act dating back to 1910 that treats every Sunday as a public holiday, with lawyers and the Retail and Fast
Food Workers Union arguing that staff who have worked on Sundays have historically been underpaid.
accc encourages franchisors to update register listing
The Australian Competition & Consumer Commission (ACCC) has issued a statement reminding franchisors of their obligation to maintain an up-to-date profile on the franchise disclosure register.
The Franchising Code of Conduct requires franchisors to maintain a profile on the register, which must be updated or confirmed annually and no later than five months and 14 days after the end of the franchisor’s financial year. In the past 12 months, at least four franchisors have been penalised for failing to maintain an up-to-date profile ($19,800), failing to include mandatory information ($15,650), and failing to update or confirm their profile ($16,500 each).
pharmacy franchisee warned of debt risks before collapse
Infinity Pharmacy, the collapsed multi-unit franchisee of 72 Priceline and 20 other pharmacies, was warned in writing by lenders about debt risks more than a year before its collapse, according to a media report.
Specialist credit solution provider, GCI Funds first recorded their concerns in correspondence with Infinity in November 2024 in which they demanded the company agree to an 11-step plan including the restructuring of multiple debt facilities and creating a board to oversee a divestment program. It is reported that before entering administration, Infinity never had a formal board, but instead had eight senior shareholders who acted as directors, two of which controlled a total of approximately 52% of the company. GCI is owed about $60 million by Infinity.
Infinity, the single-largest franchisee of Priceline, was forced into receivership in December 2025 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. API is owned by publicly-listed Wesfarmers, the parent company of hardware chain Bunnings. v
STRONg SydNE y ExpO SETS ThE STAgE FOR mElBOURNE!
The Franchising Expo has wrapped up its Sydney event, with record attendance and strong engagement across two busy days at ICC Sydney in May.
Co-located with the Start Your Own Business Expo, the event attracted aspiring business owners, investors, franchisees and entrepreneurs from across New South Wales and beyond, all eager to explore new opportunities and take control of their future.
Visitors spent the weekend meeting directly with franchise brands, comparing business models and gaining practical advice from industry experts. From food and beverage franchises through to education, logistics, home services, professional services and retail, the Expo showcased the breadth of opportunities available to Australians looking to work for themselves.
“Sydney was a fantastic show with record attendance and highly engaged visitors. The quality of conversations across the show floor was exceptional. Visitors came ready to ask questions, compare opportunities and take meaningful steps towards business ownership.” says Rebecca Horsburgh, Sales Manager.
The free seminar program proved a major drawcard, with audiences filling sessions covering franchise ownership, finance, legal considerations, marketing, AI, business planning and growth strategies. Popular features such as Conversations with Franchisees provided attendees with valuable first-hand insights from people already operating successful franchise businesses.
The strong Sydney result reflects a continuing trend across Australia, with more people seeking greater flexibility, independence and long-term growth through business ownership.
Now attention turns to Melbourne, where the Franchising Expo and Start Your Own Business Expo will take place on 1–2 August 2026 at the Melbourne Convention & Exhibition Centre.
The Melbourne event will bring together a diverse range of franchise opportunities, including brands across food, retail, education, fitness, home services, logistics and professional services. Visitors will have the opportunity to compare business models sideby-side, speak directly with franchisors and gain expert advice before making important investment decisions.
Among the brands exhibiting in Melbourne are Aramex, Battery Zone, Chargrill Charlie’s, Domino’s Pizza, ERA Group, Gong Cha, Hello Harry The Burger Joint, InXpress, Kip McGrath, Kitset Assembly Services, Kumon, Luxaflex, Magic Hand Carwash, MasterFix, Miguelitos Icecream, Open2view, OSAN Ability, Pepper Lunch, Plus Fitness, Royal Stacks, Senior Helpers, Tax Store, The Coffee Club, and many more.
Attendees will have the opportunity to connect directly with franchisors and advisors, attend a full schedule of free seminars and participate in the popular Is Franchising Right For You? sessions - all included in your ticket price.
Whether you’re considering investing in a franchise, launching a startup or exploring new career opportunities, the Melbourne event offers the chance to research, compare and learn - all under one roof.
Half-price tickets are just $14 and include access to all seminars and workshop sessions.
For more information on visiting or exhibiting, please contact Rebecca at rebecca@specialisedevents.com.au or visit www.franchisingexpo.com.au.
d ia Ry dates: Melbourne: 1-2 august 2026
brisbane: March 2027
sydney: May 2027
Reade R s pecial:
register to visit any Franchising e xpo for half price at www.franchisingexpo.com.au by using promo code cgb
• Attend workshops and daily seminars
• Free tips and advice from industry experts
your external inhouse legal team specialising in commercial, Franchise and Intellectual property Law since 1995.
• australian & international trade Marks
• Intellectual Property Licence & Transfer Agreements
Mizael partners is a trusted accounting, audit, and advisory firm helping businesses grow through expert tax, financial, and business advice. We deliver tailored solutions with a focus on results, integrity, and long-term partnerships.
telephone: 1300 444 004
e mail: hello@mizaelpartners.com.au
Website: www.mizaelpartners.com.au year e stablished: 2016
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People are generally unsure about insurance. The truth is most people do not understand insurance. It is for this reason, Procella Insurance Solutions exists. We strive to protect our client’s assets and lifestyles and educate our customers on how to maximise the cover and minimise the costs of their insurance policies.
Why Procella? Your Success, Our Commitment: Choosing The RIght edium Business Insurance Choosing the right Insurance means choosing a partner that is as invested in your success as you are. We offer:
Expertise: Our team comprises industry veterans with extensive knowledge and experience in business insurance.
Tailored Solutions: We provide insurance solutions that are customised to meet the specific needs of your business.
Unwavering Support: Our customer service team is dedicated to assisting you at every step, ensuring that you have the support you need when you need it.
Competitive Pricing: We offer competitive pricing without compromising on the quality of our services.
Our policy is to arm you with the right knowledge to ensure you’re covered. We can clarify any questions you may have so that you’re in control of your insurances.
As a General Insurance Broker, we are able to provide insurance solutions across a broad and diverse range of insurance products for all clients.
It all starts with a quick chat
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
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 k itchen was founded in Melbourne in 2022 by a group of chinese food enthusiasts who longed for the authentic flavors of home. t hey 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 fast-food chains. big bowl k itchen addresses this challenge by automating kitchen processes and standardizing products and procedures, ensuring a consistent and high-quality dining experience across all locations.
one of big bowl k itchen’s key advantages is the introduction of one of china’s most advanced and authoritative intelligent cooking
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. w hat 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. w hen you step into chargrill charlie’s, you’re more than a customer, you’re family. t hat philosophy extends to our loyal customers, our dedicated staff, and our valued franchise Partners. we’re built on genuine relationships, an
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
robots into its kitchen system. t his 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 k itchen family.
for franchise opportunities or more information, please contact: effie wu
franchising Manager
Phone: 0431 986 989
email: franchise@bigbowl.com.au
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
b Us I ness Franch I se aUstra LI a and ne W Z ea L and
a-Z listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.
for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
ch I cken t reat at chicken treat, we’re on a mission to share our craveworthy chicken with more people across the country. w hether 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. w ith an ambitious growth strategy underway, we’re expanding through new store openings, modern refurbishments,
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. w ith 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 t int & wrap is a specialist window tinting and car wrapping business established in 2018. o riginally from n ew Zealand, Dr t int & 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 t int & 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
FI rst cL ass acco U nts
First class accounts is australia’s largest bookkeeping franchise.
o ur franchisees collectively service around 10,000 businesses throughout australia and take pride in delivering a range of services helping smallmedium sized businesses work smarter through the delivery of accurate, compliant bookkeeping services.
and exciting menu innovations, all while staying focused on delivering an exceptional customer experience. a fter 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. w ith 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
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. t he brand continues to expand across the country, inspiring more riders to clip in, tune in, and r ock t heir 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 t int & 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. t his 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
You will receive extensive on-going training in our proven systems as you establish your own bookkeeping business from our dedicated business support manager, dedicated marketing department and dedicated technical team.
for more info contact our national o ffice at: Phone: 07 5553 8200 or 1 800 118 611 email: info@firstclassaccounts.com or recruitment@fcfg.com.au web: www.firstclassaccounts.com
h e LLo harry Franch IsI ng p ty Ltd since opening his first burger joint in Maroochydore in 2014, h arry’s commitment to crafting exceptional burgers has only strengthened. h is buns are baked exclusively for the brand (he does like things done his way), and every ingredient is chopped, sliced, grilled, and prepared fresh in-store each day. w hile his enthusiasm sometimes outpaces his filter, his talent for creating unmistakably good, forking great burgers speaks for itself.
at h ello h arry, we focus on what matters: high quality, handcrafted burgers delivered in a no fluff, no nonsense
I 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, tnt, 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
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. t hrough 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.
LeWrap
lewrap is a fresh, fast-casual dining brand redefining good food with vibrant, made-to-order wraps, bowls, and salads. b uilt around quality ingredients and bold flavours, lewrap offers a modern menu that caters to busy lifestyles without compromising on taste or nutrition. from classic favourites to globally inspired combinations, every item is crafted using fresh produce, premium proteins, and house-made sauces. w ith a strong focus on convenience, consistency, and customer experience, lewrap has become a
LUxaFLex® WI ndoW Fash I ons
luxaflex® w indow fashions has been setting the benchmark in premium window coverings in australia since 1954. r enowned for delivering innovative internal and external shading solutions, the luxaflex brand is synonymous with expertise, high quality, and sophisticated design tailored to australian homes and conditions.
o perating through one of the few truly national window furnishings networks, luxaflex provides small to medium business owners with the advantage of partnering with a trusted, market-
environment. b ehind the scenes, state of the art technology keeps operations smooth and efficient — from modern kitchen equipment to integrated P os and accounting systems, the hh club loyalty program, and seamless online ordering.
i f you’re keen to run your own burger venture, h arry’s proven systems and a dedicated support team across operations, marketing, and business management ensure you’re backed every step of the way. for more information contact r ob Mc cue at: hh@helloharry.com.au www.helloharry.com.au
and manage their freight with ease. w hether it’s domestic or international shipping, our innovative solutions help companies streamline logistics, reduce costs, and enhance efficiency. w ith 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:
You will draw out the potential of each of your students. t hey 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.
go-to destination for professionals, students, and families alike. t he brand’s clean, contemporary aesthetic and efficient service model make it ideal for both dine-in and takeaway. Driven by innovation and a commitment to freshness, lewrap continues to expand its footprint, delivering wholesome, satisfying meals that align with today’s demand for healthier, flavour-packed food on the go.
for more information contact Manal haydar at: email: Manal@retailsystemsgroup.com.au web: www.lewrap.com
leading brand that actively drives consumers into store. t he australian range is unique, combining the best of global product innovation with locally designed solutions developed specifically for australia’s climate and architectural styles.
luxaflex licensees benefit from a proven business model, comprehensive training and ongoing support, exclusive products, and highly effective marketing. for entrepreneurs seeking a premium opportunity backed by innovation, brand strength, and national reach, luxaflex represents a compelling pathway to long-term business success.
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.
t his is an exceptional management franchise opportunity, a turn-key business with huge potential.
w ith 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. w ith 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 cost Per leaD fee
Lowest franchisee fee in this market
poo LWerx
Join Poolwerx to build your business dream.
b enefit from our 30+ years of experience, including comprehensive training, marketing, technology and robust business systems; no prior experience is needed.
t he pool industry is resilient and in demand, with Poolwerx australasia sales reaching $170.1 million in f Y 2022-2023.
enjoy multiple revenue streams and a scalable business model. choose from new mobile businesses starting at $90 k + G st + van* or acquire an established franchise
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. w ith 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
backgrounds and are skilled individuals who efficiently manage and cultivate thriving residential cleaning enterprises.
t hey 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. t he 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.
with multiple vans and a retail outlet serving residential and commercial clients. independent retailers can also elevate their business and join the Poolwerx family.
Partner with an award-winning business – Poolwerx is australasia’s largest and most trusted pool and spa maintenance network. we put people first! for more information go to:
www.poolwerx.com.au/franchising or call au 1800 245 447 or nZ 0800 543 419
* leasing or financing options are available for an l DV Van G10 from $35k + G st
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. w hen 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
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
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, hiit, 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
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. w ith 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 - 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.
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.
more than just studios—it’s built a movement. w ith 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:
b ill Gordin (h ead of franchise Development) bill@boutiquefitnessstudios.com.au https://www.doyourumble.com.au/franchise
t his 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.
w ith 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/
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.
w ith extensive training and ongoing support, Join the world’s largest tool franchise and drive your own success
www.snapontools.com.au
b Us I ness Franch I se aUstra LI a and ne W Z ea L and
a-Z listings are a great way to promote your business, giving you a presence within our publication and also the business franchise website.
for more information call 03 9787 8077 (or +61 3 9787 8077 from outside of australia) and speak to one of our sales e xecutives or go to www.businessfranchiseaustralia.com.au or www.businessfranchisenz.co.nz
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.
t he 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
stretchl ab 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 stretchl ab’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. w ith over 170 locations across australia, we’ve made sushi easy, accessible, and part of everyday life. k nown 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
sW eat & ton I c
sweat & tonic is australia’s 1st far infrared heated yoga and fitness fusion franchise—where wellness meets fitness. in a dim lit boutique studio, expert instructors lead classes to the hottest beat that blend cardio, strength, core, balance, mobility and deep recovery, amplified by therapeutic far infrared heat. Members sweat with intent: they burn more, move better, and leave feeling reset. for franchise partners, sweat & tonic is built for long term growth. it serves the broad mainstream yoga &
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
stretchl ab 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. t he result? l asting 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. w hether 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.
fitness market, not just a niche fitness type or trend, with our signature formats that stay current and a community first experience that drives loyalty and recurring revenue.
franchisees receive end to end support across marketing, sales systems, automation, training and brand standards—so you can launch a standout studio, build a loyal following, and scale with confidence.
for more info: www.sweatandtonic.au/franchising
tda tax d eprecIatI on
t Da tax Depreciation is a national leader in maximising returns for property investors through precise, compliant, and expertly delivered tax depreciation schedules. founded by Daniel farrugia and t heo Mavratzakis, t Da combines over 40 years of collective experience across construction, property, and quantity surveying. a s certified Quantity surveyors and r egistered tax agents, the team brings deep technical expertise and a hands-on understanding of how buildings perform, age, and generate value over time.
w ith a commitment to accuracy, transparency, and education, t Da delivers high-quality reports at a competitive fee, ensuring investors never overpay for essential tax benefits. b acked by cutting-edge technology and a client- first service model, t Da supports investors, accountants, and property professionals with fast turnaround times and dependable results. t hrough their growing national franchise network and industry-leading insights, t Da continues to set the benchmark for tax depreciation in australia. www.tdaqs.com.au
Stop working for someone else! Time
bookkeeping franchise with First Class Accounts
Join First Class Accounts to work for yourself, but not by yourself.
Make bookkeeping a rewarding career and a business of your own. Australia’s leading bookkeeping franchise is looking for motivated individuals to be part of our nationwide network. If you want the opportunity to be in business for yourself and to live your ideal lifestyle, and you have the drive to be successful, then you could be perfect for our team.
We are looking for people who:
Want to be self employed yet still appreciate the need for support and mentoring of a national office
Are computer literate and have an interest or some experience in record keeping, bookkeeping or accounting
Enjoy helping others grow their businesses
Like to learn, share knowledge and be part of a national team.
Why join our franchise network:
Low start up costs
Work from home
Enjoy national and local area marketing support
Utilise the resources of our help-line, forum and website
Access to proven business systems and leading edge tools
Professional partner status with MYOB, Xero, Reckon and QuickBooks
Belonging to a group of like-minded, mutually supportive colleagues. Be motivated by the strong spirit of camaraderie in the network.
How we get you started:
You’ll be supported every step of the way to build your business and obtain a competitive advantage. You’ll benefit from:
Our initial nine-week intensive training course
A comprehensive 13-week ‘Kick Start’ business launch program to assist you in developing your own client base
Unlimited access to our National Office support team
Regular state-based Regional Training Sessions and annual National Conference
Access to our members’ website, training webinars, and one-on-one business development meetings.
“Starting a business can feel overwhelming, but with First Class Accounts you’re never on your own. The combination of training, mentoring, compliance support, and a collaborative franchise network has helped me build a business that fits both my professional goals and lifestyle.”
“As a Paralympian and silver medalist, I know what it takes to succeed. LeWrap gave me the systems and support to step confidently into business.”
