Business Franchise Magazine-Issue 20#1-Nov_Dec 2025 by CGB Publishing

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voLUMe 20, IssUe 1, 2025

on the cover: G araG e force australia

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

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

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

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

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

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“

We’ve built a system where success is replicable. With the right people, we can scale quickly while maintaining quality and culture.”

- Mike Peterson, CEO

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

I recently had the pleasure of attending the FCA (Franchise Council of Australia) NFC (National Franchise Conference) 2025, the insights and educational seminars were certainly inspirational and thought provoking. It really is a family and once you take the step and embrace the franchising community, you will find yourself in a wonderful place with so much support. In this issue of the magazine, we have some great stories and advice, starting with our Cover story on Garage Force Australia, who are building a strong foundation for growth. The official relaunch was in July this year after years of testing and research. You can read more about this on page 12.

a s usual our top experts in the industry continue to deliver great advice. to start us off we have our regular column from Jay Westbury of the fca , h elen Kay from r ise legal covers Multi- unit franchising, tereza Murray covers the ever-popular subject ai, and so much more, so turn to the contents page to check out the experts.

let’s not forget our articles on franchisors and franchisees. top fuel champion Phil r ead and snap-on tools Go Pink to Drive

$250K fundraising target for the McGrath foundation, we meet, Jackson tregg, Mining Worker now a franchisee for Muzz buzz.

o ur main feature this issue is trending and franchising. r obert toth of s anicki l awyers writes about the trends in franchising, we also have tony Meredith and his take that it is not necessarily trends that define the future of franchising, and stewart Germann with his insight into what to be aware of in n ew Zealand. We also have some wonderful articles on franchise systems such as s enior h elpers, fergurson Plarre b akehouse, and t he cheescake shop to name a few.

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

Expert Advice

22 Helen Kay: becoming a Multi-unit franchisee: it’s a Whole new ball Game

50 Elise Balsillie: how to Make Your franchise future Proof

58 Emma Rosenzweig: Preparing for Payday super and the closure of the ato’s small business superannuation clearing house

60 Brad Giles: the 4 areas of business to compound for a balanced life

64 Tereza Murray: ai isn’t a lawyer: the hidden risks for franchisors

Spotlight on Service

24 Impressu: trusted e xcellence in Printing for over 30 Years

56 Frank Tzimas: how to attract top franchisees

Franchisee

in Action

20 Muzz Buzz: fifo to flat Whites: a Mining Workers franchise story

54 Motto Motto: from Dining in, to buying in: how a local family built franchise success in townsville

Franchisor in Depth

16 Snap-on Tools: top fuel champion Phil read and snap on tools Go Pink

62 Fit Stop: a Global Movement Powered by People, systems and Performance framework

Have Your Say

18 Sara Pantaleo: think nationally act locally: how franchises can lead the esG revolution

52 Andy Knights: finding the right fit: What to e xpect from an interview with a Prospective franchisor

66 Franchising Expo 2026: is 2026 the Year you start Your own business tr E n DIng Fr

Franchisee In Action

36 The Cheescake Shop: from cleaner to award Winning businesswomen

Franchisor In Depth

42 Ferguson Plarre’s Bakehouse: the business of baking People happy, and Profitable

44 Senior Helpers: inviting australians to lead with Purpose

Snapshot

40 Just Cuts: from stylist to award Winning owners: laura and Wes, their success story

Expert Advice

28 Robert Toth: trends in franchising

34 Tony Meredith: Why traits not trends Define the future of franchising

38 Lauren Clement: bridging the Gap: Why Personal branding is a franchisees secret Weapon

46 Peter Buckingham: the Volcano theory of retail

32 Bruce McFarlane: bDc investments: supporting australia’s Growing franchise business

48 Stewart Germann: update from new Zealand –Matters to be aware of

KWi K Ko Py australia Joins Fortidia in Acquisition

Kwik Kopy Australia, the nation’s heritage B2B Franchise group, has announced new international ties as it expands under Fortidia. Fortidia (formerly MBE Worldwide) is a global commerce enabler for MSMEs and consumers providing ecommerce, fulfillment, shipping, marketing and print solutions with multiple brands across 57 countries.

Kwik Kopy’s move to the group further strengths fortidia’s presence in the anZ business solutions sector, complementing its existing operations through PacK & senD (directly operated), the Mail b oxes etc. and World o ptions brands (operated via Master licensees). under fortidia, Kwik Kopy australia will retain its brand, leadership and franchise teams.

t he Penfold family will retain a minority stake in Kwik Kopy australia and remain actively involved in contributing to the brand’s next phase of growth alongside fortidia.

“We are proud of the legacy we have built with Kwik Kopy australia and excited about the opportunities this new partnership will bring,” said annalise Penfold, representing the Penfold family.

Paolo fiorelli, chairman and ceo of fortidia said, “We are delighted to welcome Kwik Kopy australia to the fortidia Group. together, we will strengthen Kwik Kopy’s market position, accelerate growth, deliver innovative solutions and create greater customer value.

s onia shwabsky, Managing Director of Kwik Kopy australia and PacK & senD anZ said, “ i am incredibly excited about the opportunities ahead. With fortidia as the global enabler of our franchise system, entrepreneurs can tap into globally leading expertise.

t his acquisition marks a significant milestone for both fortidia and Kwik Kopy australia, reinforcing the Group’s long-term commitment to innovation, sustainable growth, and service excellence worldwide.

Ja X t yres & auto and David Reynolds Unveil 2025 Pink Helmet

JAX Tyres & Auto revealed the 2025 special edition pink racing helmet, worn by Supercars champion David Reynolds, at the Boost Mobile Gold Coast 500, which took place from 24–26 October.

n ow entering its third year, the pink helmet initiative is a key part of Ja X tyres & auto’s ongoing commitment to breast c ancer awareness Month and to supporting the national breast c ancer foundation (nbcf ) in its vision to achieve Zero Deaths from breast cancer.

a s a visible show of support for this important cause, front-of-house team members at Ja X tyres & auto stores across the country wore pink t-shirts every friday throughout o ctober.

Designed and hand-painted by leading helmet artist, trent r ogers of 6star custom Paint, this year’s helmet features a classic Gold coast scene with a surfer riding a wave. With an estimated value in excess

of $8,500, this was a rare chance for fans and collectors to own a genuine piece of motorsport history, while supporting an important cause.

april harwood, chief franchising o perations o fficer at Ja X tyres & auto, says, “We’re incredibly proud to reveal this year’s pink helmet as part of our ongoing partnership with the national breast c ancer foundation.

Penny Waitsman says, “ t he national breast c ancer foundation has a single purpose –to fund world-class breast cancer research in australia and an ambitious and critical vision – Zero Deaths from breast cancer. We are grateful to our corporate partner, Ja X tyres & auto and, David r eynolds who for the third consecutive year auctioned his pink helmet to raise funds for breast cancer research.”

David r eynolds says, “ breast cancer touches so many families, and if this helmet can help

raise funds to fight it, then i ’m proud to do my part.

under the new structure, Kwik Kopy australia’s ceo will also head PacK & senD.

Z arraffa’s coffee Launches First Store in Victoria

Australia’s leading specialty coffee retailer, Zarraffa’s Coffee, has opened its first Victorian store in Pakenham South, marking the brand’s arrival in Melbourne’s renowned coffee culture.

founder and Managing Director Kenton c ampbell called it one of the proudest moments in the company’s nearly 30-year history.

“o pening our first Victorian store is a significant step for Zarraffa’s. Melbourne is a city where quality and ritual matter, and we’re excited to bring our own unique take on specialty coffee into that landscape,” he said.

t he milestone coincides with the brand’s first s outh australian store opening, marking expansion into two new states. t he Pakenham s outh drive thru offers both convenience and a full café setting for locals to enjoy Zarraffa’s barista-crafted coffee and food.

t he new store is owned and operated by experienced franchisees Jodie and David Pourre, alongside stephanie and steven armiger. t he Pourres already run two

successful stores in Queensland, while the armigers have relocated from the Gold coast to lead the Victorian operations.

“ it’s a lovely feeling being part of the Zarraffa’s family,” said Jodie Pourre. “ s eeing stephanie and steven grow into business owners and flying the flag in Victoria is truly special.”

t he Pakenham s outh store will employ over 30 locals and offer Zarraffa’s signature

Just cuts Builds International Growth Momentum with Landmark Week in Canada

Just Cuts, the largest hairdressing franchise in the Southern Hemisphere, has marked a major milestone in its international expansion with an outstanding debut at The National Franchise Show in Toronto.

t he event saw overwhelming interest from c anadian entrepreneurs, with the Just cuts team engaging in non-stop conversations across the two-day expo. hundreds of franchise seekers and industry professionals visited the buzzing Just cuts booth to learn more about the brand’s unique, no-appointment, walk-in salon model.

“c anada is a key growth market for Just cuts, and the energy and enthusiasm we experienced at the toronto franchise show exceeded all expectations,” said amber Manning, ceo of Just cuts.

“ t his event has fast-tracked conversations with a number of highly motivated potential partners, and we’re already progressing several of these into formal franchise discussions.”

t he toronto show marks the next chapter in Just cuts’ global expansion journey. it comes after the successful recent launch of Justice Professional haircare in c anada the premium haircare range created exclusively for Just cuts salons and now stocked at h ealthy Planet and Well.ca nationwide.

blends and freshly baked menu items. founded in 1996 on the Gold coast, Zarraffa’s has grown into an award-winning national brand with more than 80 stores across five states and $200 million in group turnover. t he company aims to reach 200 locations nationally by 2032, ahead of the brisbane o lympics.

For more information, visit www.zarraffas.com

With over 230 salons across australia, n ew Zealand, and the united Kingdom, the Just cuts brand is now poised to establish a strong presence in n orth america.

“We are proud to be bringing our brand into c anada,” Manning added. “o ur focus is always on supporting franchise owners with the tools, training, and systems they need to succeed. t he momentum we’re seeing is a clear signal that Just cuts’ walkin model resonates strongly with c anadian consumers and entrepreneurs alike.”

PoolWer X Appoints Global Chief Executive Officer to Propel Future Growth

The largest global franchise pool service brand, Poolwerx, continues its ambitious growth plans with the announcement of Nic Brill as Global CEO.

t his newly created role marks a pivotal moment in the brand’s evolution, as Poolwerx unites its australian, n ew Zealand and u s . markets under one global vision, one business, and one strategy to position the brand for the next phase of international growth.

nic brill, who first joined Poolwerx in 2019 as chief o perating o fficer, before becoming anZ ceo in 2022, has guided the company through record sales, profitability and market share growth. his appointment as anZ ceo followed the global n orwest partnership announcement, which strengthened Poolwerx’ capacity to accelerate expansion across its three core markets.

under his stewardship, Poolwerx has consistently delivered above-market results and demonstrated resilience, with growth every year since inception—through multiple recessions and even during the global pandemic.

g lobal Payments

Poolwerx chair sue collyns said, “the appointment of a Global ceo is a strategic move to align the business as one unified network, operating with a clear global structure and consistent growth strategy”. she continued, “ t he b oard made a conscious decision to select a proven and dynamic leader who not only understands our Poolwerx business, franchisees and partners but also has the vision and agility to lead a global organisation.

“We couldn’t be more excited and nic’s track record of leveraging innovation, digital transformation, and operational excellence within the franchise industry, positions Poolwerx to create even greater value for our franchise partners, clients, stakeholders alike.”

nic brill added, “ i ’m honoured to lead Poolwerx into this next chapter of growth and this appointment signals the beginning of a unified global strategy for our brand. o perating as one business, with one vision and one strategy, will enable us to compete at scale and grow our brand into new territories,” Mr brill said.

“What excites me most is the opportunity to build on our 30-plus year legacy and create a consistent global platform for growth— one that empowers our franchise partners to achieve their own business goals, while helping families everywhere enjoy their pools and create lifelong memories.”

With this transition, Poolwerx reaffirms its commitment to its number one corporate KPi - franchisee profitability - along with a continued focus on innovation, partner success, and long-term growth.

www.poolwerx.com.au

research Uncovers

hIdden cost of payM ent coM pLexIty for aUstraLIan sM bs

Global Payments and its Australian subsidiary Ezidebit today released new market research revealing the biggest payment challenges facing small and medium businesses (SMBs).

t he 2025 e zidebit australian sMb Payment Pulse, based on in-depth market analysis and a survey of over 300 businesses across multiple industries, uncovered the material costs and scale of fragmented payment systems.

t he report quantified six impacts of payment complexity on sMbs: 1) 22+ hours per week lost to payment admin, 2) o ne in six payments arrive late, 3) 25% lose customers due to payment option limitations, 4) Most have multiple providers

and methods, 5) 27% cite security concerns around payment processes, 6) o nly 20% have consolidated payment providers.

Masseh haidary, ceo Payments o ceania at Global Payments, said its report uncovers the impacts of payment fragmentation on business growth, cash flow and customer loyalty.

“o ur research tells us that sMbs who haven’t consolidated their payment platforms with one provider are losing nearly 24 hours a week in administration. When you’re busy

chasing late or missing payments, you’re not focused on growth,” Masseh said..

“ t he easiest way to alleviate these business pressures is to shift to a proven all-in-one payments provider like e zidebit that can accept all payment types in one secure platform.

“ t he case for sMbs unifying the back end of payments couldn’t be stronger and our 2025 Payment Pulse offers practical steps to navigate the perceived challenges to consolidation.”

m inor DK l foo D g rou P Welcomes r ichar D h inson as ceo

Signals a New Era for The Coffee Club, Focused on Customer Experience

Minor DKL Food Group today announced Richard Hinson as its new Chief Executive Officer. A veteran executive with extensive experience driving operational excellence and service transformations across Australia’s food, retail, and franchising sectors, Mr Hinson will strengthen franchise partnerships across The Coffee Club network, elevate service standards, and champion a customer experiencefirst culture to define the next chapter of Australia’s most iconic coffee brand.

Mr hinson has led major transformation programs and operational best practice across diverse businesses, including a large independent petrol and convenience company, leading national food and beverage wholesale and distribution networks, and prominent multi-brand retail and franchise groups.. r enowned for his service leadership and unwavering partner-first approach, Mr hinson consistently prioritises franchisee success and collaborative stakeholder relationships. at r etail food Group, he implemented

a strategic turnaround program focused on simplifying operations, revitalising franchisee relationships and enhancing profitability across more than 1,000 outlets nationally.

“ i ’m thrilled to join Minor DK l at such an exciting time for t he coffee club – a moment of renewal for australia’s most iconic coffee brand,” Mr hinson said.

a s t he coffee club embarks on its next chapter, Mr hinson will focus on renewing and deepening franchise collaboration, driving operational efficiencies that empower teams, strengthening the brand’s unique culture, and elevating the customer experience.

another key area of focus is the launch of the new t hree stories c afé brand, and store rollout. t he first ‘grab & go’ format opened recently at the Mobo corporate building in tribune street, s outh brisbane, and is proving popular with local office workers for a morning coffee, a quick lunch, and an afternoon treat.

Notaries Conference - Honorary Award to ste Wart g ermann

Stewart Germann (of Stewart Germann Law office in Auckland NZ.) returned last night from Adelaide where Ken Lord, Don Thomas and himself attended and spoke at an international Notaries conference with Notaries Public from the UK, The Hague, Australia and New Zealand. Twelve Notaries from NZ attended the conference.

o n friday night the 10th o ctober at the black-tie dinner three n otaries from n ew Zealand were made h onorary Members of the n otaries s ociety of england and Wales being Ken lord, Don t homas and stewart Germann – which for stewart was a complete surprise and truly an honour.

t he Master who is currently Ms Morag ellis Kc was at adelaide along with the Governor of s outh australia, h er e xcellency the h onourable frances adamson, ac who opened the conference and the Master gave a very interesting speech at the dinner.

h ere at business franchise australia/ n ew Zealand we offer huge congratulations to stewart who has been a respected contributor to the magazine for many years.

GaraG e Force australia: Buildin G a s tron G Foundation For Growth

garage force australia is set to transform the nation’s concrete coating and surface protection industry. as the exclusive australian partner of garage force International—a proven U.s. brand with more than 250 thriving franchises— garage force brings world-class innovation, sustainability, and opportunity to local markets.

After years of testing and research, the Australian relaunch officially kicked off in July 2025. With three franchisees already signed and three more in advanced discussions, Garage Force is positioning itself for strong early growth.

a superior product for a big Market

Concrete is the world’s second most-used product, but it comes with challenges. It contributes an estimated 6% of airborne silica dust, posing both environmental and health risks. Garage Force addresses this

head-on with its advanced CycloSpartic™ technology—a breakthrough that is 20 times stronger than epoxy, low-maintenance, ecofriendly, and backed by a lifetime warranty.

From homes to commercial properties, Garage Force coatings protect, beautify, and add lasting value.

the Ideal franchise partner

Garage Force is seeking entrepreneurial, motivated individuals who want more than just a business—they want wealth, time, and flexibility for their families.

The ideal franchisee:

• Has a strong customer-service mindset

• Takes pride in high-quality workmanship

• Is committed to following a proven process and system

• Aspires to build multiple sites

As CEO Mike Peterson—who helped conceive and grow the Garage Force franchise model in the U.S.—explains:

“We’ve built a system where success is replicable. With the right people, we can scale quickly while maintaining quality and culture.”

territories & opportunities

Garage Force Australia is already establishing a footprint:

• Current: Newcastle/Hunter Valley (NSW), Gosford (NSW), Floreat (WA)

• In advanced stages: Gold Coast, Brisbane (QLD), Melbourne (VIC)

Available: Prime territories across Sydney, Melbourne, Perth, Adelaide, Hobart, Darwin, and regional centres in every state.

Why garage force stands out

1. Environmental Responsibility –Reducing harmful dust emissions while extending the life of concrete.

2. Premium Technology – CycloSpartic™ is unmatched in strength and performance.

3. Lifetime Warranty – Long-term confidence for customers.

4. Proven Systems – Automation, customer support, and robust processes.

5. Franchisee-Centric Culture – “When you do well, we all do well.”

how franchisees are supported

Garage Force Australia’s model ensures new partners are set up for long-term success:

• Comprehensive onboarding: Legal, accounting, insurance, and territory mapping

• Training & Education: In-person, virtual, and field-based learning

• Marketing & Branding: Personalised local campaigns, websites, CRM automation, and national branding

• Operational Support: Manuals, field visits, and technology tools

• Financial Mentoring: Cash flow planning, ROI modelling, and supplier access

• Community: Peer collaboration, national recognition events, and continuous training

the road ahead

• By December 2025: 10 franchises launched

• By late 2026: 25 franchises nationwide

• Five-Year Vision: 60+ profitable franchisees across Australia, recognised for innovation, environmental leadership, and customer service excellence

Garage Force also plans to establish a dedicated education and logistics facility, corporate accounts to drive franchisee revenue, and integrated vocational training (Certificate III in Surface Preparation/ Coatings) to upskill teams and raise safety and sustainability standards.

advice for potential franchisees

Before joining, Garage Force encourages candidates to evaluate:

• The ROI potential

• The support structure

• Whether the culture aligns with their values

Success, they emphasise, comes from commitment and consistency. The system works—but only if you work the system.

Motivation & recognition

Garage Force franchisees are motivated and supported through:

• Ongoing coaching, mentoring, and robust training

• Quarterly performance reviews and KPI benchmarking

• National recognition events and peer learning opportunities

• Continuous upskilling to build confidence and capability

a future built to Last

With a global brand behind it, an innovative and eco-conscious product, and a leadership team committed to franchisee success, Garage Force Australia is on track to become a household name by 2030.

For the right entrepreneur, it’s more than a franchise opportunity—it’s a chance to be part of a movement that combines business growth, environmental responsibility, and community success. v

h opes r ise For a s tron G

c hristmas tradin G period

But c hallen G es r emain

For s mall Business

Three interest rate reductions by the Reserve Bank and a pick-up in private sector activity in the general economy have created the backdrop for one of the most hopeful Christmas trading periods in recent years.

While it is clear that some sectors continue to do it tough, such as the sit-down restaurant segment, it seems the worst of the cost-ofliving crisis may be behind us.

As RBA Governor Michele Bullock put it recently the nation is facing “quite a positive situation’’.

“Private sector activity is recovering a little more rapidly than expected in the bank’s August forecasts. In particular, private consumption is picking up as real household incomes rise and measures of financial conditions ease,’’ the Governor said.

While everyone would like another interest rate reduction to add to the three already delivered this year, the RBA’s decision not to cut at its meeting on September 30 is evidence of resilience in the economy.

Let’s hope there are no international shocks and that the return to better times is sustained after a tough five years punctuated by the COVID-19 pandemic, the inflation outbreak and persistent geopolitical uncertainty.

The better outlook is of course unequivocal good news for the Franchising Sector and the nation’s 2.6 million small businesses which contribute $590 billion to the economy and employ more than 5.4 million people.

With that in mind the Franchise Council of Australia is delighted that responsibility for small business was returned to Cabinet after the May 2025 Federal Election with the appointment of Dr Anne Aly as Small Business Minister.

Dr Aly will drive the Federal Government’s National Small Business Strategy and the FCA is uniquely placed and willing to assist given that our members are almost exclusively small businesses people, and we deal with the “real world’’ issues faced by our members every day.

We support efforts to improve coordination across government to reduce barriers and create an environment where small business – including franchises – can continue to innovate and grow.

We were also heartened by Dr Aly’s remarks, soon after she was appointed, that small business can’t be an afterthought and must be top of mind when major policies are formulated.

Like all sectors, small businesses continue to have trouble finding qualified staff in some disciplines and markets and efforts to increase national recognition of qualifications are welcomed.

Another looming policy decision that will have an impact on small business is the RBA’s review of credit card surcharging and bank interchange fees. Any decision in this space must ensure that the interests of small businesses are not sacrificed at the altar of economic rationalism.

If a decision is made to outlaw credit card surcharging, the RBA must ensure that it is not at the expense of small business margins. It must also ensure that any changes to interchange rates and credit card scheme fees doesn’t lead to a reduction in interest free periods which are often relied upon by small businesses to manage cash flows.

The other debate that appears certain to continue is around working from home, particularly given the Victorian Government’s intention to legislate on the issue.

There is no question that the nature of work has changed permanently in the wake of the pandemic and advances of technology.

But it is equally clear that each individual business has its own approach to the issue. For some small businesses, working from home is not an option. Lawn mowers need to be physically present to mow lawns, plumbers cannot unclog drains from home and hairdressers need to stand at their chairs to cut hair.

However, for a myriad of other operations, it is possible for employees to contribute constructively to workplaces remotely at no detriment to the business.

It seems each business I speak with has a different answer on how to handle remote working and working from home and that is as it should be.

Small business owners are best placed to know how best to run their businesses and retain their staff.

With this in mind any government intervention in this area should be careful not to interfere the with ability to manage their businesses in their best interests as they see fit.

The FCA remains highly engaged across a range of issues impacting upon small business and more broadly franchising and will continue to make a constructive contribution to the public policy debates across government and the opposition. v

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

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

Phone: 03 9508 0888

Email: info@franchise.org.au

Web: www.franchise.org.au

about Jay Westbury:

t op Fuel c hampion phil r ead and

s nap-on t ools

Go

pink

to d rive $250k Fundraisin G tarG et For the m cGrath Foundation

Following a record first year of fundraising ($217,000), Snap-on Tools is announcing the return of its Socket to Breast Cancer initiative. This year with Top Fuel Racer Phil Read in the driver’s seat and a bold new goal of raising a quarter of a million dollars.

Combined with last year’s efforts, this will take Snap-on’s total donation to the McGrath Foundation to just under half a million dollars, helping fund specialist McGrath Cancer Care Nurses who provide lifechanging support to individuals and families experiencing cancer.

Snap-on’s fundraising initiative will be powered by the sale of limited-edition Pink Tool Sets, sold throughout October during Breast Cancer Awareness month. In 2024, over 180 Snap-on Franchisees across Australia rallied behind the campaign, wrapping trucks in pink, selling pink tool kits, and engaging with local communities, over 11,320 Pink Tools were sold.

This year, Snap-on Tools returns bigger and brighter with the launch of new limitededition pink Snap-on Tools, including tool boxes, a blow gun, hammers, pliers, prybars, and screwdrivers giving mechanics and automotive enthusiasts the chance to equip themselves with premium gear while directly supporting cancer care.

phil read, top fuel champion backs the race to fund cancer care

Snap-on ambassador Phil Read, who is a three-time Top Fuel Champion with Jim Read Racing, is standing proudly behind the cause stating, “Breast cancer doesn’t just touch individuals, it impacts families, friends, businesses and communities. Whether you’re in the pits at the track, in the workshop, or at home, chances are you know someone who has been affected.”

“Raising funds for this important cause is deeply personal, a close family friend has undergone treatment for breast cancer and so this year, we’ve proudly wrapped our Top Fuel Dragster pink in support. Every pink tool sold is more than gear for the garage, it’s funding for a McGrath Cancer Care Nurse. If buying a pink tool helps even one more family get the support they need, then that’s something I’ll stand behind,” said Read.

The Snap-on Pink Tool Set is a symbol of support and a practical way for those in the automotive community to get behind a good cause. Read adds, “In racing, you’re always pushing to go faster and achieve more. That’s exactly what we’re doing this year, building on last year’s $217,000 to hit a new target of a quarter of a million dollars. It’s a big goal, but I know with the passion of Snap-on’s customers and the wider automotive and racing community, we can get there and make a real difference for families facing cancer."

The Jim Read Top Fuel team debuted the pink and black Socket to Breast Cancer livery for the Dragster at the Spring Nationals on 3rd October at the Dragway at the Bend in South Australia. Motorsport enthusiasts were able to donate trackside over the long weekend.

Paul Lynch, National Sales Manager of Snap-on Tools ANZ, said the company was humbled by the response in 2024 and motivated to do more, especially given his own family connection to cancer, “Snap-on Franchisees and customers showed us the power of community last year, raising over

$217,000. We’re proud to be a returning partner to the McGrath Foundation and are committed to reaching a quarter of a million dollars this year to help ensure no one faces cancer alone.”

For many, the campaign isn’t just about tools. Local Snap-on Brisbane Franchisee, Andrew Kent says that for him, “Wrapping the truck pink and selling pink tools is about more than fundraising, it was about raising hope in the local Queensland community.”

get Involved

People can support the Socket to Breast Cancer campaign by purchasing from the limited-edition pink tool range (including hammers, pliers, prybars, screwdriver sets, sheers, ratchets, cutters and more), through Snap-on Franchisees across Australia or donate directly via the website; https://www. pinkisthecolour.com.au/fundraisers/snapon.

Around one in two people in Australia will be diagnosed with cancer in their lifetime1. It’s estimated there will be around 169,500 cases of cancer diagnosed in Australia this year, with one in seven women diagnosed with breast cancer.

A portion of the proceeds from every Pink Tool Set sale will go directly to the McGrath Foundation, helping to fund McGrath Cancer Care Nurses and ensure that individuals experiencing cancer and their families receive care and support from the time of diagnosis.

Whilst the McGrath Foundation started out in breast cancer twenty years ago, this year, they’re taking their life-changing care to all

about Phil r eaD, Jim r eaD r acing, to P fuel:

Phil Read is a three-time Australian Top Fuel Champion and one of the most respected names in Australian drag racing. As the son of legendary driver Jim Read, Phil has carried forward the family legacy with Jim Read Racing, competing at the highest level of the sport for more than two decades. Phil has claimed multiple national titles and continues to be a fierce competitor in the Australian Top Fuel Championship, driving the Hydraulink-backed Jim Read Racing dragster.

about snaP -on tools:

Snap-on Tools Australia and New Zealand is a leading global innovator, manufacturer and marketer of tools, diagnostics and equipment solutions for professional tools users. Operating in Australia since 1988, Snap-on is one of the longest running and successful franchises in Australia and across the world. The Snap-on Tool range has over 80,000 hand tools, power tools, tool storage products, diagnostics, equipment and related accessories. In Australia, there are over 180 Snap-on Franchisees and a global network of 4,800 serving more than 130 countries.

cancers. Because everyone going through cancer deserves to have a McGrath Cancer Care Nurse by their side. No matter where they live, for free. The 302 McGrath Cancer Care Nurses are experts in nursing care and their support has a proven impact on the lives of people experiencing cancer and their families.

think n ationally, act locally: h ow Franchises c an lead the es G revolution

With franchisors setting the framework and franchisees engaging communities, the potential for impact and profit is exceptional.

esg as a business Imperative

Small businesses are the backbone of the Australian economy, making up 97% of all enterprises. Yet, too often, conversations about sustainability and Environmental, Social, and Governance (ESG) initiatives are assumed to be the domain of large corporations with deep pockets and a global reach. That assumption no longer holds. Today’s customers are asking more complicated questions. They want to know how their favourite café manages waste, whether their local builder uses sustainable materials, and what their accountant is doing

to support the community. In other words, customers are choosing values as much as they are selecting products and services. This shift presents both a challenge and a tremendous opportunity. For small businesses, ESG can deliver a competitive edge, drive profitability, and strengthen resilience in uncertain times. But the time to act is now.

Why esg is More than a buzzword

The concept of ESG is simple: evaluate your

business based on three pillars.

• Environmental: How do you manage energy, emissions, waste, and resources?

• Social: How do you treat employees, customers, and your community?

• Governance: How do you ensure transparency, accountability, and integrity?

When businesses genuinely embrace ESG, they build trust. When they don’t, they risk being called out for greenwashing (the practice of exaggerating or misrepresenting sustainability claims). In an era where consumers are well-informed and quick to

share opinions online, reputational damage can be swift.

The good news? ESG is not just about risk. It is about opportunity. Nielsen research shows that nearly 40% of global consumers are prepared to pay more for sustainable products. This willingness creates a pathway for small businesses to increase margins, differentiate themselves, and build long-term customer loyalty.

from Linear to circular: a necessary shift

Our current economy operates on a “take–make–dispose” model. Raw materials are extracted, products are manufactured, and then discarded; often within months. Shockingly, only one per cent of materials used in manufacturing are still “in use” six months after sale.

The circular economy provides a powerful alternative. It is built on three core principles:

1. Design out waste and pollution. Products and services are created with longevity and reusability in mind.

2. Keep materials in use. Repair, remanufacture, and recycle to extend value.

3. Regenerate natural systems. Return nutrients to the soil and reduce reliance on non-renewable resources.

For small businesses, adopting circular practices doesn’t have to be complex. It can start with simple steps such as reducing packaging, partnering with other companies to repurpose waste, or introducing repair services alongside sales.

a roadmap for small businesses and franchises

Implementing ESG can feel overwhelming. The key is to start small, focus on what is within reach, and build momentum. Here’s a roadmap to guide your thinking:

1. Put Community First (Social Impact)

• Engage locally. Partner with schools, charities, or not-for-profits in your area.

• Invest in people. Prioritise staff wellbeing, diversity, and fair conditions.

• Be transparent. Share your community efforts openly; customers value honesty.

2. Protect the Environment (Practical Steps)

• Measure usage. Track your energy, water, and paper consumption through utility bills and set reduction targets.

• Cut waste. Introduce simple recycling and composting systems. Look for suppliers who use recycled or renewable materials.

• Collaborate. Explore partnerships where

your waste can become another business’s raw material or input.

3. Strengthen Governance (Trust and Accountability)

• Define purpose. Clearly state how your business contributes to solving social and environmental challenges.

• Formalise policies. Even small enterprises benefit from written codes of conduct and clear accountability.

• Avoid greenwashing. Don’t overpromise; communicate the progress you are making.

franchising: Local reach, national Impact

Franchise systems are uniquely placed to amplify ESG impact. A franchisor sets the standards and systems, while franchisees embody those values in their local communities. This dual structure means:

• Consistency at scale. When a franchisor embeds ESG into manuals, training, and supply chains, the impact cascades across dozens or hundreds of outlets.

• Authenticity at the local level.

Franchisees are small business owners in their own right, deeply embedded in their communities. They sponsor local events, employ local staff, and build trusted relationships with customers.

When ESG is embedded into a franchise system, the results can be exceptional. A national framework ensures standards are met, while franchisees tailor initiatives to local needs. For example, a food franchise might mandate compostable packaging nationally, while each local outlet partners with community gardens, schools, or food banks. Together, these efforts multiply, delivering a visible impact across both neighbourhoods and the nation.

For franchisors, ESG is also a recruitment advantage. Prospective franchisees increasingly want to invest in systems that are future-ready, values-driven, and resilient. Building ESG into the business model makes the franchise more attractive, sustainable, and profitable.

Quick Wins that Make a difference

Getting started doesn't have to be expensive. Many small businesses and franchises have achieved impact by:

• Running free energy audits (often provided by utility companies).

• Switching to double-sided printing and reducing paper waste.

• Setting up take-back schemes or repair options to extend product life.

• Surveying employees and customers for sustainability ideas.

Small changes signal to stakeholders that you are serious. They also build the foundation for more ambitious initiatives down the track.

the business case for acting now

Why the urgency? Because ESG is no longer a “nice-to-have”. It is a business imperative shaped by three forces:

1. Customer demand. Consumers are rapidly shifting their preferences towards businesses that demonstrate a positive impact.

2. Talent retention. Employees and franchisees increasingly want to work with organisations that have purpose.

3. Regulatory momentum. Governments are moving towards greater sustainability reporting and compliance. Small businesses that prepare now will be well-positioned for the future. Larger companies are now required to report their emissions and carbon footprint. If you are a smaller business supplying to larger companies, you will need to do it now to provide the measurement to close the supply chain loop.

the esg advantage

For small businesses and franchise systems alike, ESG is not about mimicking the practices of large corporations. It is about finding authentic ways to embed environmental responsibility, social value, and governance integrity into everyday operations.

Done well, ESG unlocks a unique advantage: businesses that are trusted by their customers, supported by their communities, and resilient in the face of change. For franchise systems, the opportunity is even greater: act nationally, engage locally, and the combined impact will be exceptional.

The opportunity is here. The roadmap is clear. And the time to act is now. v

FiFo to Flat whites – a mininG worker’s Franchise story

At 31, FIFO worker Jackson Treg is conscious of not becoming trapped by the so-called ‘Golden Handcuffs’ of his industry. And so, in looking to future-proof his life, he recently entered the world of franchising, taking on one business first before adding another two soon after.

The qualified diesel mechanic took on the Kalamunda Muzz Buzz Store in May of last year, and has recently also become the franchisee of two stores in the Mandurah area – Erskine and Greenfields.

It’s a bold move for someone who readily admits he has no business experience, but that’s what made becoming a franchisee so appealing, he says.

“The franchise model suited me because the initial R&D has already been done. I’m not having to come up with a business idea and

hope that it’s successful, the business case has already been proven.”

The Mandurah local is currently working two-weeks-on and two-weeks-off, working at his stores during his rnr weeks.

“I’ve got great teams in each of the stores so I have confidence that while I’m on site, the day-to-day operations continue as they should.”

“I’ve also got fantastic support from my parents who sort out anything urgent that might pop up while I’m away.”

Jackson says when looking to take on a franchise, he was searching for four key elements;

• Policy & Process: Jackson says he wanted a franchise with established, proven policies and procedures in place to give him the best opportunity for success. “Operations, staff training, marketing – it’s all there so you can come onboard and hit the ground running.”

• Community Focus: Having lived in Mandurah for more than 20 years, and with grandparents who were also Mandurah business owners, Jackson says he was looking for more than ‘just another business’. “We are part of people’s daily routine, we know our regulars by name. We’re more than a drive-thru coffee store, we’re part of the fabric of the local community.”

• Quality Product: Jackson says the quality of the product – whether it be coffee or other menu items – is vitally important.

• Strong Culture: Coming from a mining company that prioritises its people, a positive, supportive culture was nonnegotiable. “I’ve felt welcomed and supported right from the start of the process, and it’s been reflected from head office right through to the teams in store.”

Executive Chairman Warren Reynolds says Jackson’s story is not dissimilar to others in the Muzz Buzz family, and says his aim is to

provide the structure and support to allow people to make the most of the business opportunity.

“We have deliberately created the systems and structures to help franchisees such as Jackson succeed. His success doesn’t just help the broader Muzz Buzz business, it sets up his future and supports local jobs and the local community.”

“It’s great to be able to bring together Australians love of coffee with the Aussie attitude of ‘just having a go’. We look forward to watching Jackson’s progress.”

Jackson says despite the obvious differences between his two industries, he’s found some of his skills have been transferable.

“My current role in mining is less ‘on the tools’ and more about managing people, workflows and knowledge. That’s been immensely helpful for stepping into managing teams of people across three separate stores.”

“Although in saying that, I am still very handy on the tools, which has been helpful when dealing with some of the practical elements of business – being able to sort out minor repairs and the like when needed.”

“My biggest challenge at the moment is finding the balance in terms of essentially working two jobs – but I’ve never been afraid of working hard, especially when I know it will benefit my future self.” v

about Warren reynolDs anD muZZ buZZ:

Warren Reynolds is the major shareholder and Executive Chairman of Muzz Buzz, a WA owned and operated business, specialising in Great Coffee on the Go. There are currently more than 30 stores across metropolitan and regional WA. Mr Reynolds has more than three decades business experience, including in the US and Melbourne.

He’s also an accomplished aerobatic pilot and enjoys flying in his spare time.

Jackson Treg, Muzz Buzz Franchisee

Becoming a multi-unit franchisee isn’t just about repeating what worked with store number one. It’s a whole new ball game!

Owning more than one site takes you from being an operator to being a leader, and that shift changes everything. The systems, structure and habits that made you successful in your first business often won’t hold up as your network grows.

It’s exciting, but it’s also a serious legal and management step up. From employment law and governance to leases, funding and understanding Code compliance, there’s more complexity than most franchisees expect.

Here are some things to consider before you grow.

1. think beyond replication

When your first franchise succeeds, it’s natural to want to replicate that success. But running two, three or ten stores isn’t about cloning the same model, it’s about learning to lead and manage at scale.

Each new location brings new challenges: different demographics, staff, landlords, costs and compliance obligations. What worked for your first store might not translate automatically.

Becomin G a multi- unit Franchisee: it’s a whole new Ball Game

top tip:

Treat multi-unit growth as a business expansion, not a duplication exercise. Review your structure, systems and team before you commit to another site. If your first store relies heavily on you, you’ll need to build processes that let others deliver your standards when you’re not there.

2. Manage employment obligations Like

a pro

Once you operate multiple sites, you’re no longer just a business owner, you’re an employer with real compliance responsibilities.

Under the Employment Legislation, you are legally responsible for correct pay, recordkeeping, rostering and award compliance at every site. Even if your franchisor recommends HR software or provides template policies and procedures in the manuals, the obligation still sits with you. In multi-site operations, payroll and rostering mistakes are easy to make and costly to fix. A single underpayment can escalate into a Fair Work audit, a backpay claim, or a dispute with your franchisor.

Centralise your HR and payroll systems. Use one reliable platform across all stores for timekeeping, rosters, leave and pay. Engage HR experts and build in checks and balances —schedule regular audits. Good systems and support protect you from accidental breaches.

3. build strong Managers and delegate With oversight

You can’t be in every store at once. As you grow, your success depends on the people you trust to run your sites.

Strong managers are the backbone of multiunit operations. They handle day-to-day performance, compliance and team culture when you’re not there.

But delegation doesn’t mean abdication. Without clear expectations and oversight, standards can slip quickly, and small issues can snowball into legal and financial risks.

is an accomplished business and franchise lawyer with over two decades of legal expertise. As the founder 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.

4. Why you still need each franchise agreement reviewed

— even If you’ve signed one before

It’s easy to think, “I’ve done this before, I know what’s in the agreement.” But every franchise agreement is different, and even small changes can have major consequences.

Franchisors regularly update their documents to reflect new laws, Code updates and commercial priorities. A clause that once gave you 30 days to fix a breach might now give you seven. Renewal terms that were once automatic might now depend on new fit-out or compliance conditions.

With so many legislative changes, from the 2023 UCT reforms, to the April and November 2025 Code updates, the fine print is shifting faster than many franchisees realise.

That’s where an experienced franchise lawyer adds real value. A proper legal review goes well beyond checking compliance, it explains how the terms operate in practice and what they mean for your business day-to-day.

A skilled franchise lawyer will:

• identify how the new agreement differs from your previous one;

• highlight any new or changed obligations and why they matter;

• flag hidden costs, restrictions or practical risks; and

• advise what can realistically be negotiated before you sign.

This type of review turns complex legal wording into clear, actionable advice so you understand your rights, responsibilities and options before committing.

Many multi-unit operators only discover issues when they try to sell, transfer or renew, or when a compliance audit uncovers a breach they didn’t know existed. A legal review upfront is far cheaper (and far less stressful) than dealing with problems later.

Treat every new store as a fresh deal. Even if you know the brand and the franchisor, have every franchise agreement reviewed before you sign. The cost of a proper review is minor compared to the value of protecting your investment.

5. don’t get caught by crossdefaults

Many multi-site franchisees are surprised to discover that a problem at one location could potentially jeopardise all their stores.

Multi-site or “area development” deals often include cross-default clauses. This means that if you breach the franchise agreement at one site for example, by falling behind on rent or failing a compliance audit, it could trigger default across your entire group. You don’t want this if you can avoid it.

That can be devastating if one location underperforms for reasons outside your control, such as road closures or landlord disputes.

Negotiate store-by-store cure rights and realistic performance timelines. You should have the opportunity to fix issues at one site without risking them all. This protects you if one store struggles temporarily.

6. align your Leases and franchise agreements

Each store you open will come with a new lease (and a new landlord), and those lease terms must align with your franchise agreement. If your lease runs longer than your franchise term, you could end up paying rent on a store you’re no longer licensed to operate.

Conversely, if your lease expires before your franchise renewal, you might lose your location even if the franchise term continues.

Always check that your lease term and options match your franchise term and options. Get independent legal advice before signing any lease or incentive deed — don’t rely solely on the fact that this is ‘not your first lease’.

7. know When to seek advice

As you grow, the risks compound, but so do the rewards. The difference between smooth scaling and stress often comes down to getting the right advice early.

A quick review of your agreements, leases and HR systems can prevent months of costly problems later.

At Rise Legal, we help franchisees navigate that next stage of growth, reviewing franchise and lease documents, setting up compliance systems and making sure your structure supports, rather than hinders, expansion.

Don’t wait until something goes wrong to talk to a lawyer. The right advice early can save you from losing time, money and peace of mind later.

the bottom Line

Owning multiple franchise sites can be incredibly rewarding, but it’s not just “copy and paste.” Each step up in scale adds new legal, financial and people challenges.

Before signing on for your next store, make sure your structure, systems and agreements are ready for it, because once you’re operating across several locations, the game changes.

If you’d like to sense-check your setup before expanding, I’d be happy to help you map out what to review and where to focus.

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.

trusted excellence in printin G For over 30 years

An Australian success story since the 1980’s, many national brands and local businesses have trusted Impressu to deliver world-class, visually impressive print and digital work for their brands.

Now owned by a top 100 ASX listed company based in Queensland, Impressu is regarded as the leading end to end print solutions provider in Australia. The business operates 24/6 producing high-quality, high-volume work for local, national and international delivery. When you partner with Impressu you get direct access to one of Australia’s best fleets of high-tech printing equipment alongside one of the most experienced production teams – all under one roof. This minimises the risk of timing delays and quality control issues caused by outsourcing to third party suppliers.

Impressu Print Group continues to evolve with new technologies, environmentally sustainable products, digital media and enhanced online client services. Creating and maintaining honest and lasting relationships with our family of customers is at the core of our values. With a proven track record and our ongoing commitment to exceed your expectations, we will continue to Impressu.

Our printing services range from creating a variety of beautiful and visually impressive materials using the latest trends, tools and

technologies to help your business manage the entire process with our print management services. You can be sure that we are your top go-to partner for any of your printing needs.

trusted printers in the franchise and network industry

When you work with Impressu you know you’re working with Australia’s most knowledgeable team of printing experts for retail, franchise and branch network printing. Impressu partners with many of the country’s leading franchise networks including Domino’s, Michael Hill Jeweller, Highgrove Bathrooms, TJM, Eyecare Plus, Fitstop and others. We deliver a complete range of print, kitting, storage and distribution services for these brands in Australia, New Zealand, and

as far away as Canada. Every week Impressu prints more than 2.5 million posters, brochures, letterbox leaflets, point of sale items and much more, just for these brands.

point-of-sale printing

For franchise and network businesses aiming to attract customers, our point-of-sale printing solutions are the perfect choice. At Impressu, we collaborate with you as a strategic partner to ensure your brand is accurately represented and your store presence is impactful.

Our expertise in POS printing will help you create visually appealing displays that resonate with your audience and enhance the shopping experience. You’ll be amazed at the difference our high-quality materials can make for your store and overall business. We can help you elevate your retail environment and drive customer engagement!

offset & digital printing

You can trust the Impressu print team to make your brand stand out from the pack. Impressu can print in all formats, plus finish and bind to your specifications. Whether large offset print runs, wide format, or personalised digital short runs, Impressu can provide any of your print requirements. The team can help you select the right environmentally friendly paper stock to meet your brand’s sustainability credentials. We produce books and bound documents,

“ For franchise and network businesses aiming to attract customers, our point-of-sale printing solutions are the perfect choice. At Impressu, we collaborate with you as a strategic partner to ensure your brand is accurately represented and your store presence is impactful.”

annual reports, magazines, catalogues, flyers, brochures and much more.

signage and packaging solutions

We specialise in creating beautiful and visually appealing signage of all kinds. Whether you need indoor or outdoor signs, promotional displays, or directional signage, you can trust us to deliver high-quality results that enhance your brand.

In addition to signage, we are the go-to Australian printers for packaging solutions.

Our expertise ensures that your products not only stand out on the shelves but also remain true to your brand identity. With our innovative packaging designs, you can attract more customers and elevate your product’s market presence.

direct Mail & Letterbox Marketing

We offer a comprehensive advisory service that assists in strategising and implementing direct mail and letterbox marketing campaigns.

Direct Mail

We expertly design and print every element of your campaign to ensure maximum impact, no matter if it’s a standard DL mailing or a custom-designed 3D-mailpack with interactive involvement devices. With Impressu, you don’t have to worry about anything as we take care of preparing and lodging all your mail with Australia Post, so you can enjoy any applicable postal discounts. Trust us to deliver the complete package for creating and distributing your direct mail campaign.

Letterbox Marketing

Impressu helps your brand stand out in the letterbox to drive traffic to your store or website. Australia’s leader in letterbox marketing services, Impressu delivers from start to finish - including print production, distribution scheduling and booking and campaign management. Use the interactive mapping portal to select your distribution areas in Australia Post’s Unaddressed Mail Service delivery areas. You can also customise your campaigns with QR or promotion codes for retail redemption and performance tracking. Impressu prints more than 150 million letterbox items annually and fully manages ongoing local area marketing programs for large network businesses. Let our expertise help you succeed.

Letterbox Flyers continue to be a major channel in Domino’s Media Mix delivering high contribution to sales. In FY24 Letterbox Flyers accounted for 21% of Marketing Sales and recorded an ROI of 157%*.

Contact Sheena Davis

Email: marketing@impressu.com.au

Or visit the website: www.impressu.com.au

GROWTH SINCE BELGRAVIA ACQUISITION

GYMBAROO ACCELERATES NATIONAL GROWTH SINCE BELGRAVIA ACQUISITION

Leading early childhood development program, GymbaROO, is undergoing a transformative phase of national expansion following its acquisition by Belgravia Group in late 2023.

Leading early childhood development program, GymbaROO, is undergoing a transformative phase of national expansion following its acquisition by Belgravia Group in late 2023

Since commencing the 2025-26 financial year, 16 new company-owned centres and 3 franchise sites have opened across the country, taking the total number of venues to 75, marking a significant milestone in the brand’s growth trajectory.

This growth is backed by direct investment from Belgravia Group, which has funded the development of these centres using its own capital The decision to invest internally demonstrates a strong belief in the long-term profitability and impact of the GymbaROO business

This growth is backed by direct investment from Belgravia Group, which has funded the development of these centres using its own capital. The decision to invest internally demonstrates a strong belief in the long-term profitability and impact of the GymbaROO business.

Geoff Lord, CEO of Belgravia Group, said the expansion is both a strategic business move and a response to increasing demand for high-quality early childhood programs

Geoff Lord, CEO of Belgravia Group, said the expansion is both a strategic business move and a response to increasing demand for high-quality early childhood programs.

Geoff Lord, CEO of Belgravia Group, said the expansion is both a strategic business move and a response to increasing demand for high-quality early childhood programs

“GymbaROO is a proven business with a powerful purpose We are backing it with our own capital because we believe in the product, the outcomes it delivers, and the market demand This is a growth story with substance,” Lord said

“GymbaROO is a proven business with a powerful purpose. We are backing it with our own capital because we believe in the product, the outcomes it delivers, and the market demand. This is a growth story with substance,” Lord said.

“We are building centres ourselves, creating ready-to-operate businesses that deliver immediate value to communities and future owners.

“We are building centres ourselves, creating ready-to-operate businesses that deliver immediate value to communities and future owners

“By end of FY 2025–2026, we plan to open another 25 company-owned centres, bringing us to 100 in total, further strengthening our national footprint and helping more children access high-quality developmental programs ”

This expansion is part of Belgravia Group’s 1 Million Kids Initiative, which aims to get one million Australian children active through its network of businesses.

This expansion is part of Belgravia Group’s 1 Million Kids Initiative, which aims to get one million Australian children active through its network of businesses

research-backed programs driving demand

Research-Backed Programs Driving Demand

With growing household awareness and appreciation for child-focused neurological research, GymbaROO proudly builds on its strong foundation in early development programs. These programs support optimal neurological growth by introducing children to sensorymotor movement activities from an early age and reinforce the organisation’s longstanding understanding that such programs lay the foundation for a child’s best start in life.

With growing household awareness and appreciation for child-focused neurological research, GymbaROO proudly builds on its strong foundation in early development programs These programs support optimal neurological growth by introducing children to sensorymotor movement activities from an early age and reinforce the organisation’s longstanding understanding that such programs lay the foundation for a child’s best start in life

“We know what works. Our programs are grounded in neuroscience and movement science, and they consistently deliver outcomes that parents value. That’s why we’re expanding. Families trust us, and the business is thriving,” Vucic said.

“We know what works Our programs are grounded in neuroscience and movement science, and they consistently deliver outcomes that parents value. That’s why we ’ re expanding Families trust us, and the business is thriving,” Vucic said

“We know what works Our programs are grounded in neuroscience and movement science, and they consistently deliver outcomes that parents value That’s why we ’ re expanding Families trust us, and the business is thriving,” Vucic said

step Into success: franchise centres available to buy

Step Into Success: Franchise Centres Available To Buy

As part of this growth strategy, the newly opened centres are now available for franchise purchase. This model offers a rare opportunity for franchisees to step into fully operational businesses with immediate revenue potential and the backing of a nationally recognised brand.

As part of this growth strategy, the newly opened centres are now available for franchise purchase This model offers a rare opportunity for franchisees to step into fully operational businesses with immediate revenue potential and the backing of a nationally recognised brand

GymbaROO invites educators, entrepreneurs and health professionals to explore franchising opportunities and join a growing network that is commercially successful and socially impactful.

GymbaROO invites educators, entrepreneurs and health professionals to explore franchising opportunities and join a growing network that is commercially successful and socially impactful

For more information and to download our Franchise Information Pack, visit www.gymbaroo.com.au/franchising or scan the QR code below.

For more information and to download our Franchise Information Pack, visit www gymbaroo com au/franchising or scan the QR code below

For more information and to download our Franchise Information Pack, visit www.gymbaroo.com.au/franchising or scan the QR code below.

Corina Vucic, CEO of GymbaROO, said the brand’s success is built on decades of research-backed programming and a deep understanding of child development

Corina Vucic, CEO of GymbaROO, said the brand’s success is built on decades of research-backed programming and a deep understanding of child development.

Corina Vucic, CEO of GymbaROO, said the brand’s success is built on decades of research-backed programming and a deep understanding of child development

B rid G in G the G ap why personal branding is a franchisee’s secret weapon

B dc developments: supporting australia’s growing franchise business F er G uson plarre’s Bakehouse the B usiness o F Bakin G people happy, and pro F ita B le

senior helpers is invitin G australians to lead with purpose

in Franchisin G

The franchise sector in Australia continues to thrive and is the backbone of growth in the small business sector.

Where is franchising headed over the next few years?

The irony is that even with uncertain economic times and a volatile world economy more people are turning to franchising as an option to being employed or setting up their own business.

We are experiencing a veritable “franchise frenzy” “would you like fries with that”? establishing new franchise systems, assisting overseas franchisors enter our market and advising franchisees.

With many companies reducing their workforce (look at the banking sector laying off thousands of staff) many people need to find an alternate means of income and they have a different view on work life balance, seeking greater flexibility to work from home or work more flexible hours.

There are many franchise systems that offer that flexibility with work from home models to mobile franchises. Change is good, we should embrace it!

This is great news for franchisors as more prospective franchisees are in the market but there are also more systems on offer, so franchisors need to lift their game to attract franchisees.

the franchise model as a means of expansion

Franchising is not just the fast food and QSR brands we all know but now expands into sectors such as health and beauty, aged care, NDIS and home care, fitness, freight and logistics, mobile home services, finance, real estate, childcare and early learning and activities.

There is virtually no business that cannot use franchising as the platform to expand their brand and footprint interstate or internationally.

When looking at models to expand, other options should be considered such as bringing in investors or growing via more staff, but these all come with their own risks, issues and costs.

All businesses need to “leverage” to grow that is, they need to rely on the efforts of others to generate greater revenue and profit. Franchisees and Master Franchisees invest their own capital to establish their business, and this means the brand can expand more quickly into different states, regions and countries.

Franchisees have a vested interest in their own success and this will lead to success for the Franchisor.

To establish a viable franchise model requires expert advice to ensure Australian Franchise Code compliance and that the proper modelling has been done to ensure the long-

term financial viability for all parties.

The upfront costs to set up a new franchise system may be $40,000 (low end) to $120,000 to establish the systems, support, training, operations procedures and technology needed to support a franchise system.

It is also important to decide whether establishing a franchise system as a means of expansion is the right model for you and consider other options.

australia is open for business

Australia now more than ever, is an attractive market for overseas companies and franchisors looking to expand their brand.

Over my 38 years in the franchise sector I have seen many “franchise trends” come and go, for example, we had the chicken and burger franchise era, then ice creameries on every corner, pizza franchises galore, coffee and chocolate franchises, and now it’s all about Bubble Tea and Pilates studios!

We have the continuing “my burger is best” wars in Australia with the influx of US brands such as Taco B, Five Guys, Wendys and Carl’s Jr coming into the market competing with our local brands. No doubt the consumer will decide who sells the best burgers!!

There are many overseas franchisors entering the Australian market in sectors such as Health and Beauty, Seniors and Home care, Childcare/ Early Learning and Home

improvement / smart living services. All of these sectors are expected to grow between 7 % to 10% over the next 12 months.

Each business sector is intensely competitive, and franchisees are more savvy, with greater access to conduct research and comparative analysis so franchisors have to really stand out from the crowd.

For franchisees looking to get into a franchise there is a “smorgasbord” of systems on offer, but you need to do your homework, as once you get into a franchise there is no easy way out!

key challenges for business

The challenge for all business great and small continues to be cost of goods and inflation, labour shortage, data security issues as well as the adoption of automation and AI and the need to be sustainable and environmentally responsible.

robert toth is Special Counsel and Franchise Specialist at Sanicki Lawyers with over 35 years of experience in franchise, licensing and distribution law.

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

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

Some business services may simply disappear replaced to an extent by AI it is predicted over the next 3 to 5 years ! while other businesses may thrive, grow and be more profitable from use of AI.

We are already seeing many business sectors such as the Banking sector laying off thousands of employees to cut costs and employing staff offshore at lower cost. What’s for lunch?

uptake of AI, good old human interaction and communication will still be a key element to running a successful business.

“The challenge is to balance the rapid technological advances while retaining a human touch”.

Greenwashing issues

franchisees demand more from their franchisors

Franchisors need to work harder on innovation, data systems and data protection and really understand their consumer market.

A Franchisor that embraces technology and provides effective training and support and implement the use of technology into their operations to maximise profitability, will be ahead of their competition.

Franchisors need to have uniform financial reporting and benchmarking of franchisees performance, a clear marketing message, and an attractive brand and use creative social media.

Franchisees want franchisors to be more open and transparent and inclusive in their approach, something franchisors were not previously good at.

Franchisees also expect (and franchisors need to show) greater interest in the financial performance of their franchisees.

This means the franchise model has to work financially for the franchisee so the operator can take a reasonable salary for their effort, and the franchise gives them a “reasonable opportunity” to get a return on their investment (now a requirement under the Franchise Code).

What’s in store over the next 3 - 5 years?

Technology and AI

Franchisees need to consider how the franchise they take up will be impacted by changes in technology and use of AI.

Recently I was having my regular pizza and wine lunch with Ernest Stabek of SIP Management Consultants, discussing where the world is heading with the uptake of AI, bot’s, cyber security issues and rise of and crypto currencies …. maybe it was one too many wines?

Ernest is a trusted strategic advisor and executive coach who has assisted many of my clients and many established businesses over the years working with business founders and their executive team with strategic thinking and planning.

Ernest works closely with businesses in the tech space and start-ups, to help get them off the ground or grow he highlighted that despite all of the advances in technology around us and the rapid rate of change and

All businesses need to be aware of the risks of incurring substantial fines and penalties for Greenwashing, which may be considered misleading and deceptive conduct under the ACL.

Greenwashing occurs when a company exaggerates or falsely claims environmental benefits to appear more sustainable than it is, to capitalize on consumer demand for ecofriendly options.

ASIC indicates they are closely monitoring net zero statements and use of terms such as “carbon neutral”, “clean” or “green” and investment exclusions relating to eco-friendly investments.

Using vague language such as “eco-friendly" or "100% biodegradable” (when not) and marketing which gives the impression that the companies products or practices are better for the environment than they are in fact, are all potentially greenwashing.

“ A great example of this was the Bendigo Community Bank franchise model which I was involved in for over the last 15 years which reinvigorated regional towns and metropolitan areas.”

This has also been driven by the need for companies to meet there Environmental, Social, and Governance (ESG) or green credentials.

Recent cases indicate a shift in the courts’ approach to assessing misleading and deceptive conduct in relation to ESG disclosures and highlights the risk for businesses that are caught.

The Federal Court recently imposed a $410.5 million penalty against Active Super a super fund manager for greenwashing misconduct. ASIC has also issued a number of infringement notices against companies in the investment sector where they engaged in misleading conduct asserting eco-friendly investments.

This conduct can be applied to any business sector even to Franchisors in the way they market and promote their services or product.

Apart from the penalties a company can suffer reputational damage and loss of consumer confidence if they are named and shamed by ASIC.

data and privacy act issues

Under the Privacy Act, the maximum penalty for a serious contravention can be substantial, calculated based on the organisation's benefit or turnover.

All businesses need to implement strong data security measures to prevent breaches, which can include locking down systems, staff training and ensuring they have policies and protocols in place if a breach occurs for reporting.

Small business with an annual turnover of $3 million or less (which includes all income from all sources excluding assets held, capital gains or proceeds of capital sales) are excluded however we suggest it is good business practise and sends a positive message to your consumers if your business follows the necessary systems and protocols.

A small business that provides health services or trades in personal information must comply with the Act even if their turnover is below the threshold.

The Act also allows a small business to opt into the Act which can be a positive statement by the business to its customers

that it is committed to good privacy practise. The fines are up to $360,000 for individuals who fail to report a data breach and $2.1 million for businesses. Businesses need to ensure they have in place a process for dealing with and reporting a data breach.

What steps should you take for cyber security?

• Ensure your software is updated to protect personal information.

• Implement firewalls for protection such as multi factor authentication.

• Train staff to recognize threats, and regularly back up data.

• Engage experts and don’t leave it to your in house It team.

• Limit employee access and remove exemployees’ access.

Businesses can subscribe to the Australian Cyber Security Centre (ACSC) for more information and tips to help secure their systems and data.

thinking outside the “cbd” square - regional opportunities

With the growth in regional areas and housing affordability pushing families and many new migrants to live in outer city regions this has led to the great urban growth corridors and opportunities for small business.

In all these regional centres and growth corridors they need supermarkets, medical

and childcare centres and supporting businesses which offer excellent opportunities for franchisors and franchisees outside the traditional CBD and Metropolitan area.

Another benefit here, is that the occupancy costs such as rents are lower in regional areas which can make the franchise model more profitable for franchisees.

Both franchisors and franchisees can also contribute to the local community which is good for the business, the brand and the community.

A great example of this was the Bendigo Community Bank franchise model which I was involved in for over the last 15 years which reinvigorated regional towns and metropolitan areas.

What does all of this tell me?

Franchising continues to be an exciting and dynamic business sector with excellent opportunities and continues to be the most successful model for rapid market and brand expansion.

Franchisors need to ensure they offer something unique and attractive to franchisees who have many franchise opportunities available to them.

As with any investment or business opportunity there is a risk, and franchisees need to choose wisely and seek Specialist Franchise Legal and financial advice, to limit their risk and make an informed decision. v

f r a n c h i s e n e t w o r k n o w

f o r t h e l o w c o s t

i n v e s t m e n t o f

$ 8 5 , 0 0 0 + G S T

B dc i nvestments: s upportin G australia’s Growin G Franchise Businesses

Starting a business in Australia is tough. Of the 2.5 million businesses registered for GST, 98% are small businesses, and nearly 60% don’t make it past their first three years.

Money helps, but it’s rarely enough on its own. BDC Investments Group was built around this reality—founded by people who’ve run franchises and retail businesses themselves, the group provides both capital and hands-on support to help Australia’s emerging franchisors and retailers actually grow.

What bdc Investments does

BDC Investments Group sits within the broader BDC Partners network. Their focus is straightforward: they invest in promising franchise and retail businesses and work directly with them to increase profitability and value for shareholders.

Jon Sully, Managing Director, oversees deal flow, operations, and reporting. Under his leadership, the group has built a portfolio that includes brands like ComputerXplorers (a UK-based concept operating in Australia and the US), Bubba Pizza (a 25-year-old Australian pizza brand), SIGNWAVE (the Australian master franchisee of the USbacked FASTSIGNS network), and House of Golf, a growing golf retailer.

the goal: building significant value

BDC Investments has set out to build a billion-dollar asset portfolio by investing in multiple emerging businesses—whether they’re already franchised or preparing to franchise. The vision is about creating sustainable growth that works for the businesses, their founders, and investors. Their approach centres on three things:

• Identifying franchise concepts with real potential and helping them scale

• Using capital and operational knowledge to improve business performance

• Delivering strong returns while creating lasting value for founders and operators

Why so Many businesses struggle

The challenges facing small businesses in Australia are well-documented. In 2023

alone, around 475,000 new businesses launched. Most didn’t survive long.

The Australian Bureau of Statistics points to several common problems:

• Insufficient market demand: Many businesses launch without truly understanding what customers need or how to stand out from competitors

• Financial mismanagement: Running out of cash, poor planning, and weak financial controls are frequent killers

• Lack of strategic planning: Without a clear direction, businesses struggle to anticipate problems or spot opportunities

• Execution failures: Even good strategies fall apart without strong leadership, operations, or marketing

More than Just Money

What sets BDC Investments apart is the depth of involvement. The team has spent decades in strategy, operations, and scaling businesses across different industries. They don’t just write checks—they work alongside the businesses they invest in.

The partnership looks like this:

• Strategic guidance: Collaborating with founders to build realistic growth plans

• Operational support: Streamlining processes and improving efficiency

• Commercial insight: Drawing on market knowledge to spot opportunities and navigate challenges

Jon Sully describes different phases of leadership. During critical moments, the team takes a “wartime leader” approach— making quick decisions and optimising performance. In more stable times, they shift to “peacetime leadership,” focusing on sustainable growth and long-term value.

Through BDC Partners and the BDC Collective network, portfolio companies can access advisors in Property and Site selection, Legal matters, Franchise Recruitment, Performance & Talent Acquisition, and Marketing. The wider Collective businesses include Fordhams Group, GapMaps, Associated Projects, Benjamin & Benjamin Insurance, and Little Giant Finance—all focused on supporting franchise growth.

Bruce McFarlane, CEO of BDC Partners and director of BDC Investments, sees his teams as extensions of the franchise and retail businesses they support, not just external advisors.

sIgnWave: a recent example

SIGNWAVE provides custom signage, graphic design, and visual communication for businesses of all sizes. Their services cover everything from initial design consultation through to installation and maintenance of banners, vehicle graphics, and digital displays.

Since partnering with BDC Investments, SIGNWAVE has expanded its headquarters operations team to better support franchisees, improved customer engagement, and strengthened its presence across Australia.

BDC’s involvement goes beyond funding. They’ve helped SIGNWAVE streamline operations, refine marketing strategies, and expand service capabilities. It’s a practical demonstration of how capital combined with operational experience can help a business grow.

building for the Long term

BDC Investments is working to address the real challenges of small business growth and franchise scalability in Australia. Their longterm strategy involves:

• Finding high-potential businesses: Targeting emerging franchises with scalable models and clear growth paths

• Providing flexible capital: Offering funding structures that match the specific needs of franchise operations

• Improving operations: Helping with everything from supply chain management to marketing and talent

• Aligning interests: Building value for both investors and founders

The combination of these elements creates a model for sustainable success in a difficult market.

a partnership approach

In a landscape where close to half of new businesses fail to reach profitability, BDC Investments Group offers something different for emerging franchises and retail businesses. Led by Jon Sully, the group brings together capital, operational experience, and strategic knowledge to help businesses grow and build lasting value.

The work with companies like SIGNWAVE shows how this approach works in practice— taking promising businesses and helping them develop into stable franchises with solid foundations and clear paths forward.

about bruce mcfarlane:

Bruce is the CEO of BDC Partners, a network of professional services firms dedicated to helping franchisors and retailers grow and scale their businesses.

With more than 30 years of experience in both law and business, he brings deep expertise in franchising, mergers & acquisitions and commercial law through specialist firm, BDC Law. Bruce works closely his former franchisor business partners as part of BDC Strategy, where they provide practical advisory services to emerging franchisors and retailers.

Bruce’s involvement in the franchise sector is broad and hands-on as he also serves as a director at Hattch, an innovative franchise lead generation platform, and is a franchisee, with his daughters, of Recovery Lab Mornington.

In addition, Bruce sits on the board of BDC Investments Group, where he plays a key role in sourcing, evaluating, and supporting investments in emerging and established franchise and retail brands.

With his strategic direction and oversight, the group has built a diverse portfolio that includes ComputerXplorers, Bubba Pizza, SIGNWAVE and House of Golf, each reflecting BDC’s focus on scalable growth and long-term value creation.

Finally, Bruce has been an elected member of the Franchise Council of Australia’s Victorian State Committee for 15 years and runs the Events Subcommittee.

For Australian entrepreneurs looking to franchise or scale retail operations, BDC Investments provides partnership, guidance, and practical support based on real experience. With BDC in their corner, emerging businesses get the tools they need to avoid common pitfalls and reach their potential. v

why traits, n ot trends, d e Fine the Future o F Franchisin G

Franchising has become a prominent feature in Australian and New Zealand suburbs, with coffee vans at intersections, boutique fitness studios in retail areas, and eco-focused food operators replacing traditional fast-food outlets. While the industry continues to expand, not all franchises succeed.

Success often depends less on the brand or product and more on the individual managing the business.

Franchising is often seen as a safe way to start a business, offering an established system, a recognised brand, and proven processes. While this may seem like a shortcut to success, the reality is quite different. A franchise provides a framework, not a guarantee. Ultimately, success depends on how the operator leads, manages, and executes the business on a daily basis.

Consider the world of sport. Every team plays

under the same rulebook, yet performance varies dramatically. The difference lies in discipline, mindset, and leadership. Franchising is no different. Two franchisees may open identical stores, in comparable locations, under the same brand system, and still achieve completely different results.

Success is not replicated by a system alone. It is amplified by the character and consistency of the operator. Over the years, working with franchisees across various industries, I have found that the highest performers share a core set of traits that show up in daily habits, decisions, and standards. They shape how you lead, how you respond to challenges, and how you engage with customers.

Below are ten traits that repeatedly surface in franchisees who outperform their peers and why they matter more than ever in today’s market.

1. ownership

In an age of transparency, accountability defines credibility. Online reviews and social media give customers a voice, and that feedback can build or break a reputation overnight. The best operators take full

responsibility for every outcome. When sales drop, they ask what they can do differently. When a mistake occurs, they focus on improving training or clarity, rather than assigning blame. Ownership creates control, and control drives improvement.

2. discipline

Franchise systems are built for consistency, but consistency depends on discipline. Top performers follow the system meticulously, particularly early on, knowing that the playbook exists for a reason. They maintain standards even when no one is watching. Discipline is rarely exciting, but it is what converts potential into performance. In a competitive market, disciplined operators earn loyalty through predictable quality.

3. sales Mindset

Every franchisee is a sales leader. Regardless of whether you operate a restaurant, service business, or retail outlet, your role is to generate revenue through connections. The strongest operators focus on daily sales activity, seeking new customers, creating repeat visits, and adding value with each interaction. Sales, done well, is not about

pressure. It is about solving problems, helping others, and building relationships that sustain growth.

4. customer obsession

The modern customer is buying an experience, not just a product. Transactional service is no longer enough. Successful franchisees design experiences that feel personal and memorable. They greet customers by name, remember preferences, and embed care into every detail. Over time, this obsession transforms one-time buyers into advocates who promote the business for free.

5. Leadership and team development

Recruitment and retention are among the toughest challenges facing franchisees today. Strong leadership is what keeps teams engaged. Great operators build cultures that attract and retain talent by developing their people, communicating a clear vision, and recognising effort. They coach as much as they manage. As the saying goes, culture eats strategy for breakfast, and in franchising, culture starts with the operator.

6. adaptability

Markets shift quickly. Menu trends, technology, supply chains, and consumer preferences can all change within a matter of months. High-performing franchisees anticipate change, rather than resisting it. They learn fast, pivot when needed, and view disruptions as opportunities to improve systems. Adaptability is not about reacting to chaos but about staying ready for it.

7. community engagement

Franchisees who integrate into their local communities gain something national marketing cannot buy, which is trust. Whether through sponsoring a school event, partnering with local businesses, or attending community markets, visibility matters. People support businesses that support their neighbourhoods. The most resilient operators become known not only for what they sell, but for the value they bring to their community.

8. financial savvy

Rising costs and tight margins make financial literacy a non-negotiable necessity. You do not need to be an accountant, but you do need to understand cash flow, labour ratios, and gross margins. The best operators regularly review numbers and use data to make informed, timely decisions. Knowing your numbers gives you the confidence to act early, not react late.

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.

info@tonymeredithcoaching.com.au https://tonymeredithcoaching.com.au/ https://www.linkedin.com/in/tony-meredith-coach/ https://www.facebook.com/tonymeredithcoaching

9. growth Mindset

Training from the franchisor provides the foundation, but continuous learning builds the structure. Top performers seek feedback, coaching, and professional development beyond what is required. They stay curious, embrace new technologies, and view setbacks as lessons rather than failures. A growth mindset keeps a business moving forward even when the market slows.

10. resilience

Every franchise faces setbacks such as economic shifts, supply issues, labour shortages, or unexpected competition. Resilience determines who survives and who folds. The most successful operators maintain perspective when things go wrong and persist through fatigue and frustration. Resilience is about endurance, and that quiet decision to keep going when enthusiasm fades.

the constant behind the change

Trends in franchising will continue to evolve through eco-initiatives, digital ordering, and community-based marketing, but the traits that underpin success rarely change. Systems, technology, and brand awareness all help, but human qualities determine whether those tools are used effectively.

The brand sets the stage, and the system provides the structure, yet the operator decides the outcome. The everyday discipline to maintain standards, the mindset to learn and adapt, and the leadership to build teams and community are what sustain performance long after trends have shifted.

Ultimately, franchising success is not a matter of being in the right market at the right time. It is about bringing the right traits to the opportunity in front of you. Trends may attract attention, but behavioural traits create longevity. v

From cleaner to awardwinnin G Businesswoman:

h ow d eBB ie n ielsen Built a successful

Business with t he c heesecaK e s hop!

For aspiring franchisees, taking the leap into business ownership can feel intimidating. It demands dedication, a willingness to learn and a healthy dose of courage. And Debbie Nielsen is no stranger to any of these.

When her husband and her spotted a “For Sale” sign outside The Cheesecake Shop in Hervey Bay, they had no baking skills, no business experience and no roadmap for what lay ahead. At the time, Debbie was working long hours as a cleaner in a busy nursing home, yet something about that little shop called to her and she made the bold decision to take the leap.

In August, Debbie was crowned ‘Culture Champion’ at The Cheesecake Shop’s annual Franchise Partner Conference Awards.

Today, Debbie is the proud owner of The Cheesecake Shop in Hervey Bay; a thriving, multi-award-winning business and local dessert staple in her community. She shares her journey of turning a leap of faith into a remarkable success story.

career Journey & Milestones

“Despite the name, taking over the store was anything but a piece of cake. I had to learn everything on the job: staying late to practice piping roses one shaky swirl at a time, mastering the ovens and poring over spreadsheets long after the doors had closed.”

“Over the past 23 years, I’ve grown not only as a baker but as a business owner, learning the ins and outs of running a successful franchise and turning my store into a topperforming location.”

“I still remember the first order coming in. I was so nervous I had to get my husband, Darren, to help bake it! Somehow, decorating the cakes felt even more nerve-racking than running the business itself. But over time, my baking and decorating skills have grown alongside my business skills, and that combination has helped me create a store I’m proud to run.”

“Along the way, my efforts have been recognised with awards including Queensland Franchise Award of the Year (2015), Queensland and National Franchise Award of the Year (2017), and Culture Champion Award (2025); milestones that

“ Over the past 23 years, I’ve grown not only as a baker but as a business owner, learning the ins and outs of running a successful franchise and turning my store into a topperforming location.”

reflect the hard work I’ve put in and the incredible support I’ve received from my team and the franchise network.”

hervey bay’s community Impact & team spirit

“Giving back has always been central to my store and nothing has shown me the power of community quite like The Cheesecake Shop’s Make-A-Wish campaign for Quinn in 2024. From the moment we shared Quinn’s story, the people of Hervey Bay rallied around her. Some customers bought $30 cakes for $100, insisting the change go straight to Quinn’s wish, while others stopped by to donate even just a few dollars. By the end of the month, our store had received the largest donations nationwide.”

“Meeting Quinn in person with my daughter Ash was one of the most special moments of my journey. Seeing the joy on her face and realising how something as simple as a cupcake fundraiser could make such a difference, reminded me that the true success of a business lies in how much it can give back to the community that supports it.”

“Over the years our store has fundraised for countless charities, from the Australian Red Cross to Ronald McDonald House and Hip Dysplasia Australia. Watching the community come together reminds me that a business can be more than profits, it can be a force for good. That experience has taught me how important it is for business owners to truly get to know their community, because the support you give and receive can shape your business just as much as your daily operations.”

“ Meeting Quinn in person with my daughter Ash was one of the most special moments of my journey. Seeing the joy on her face and realising how something as simple as a cupcake fundraiser could make such a difference, reminded me that the true success of a business lies in how much it can give back to the community that supports it.”

franchise support & collaboration

“Having a strong franchise network made all the difference when I stepped into a business I’d never run before. The Cheesecake Shop team supported me every step of the way, from professional training and resources to guidance on baking, operations, and marketing. They also offer ongoing development opportunities and a comprehensive support network, including weekly newsletters, monthly webinars, biannual roadshows and an annual conference where franchise partners can connect with leadership, industry experts and fellow partners.”

“Their support gave me the confidence to tackle areas I have no experience in and helped me find my footing when everything felt overwhelming.”

“My advice to anyone starting out is simple: work hard, but don’t be afraid to ask for help. Leaning on your franchise network isn’t a sign of weakness, it's the secret ingredient for success.”

“Running a franchise takes grit, patience and a willingness to learn. But if you’re prepared to put in the work, it can be one of the most rewarding paths you’ll ever take. Lean on your franchise network, take calculated risks and never underestimate the value of building real connections with the people around you.”

about

Debbie n ielsen: Debbie Nielsen is the award-winning Franchise Partner of The Cheesecake Shop in Hervey Bay. Over the past 23 years, she has transformed her store into a top-performing franchise through dedication, resilience, and a strong commitment to her team and community. Debbie’s accolades include Franchisee of the Year (2017), Queensland Franchise Award of the Year (2015), and Culture Champion Award (2025). Beyond business, she is passionate about giving back, supporting causes like Make-A-Wish, the Red Cross, and Ronald McDonald House.

Br id G inG the Gap why personal Branding is a franchisee’s secret weapon

Your national brand is a proven asset, delivering recognition and establishing trust. Yet, to truly succeed in your local area, you need to be more than a sign at the front of your shop or the side of your van; you need to stand out as a local leader. This is where the power of personal branding steps in as the vital bridge, closing the chasm between the national franchise brand and the need for deep community connection.

When I was a kid growing up at the YMCA Camp, we had a classic swing bridge. It was made of wooden planks and metal cables, and while it only spanned a small creek, for most kids, crossing it felt

terrifying. They’d slowly step on and creep over it, clinging to the sides, eyes fixed on the shaky planks beneath their feet. But for us, the camp kids who lived there, we didn't just walk or run across it - we fearlessly rode our bikes over it!

We understood that the bridge, despite unnerving in its movement, was structurally sound. Once you committed to the flow and understood its rhythm, that initial fear transformed into exhilarating confidence.

Many franchisees approach building a personal brand with that same trepidation. They hide behind the franchise sign, banking on it like a corporate shield, believing that the brand will do the heavy lifting for them when it comes to delivering a strong marketing message.

Stepping out to become a local leader can feel frightening and shaky at first, but like the swing bridge, the initial fear can quickly give way to

a sense of flow once you tackle those first few steps, and the benefits of developing your personal brand are massive.

The key to unlocking this vital influence as a community leader, well known and trusted, is Finding Your Brand True North - a clear direction that ensures you are respected as a business leader in your local area.

Building this magnetic local profile is fundamentally about reaching your community and initiating a cascade of influence that makes you a key opinion leader, someone who is as trusted as the national brand you work under.

The Cascade of Influence concept is where one piece of advocacy generates two or more streams of influence. You only need a handful of other key opinion leaders in your area to become your best word of mouth referral stream to constantly fill your sales funnel. This creates a powerful referral network where recommendations cascade down to your target clients.

Here’s how to take the leap of faith, cross that bridge, and turn intention into influence so your business can attract more of those ideal clients and customers, and you can become the number 1 referred to provider in your area:

• Network with focus: Regularly attending local business and community events increases your chances to create connections with other business owners and leaders, customers, and potential partners. The goal is to build unwavering confidence and a sense of clarity and direction.

• Show up where it matters: Make regular appearances at local school, sports, or community events. Sponsor and support those that match most with your brand values - giving raffle prizes, donations, offering to host or MC, or even run the catering. Even if you’re not an extrovert, you can create team building exercises by simply getting involved. This positions you as an engaged and visible member of the brand, which helps to drive brand awareness and defines your business leadership.

• Find the food chain: Consider the life cycle of your ideal customer and what other services they use. Then cultivate connections with other service providers (accountants, real estate agents, landscapers, pool cleaners…anyone who provides a different service from you to the same audience) and insert yourself into the local 'food chain' so you are the obvious next step and your referral business is effortless.

l auren c lemett is a personal branding specialist and keynote speaker, helping franchise leaders and teams to stand out from the crowd with marketing that matters, creating a positive team culture, communicating effectively and becoming motivated and energised to lead. www.yourbrandtruenorth.com

“ When you have a clear message, a map to follow, and the direction and clarity provided by your personal values and motivations, you’re on your true north and you can cross any abyss to truly connect and engage with your community.”

• Lead with purpose: A clear sense of what you want to be known for gives you the direction and meaning required to cut through the noise of an overcrowded market. When you align your personal brand with the franchise brand, you’ll be more motivated to take consistent action to promote yourself and your business, with compelling marketing that fits, engages and connects with your community.

Embracing personal branding as a franchisee is about having the courage to take that first tentative step onto the swing bridge of selfpromotion.

When you have a clear message, a map to follow, and the direction and clarity provided by your personal values and motivations, you’re on your true north and you can cross any abyss to truly connect and engage with your community.

Take a moment to reflect on why you started in your own franchise business and the impact you want to have on the people you serve. How you want to be known and what you want to be respected for as a business leader. Decide now that it’s your responsibility to promote and market yourself if you want to become the go-to leader in your local area and achieve all of those goals you set when you started out on this entrepreneurial journey. v

From s tylist to award- w innin G o wners:

l aura & wes’ Just c uts success s tory

Laura and Wes Fernando, the husband-and-wife duo behind Just Cuts Grafton and Armidale, have been recognised as the 2025 Just Cuts Franchisees of the Year at the Just Cuts Annual Conference, this year held in the Barossa Valley.

With Salons in every state of Australia, on both the North and South Islands of New Zealand and within the United Just Cuts is the largest hairdressing company from the Southern Hemisphere.

The prestigious Franchisee of the Year Award recognises outstanding leadership, business growth, and community impact across the Just Cuts network, making it the top honour for Salon Owners internationally.

Laura, who started her career as a stylist over 20 years ago before becoming a said stepping into salon ownership was a natural progression.

“We already knew the systems and the support structures, so when we took on Grafton in 2019 and Armidale in 2021, it was a seamless step,” said Laura. “The Just Cuts Academy and wider network gave us everything we needed to succeed.”

Wesley, a proud Gomeroi man also started another new business consultancy, Gombiz Solutions, in October 2023. Gombiz is a reference to the Gomeroi people, one of the four largest Indigenous nations in Australia. The business and is a 100% Indigenous Owned and managed Company which builds governance capability within organisations and individuals, and my specialisation is in working with NFPs and community organisations.

“Just Cuts gave me the stability to do what I really wanted to do,” said Wesley. “Gombiz builds governance capability within organisations and individuals, and my specialisation is in working with NFPs and community organisations.”

Wes said franchising offers the best of both worlds.

“The Just Cuts model gave us the opportunity to run our own local business backed by a strong brand, proven systems, and a supportive network,” Wes explained. “But real success comes when you pair that with a local approach - being present in the community, building trust with clients, and rolling up your sleeves on the Salon floor.”

He added that understanding the brand and its processes has been critical to their success.

“Like many new franchisees, it took us a little while to really grasp the power of the Just Cuts model,” said Wes. “But once we did, we saw firsthand how robust and resilient it is. Not a single Just Cuts salon closed during COVID - that speaks volumes about the strength of this system.”

Offering a no-appointment system, Just Cuts provides clients with affordable haircuts from fully qualified hairdressers.

Operating two Salons in regional NSW, the pair have embedded themselves deeply in their communities, supporting everything from charity raffles to iconic local events such as the Jacaranda Festival in Grafton and the Armidale Show.

“We’re never far from the floor, whether that’s chatting with clients or sweeping hair,”

said Wes. “At the end of the day, it’s about building trust and connection, and we’re so proud of the wonderful relationship we have with our local clients community and our incredible team.”

Just Cuts Armidale Team Leader, Lisa Deegan, was also named a Top 3 finalist for Team Leader of the Year for 2025.

Just Cuts CEO, Amber Manning, congratulated Laura and Wes on their well earned recognition.

“Laura and Wes are role models in our network and we congratulate them on being named our Franchisees of the Year for 2025. They understand the brand, support their teams, and go above and beyond for their Clients and community. Their success is a powerful example of the power of franchising,” Ms Manning said.

With renovation plans underway for both salons and future expansion on the horizon, Laura and Wes are optimistic about what lies ahead.

“We’ve built our business on a foundation of strong systems and strong people,” said Laura. “This award motivates us to keep growing and contributing to the Just Cuts story.” v

Just Cuts Franchisees of the Year

Laura and Wes Fernando (Centre) with Just Cuts CEO Amber

the Business oF BakinG people happy, and proFitaBle

The most important thing I’ve learnt heading up Ferguson Plarre’s Bakehouses as CEO is that a great bakery is one that stands the test of time and is built on both trust and familiarity within its community. People love knowing their local baker, and many of our franchisees are serving the same families week after week.

Sustainability and longevity are paramount to how we do business, not only in the 125-plus years that Ferguson Plarre has been operating, but also in the relationships we forge with our franchisees. Every year we conduct a bi-annual franchisee survey, and the results consistently show that the number one reason people stay with us is the very reason they joined – that being they feel like part of our family. We don’t plough into expansion models for expansion’s sake; it is important to us to protect the quality of our product and brand, and to invest in carefully aligned franchisees for the long haul.

One of the key differences that sets us apart from other franchise opportunities is our unique 10-year franchise terms, allowing franchisees to build their business, repay their investment and generate a strong return without the pressure of clocking in and out of shorter contracts. The 10-year terms also provide clarity to banks and financial partners, who can see that Ferguson Plarre is backing the business over a long horizon — something that’s increasingly important when many shopping centre leases only allow for one term, which can make financing small businesses more difficult.

“ Most people who join Ferguson Plarre tell us they are looking for a business that is simple to run, right-sized, and focused on hospitality, but without the complexity of having to cook or bake themselves. They love that our model allows them to focus on the parts of the business they enjoy most, such as customer service, community connection and growing sales, while we take care of the baking in our central facility.”

We also know that, with family at the heart of our business, longer contract terms give our franchisees a better shot at truly solidifying themselves within their community and building relationships with locals as a reliable and respected bakery. For many of our franchisees, it’s this point of difference that makes them choose Ferguson Plarre to start their business ownership journey, and of course, our delicious cakes.

Most people who join Ferguson Plarre tell us they are looking for a business that is simple to run, right-sized, and focused on hospitality, but without the complexity of

having to cook or bake themselves. They love that our model allows them to focus on the parts of the business they enjoy most, such as customer service, community connection and growing sales, while we take care of the baking in our central facility. Franchisees tell us this is a huge relief: they can sell awardwinning cakes and pies without needing to employ pastry chefs or start work at 3am.

Joining a franchise offers many benefits in economies of scale that independent business owners often wouldn’t be able to afford or access. It also means that while our franchisees are in business for themselves, they never feel like they’re by themselves. Behind every franchisee is a team of specialists in leasing, training, business development, industrial relations, and technology.

When it comes to profitability, we know there’s strength in numbers. Our franchisees can benchmark their performance across the network and tap into shared knowledge about wage productivity, reducing wastage, and boosting sales. That network effect, combined with the guidance of our experienced support team, gives them tools to thrive in the long run that an independent operator simply wouldn’t have access to.

Franchisees can also tap into marketing and

PR activity that stretches from above-the-line advertising and social media to hyper-local activations and national media exposure when we’ve got a big story to tell. We’re constantly refining our systems and tools to provide the best outcomes to our franchisees in the long term, so they can focus on what great retailers do best: delivering outstanding service to their local community.

Ferguson Plarre has thrived for over a century because we’ve stayed true to the fundamentals of a great bakery business: customer obsession, uncompromising quality, and genuine service. We’ve weathered every economic cycle and consumer trend and built genuine ‘street cred’ in the Australian market. In a world where trends move fast — especially with social media driving customer expectations — our franchisees have the reassurance of knowing they’re backed by a forward-looking business that not only has stood the test of time but also has a clear eye on the next generation.

Our strong family legacy that lives on in each of our 80-plus bakehouses, combined with our unwavering focus on quality and measured approach to growth, is why Ferguson Plarre continues to be not just a surviving brand but a thriving one. v

s enior helpers i s invitin G australians to lead with purpose

For many, business is about more than success, it’s about making a difference. Few industries embody that dual opportunity quite like aged care, where a growing demand for quality home support meets the profound reward of changing lives every day.

For Senior Helpers Australia, that blend of purpose and performance has been at the heart of its mission since the beginning. The organisation has become one of the country’s most trusted names in home care, providing compassionate, professional support to seniors and people living with disabilities. Now, Senior Helpers is inviting more Australians to join the journey as franchise partners.

Established internationally in 2002, Senior Helpers has grown into a global leader in professional home care, operating across the United States, Canada, and Asia-Pacific. Since its Australian launch in 2011, the organisation has been on a mission to transform how Australians age with services designed to support clients in

living independently, safely, and happily at home. Now the Master Franchise Owners, Managing directors Kylie Hamilton and Jonathan Jeynes provide the support and training to aid other franchise owners to success all over Australia.

From chronic disease management and dementia care to disability support, companionship, and respite care, Senior Helpers delivers a broad range of services that meet people where they are, both physically and emotionally.

Managing Director Kylie Hamilton says the company’s growth has been driven by one core tenet: the human side of the business.

“Australia’s ageing population is growing rapidly, and most people want to stay in their homes for as long as possible,” Ms Hamilton says.

“Senior Helpers exists to make that possible, not just through professional, reliable care, but through a human connection that makes clients and families feel genuinely supported.”

For those seeking to build a meaningful business, that connection forms the foundation of the Senior Helpers franchise model.

“ Our role is to make sure every franchisee feels confident, connected, and capable, when they succeed, our clients benefit – and that’s what drives us.”

a growing Industry and demographic

By 2050, one in five Australians will be aged over 65, according to the Australian Institute of Health and Welfare. This demographic shift, paired with new government reforms like the Support at Home Program launching in 2025, is reshaping how aged care services are funded, accessed, and delivered.

Home-based care is an expanding space, and Senior Helpers franchisees are positioned right at the centre of that growth.

“It’s a rare opportunity where doing good and doing well go hand in hand,” says Managing Director Jonathan Jeynes.

“We’re looking for franchisees who are business-savvy but also community-minded – people who want to build local connections and know that every day, their work makes a tangible difference.”

Senior Helpers provides each franchise partner with the operational framework, national brand recognition, and continuous training to build a sustainable business in their own community.

proven business Model and ongoing support

Senior Helpers franchisees don’t start from scratch. The company’s internationally developed care programs and systems provide an established foundation to operate with confidence from day one.

Among its programs are:

• Senior Gems®, a pioneering dementia care program developed in partnership with leading dementia care experts, which trains carers to understand and respond to the unique needs of clients living with Alzheimer’s and dementia.

• Parkinson’s Care, an evidence-based support program tailored to individuals living with Parkinson’s disease, helping to improve mobility, independence, and wellbeing.

These programs, combined with continuous training opportunities, empower franchisees and their teams to deliver exceptional care while maintaining high clinical and ethical standards.

Senior Helpers’ dedication to supporting franchisees includes guidance across all facets of the business. Each franchise also benefits from national advertising campaigns, digital marketing support, and operational mentorship to help them grow within their local market.

“Our role is to make sure every franchisee feels confident, connected, and capable,” Ms Hamilton says.

“When they succeed, our clients benefit – and that’s what drives us.”

More than a business

While many join Senior Helpers for its robust business model, most stay for something deeper. The franchise attracts people who are drawn to helping others, whether they have prior experience in healthcare or are looking for a purposeful career change.

Franchise owners also report high personal satisfaction, knowing their work helps people continue to find joy in life.

built for the future

With more than a decade of experience in Australia and two decades internationally, the brand’s commitment to quality and compassion remains unwavering.

Every franchise opened means more people cared for, more families supported, and more communities strengthened.

the opportunity

Senior Helpers is currently welcoming expressions of interest from franchisees across Australia, particularly in regions where demand for in-home support is high.

Franchisees receive comprehensive onboarding, staff training, and ongoing business mentoring as well as the support of a national network united by a shared mission to help Australians live well at home.

It’s an opportunity to own a business that delivers both profit and purpose.

To learn more about franchise opportunities with Senior Helpers Australia, visit www.seniorhelpers.com.au/ franchise

the volcano theory of retail

In most relatively mature retail systems, the question is asked – “How far apart should I open our stores?”

While there is no one single correct answer, you can come up with logic to assist in this area.

Customers normally prefer to shop locally rather than far away, subject to what you are purchasing for practical reasons such as drive time and fitting into a busy schedule. If you are buying milk or bread, you would probably buy it close to home, especially if it was a separate trip to make that purchase.

If you are buying furniture you will possibly go to a homemaker centre, and while prepared to travel further than for the milk and bread, you probably will head to one within 10 kms of where you live, rather than drive right across Sydney or Melbourne.

There was a large piece of work done many years ago called Huff’s law of shopper attraction, and the simple version is:

• A shopping centre or retailer has a mass that attract people to it.

• The closer you live, the more the attraction will be.

• Other shopping centres / retailers compete to “pull” you to them instead.

• Think of the laws of gravity from your schooldays, and hopefully retail gravity modelling makes sense to you?

Large shopping centres in Australia like Chadstone,

Marion and Bondi Junction are like the Sun or Jupiter. Smaller shopping centres are more like Mars, Venus or the Earth.

I rather think of it in terms of the Volcano theory, where the closer to the volcano you live, the more pull it has. If we think in terms of customers per 1,000 population, you expect to have the highest penetration near the centre of the volcano, and this reduces the further away you are.

Castle Hill,

“ I rather think of it in terms of the Volcano theory, where the closer to the volcano you live, the more pull it has. If we think in terms of customers per 1,000 population, you expect to have the highest penetration near the centre of the volcano, and this reduces the further away you are.”

We can look at our customer database and try and identify a reasonable trade area where the customers come from, and our normal assessment is the trade area is the polygon (or circle if you want to keep it simplistic), that attracts 60 – 80% of your customers. The balance we see as Transient customers, who come for other reasons (maybe they work nearby), or they are just literally driving past.

Lessons for franchisees.

1. Understand in simple terms how far you feel is a reasonable trade area for the customers who are going to purchase from you.

2. Look to see where other stores from the franchise system are located, and does this leave you a sufficient Trade Area that you can expect to operate within.

3. If the product is something you walk down to buy – milk, bread, lottery tickets, the trade area will be quite tight – say 3 kms.

4. If it is something less impulse and more of a destination, it will be medium distance – eg, QSR probably 4 – 5 kms.

5. If more of a destination, then the trade area will be larger eg Furniture (in Homemaker centres) probably have a trade area around 8 – 10 kms.

6. If the area is high population density, then the trade area will be less (inner suburbs), compared to outer metro suburbs. Think of average driving speeds as a way of looking at this.

eter Buckingham is the Managing Director of Spectrum Analysis Australia Pty Ltd, a Geodemographic and statistical consultancy. Peter is both a Certified Management Consultant (CMC) and a Certified Franchise Executive (CFE).

o contact peter email peterb@spectrumanalysis.com.au or call on (03) 98300077 or 0411 604921.

Lessons for franchisors

7. If you have access to the customer database of some of your Franchisees (or company operated stores), or you can ask them to allow you to map it, you can see what is a realistic trade area for your products.

8. Undertake some reasonable long term retail location planning, to set up logical trade areas of sufficient size to not compromise your franchisees.

9. Be aware of the population or business numbers required for a franchisee to survive, and try and make future marketing areas consistent.

Just remember that most successful large franchise operations undertake Franchise Network Planning as part of the long term vision for the business. If you are joining a Franchise System, ask these type of questions as part of your due diligence.

update From new Z ealand –matters to Be aware o F

As you should know there are no specific franchising laws in New Zealand but there are laws which protect franchising. Those are the Fair Trading Act 1986, the Commerce Act 1986 and the Contract and Commercial law Act 2017. Those Acts focus, in particular, on misrepresentations and restrictive trade practices including anti-competitive behaviour.

The latest Survey in 2024 showed that there are at least 546 franchise systems which on a per capita basis makes New Zealand the most franchised country in the world. The results showed that the sector’s revenue has risen by NZ$10.4 billion to NZ$47.4 billion which is equivalent to 11% of New Zealand’s GDP. The adoption of modern technologies including AI is becoming essential, with 72% of the respondents either using or planning to implement AI.

stewart g ermann founded Stewart Germann Law o ffice (SGL) in 1993 as a boutique law firm at Auckland, New Zealand, specialising in franchising, licensing and business law.

Stewart has over 40 years’ experience in franchising law and acts for franchisors in New Zealand, Australia, uSA and the uK. SGL also acts for franchisees and provides legal advice. Stewart has spoken at franchising conferences in New Zealand, Australia, Italy, South Korea and uSA and he was on the Board of the Supplier Forum of the International Franchise Association (“IFA”) for 6 years until March 2007. email: stewart@germann.co.nz | web: www.germann.co.nz

The Franchise Association of New Zealand (FANZ) which was formed in 1996 has many members who must abide by the Code of Practice and Ethics. This combined Code became mandatory from 1 December 2024 and before then, there were two separate Codes.

The Code of the FANZ covers standards of conduct and ethics, continuing compliance, a mandatory requirement for all franchise agreements to require observance of the Code, document compliance checks, coolingoff, dispute resolution, certification, affiliate members and disclosure documents.

As you would expect, the disclosure document must contain details of the franchisor and its directors, including experience; details of any bankruptcies, receiverships or liquidations; details of criminal, civil or administrative proceedings within the last five years; a summary of the main particulars and features of franchise; a list of components making up the franchise purchase; details of any financial requirements by the franchisor and the franchisee; and other information as listed in the Code.

Franchising in New Zealand covers goods

and services in many areas including general retail, leisure and education, business and commercial, food and beverage, health and fitness, computer and technology, home and building services.

Almost all franchise agreements contain noncompete clauses whereby a franchisee who is either terminated for default before the end of the term or leaves the system voluntarily is bound by a restraint of trade which means that the franchisee cannot compete with the franchisor in a similar business for a period of time and within a designated area. If the non-compete clause is unreasonable then the court can interfere and, most helpfully, section 83 of the Contract and Commercial Law Act 2017 states as follows:

“83

Restraints of trade

(1) The court may, if a provision of a contract constitutes an unreasonable restraint of trade,—

(a) delete the provision and give effect to the contract as amended; or

(b) modify the provision so that, at the time the contract was entered into, the provision as modified would have been reasonable, and give effect to the contract as modified; or

the deletion or modification of the provision would so alter the bargain between the parties that it would be unreasonable to allow the contract to stand.

(2) The court may modify a provision even if the modification cannot be effected by deleting words from the provision.”

The ability of the courts to modify excessive restraints is constrained by the principle that terms that could never have been considered reasonable will not be modified, for to do so would be contrary to the public interest. This is the doctrine of restraints that are in terrorem, which translates into contracts that terrorise a contracting party.

Like Australia, we also have unfair contract terms and unconscionable conduct although both have not yet been tested in the courts. In conclusion, it is essential in franchising for both parties to obtain independent legal advice, especially a prospective franchisee going into an existing franchise system. New Zealand is very attractive for franchising and many systems from Australia have entered the market. International franchising is thriving and we have systems arriving from USA, Canada, the United Kingdom, as well as Australia. v

Franchises achieve success through many small wins, including efficient systems, timely responses and habits that keep operations running smoothly. When those pieces are well aligned, the result is a network that feels effortless to customers and rewarding for franchisees.

The real opportunity lies in noticing the pressure points early - extra admin, slower responses or systems pulling in different directions, and using them as triggers for improvement. The networks that thrive are the ones that turn everyday challenges into sharper processes and stronger habits, keeping growth steady even as complexity increases.

Here are four imperatives I believe every franchise leader can embrace to keep their network resilient, adaptable and ready for the future.

1strip duplication out of the system

Strong franchise systems are built on efficiency. Yet many networks still carry unnecessary duplication. For example, customer details entered in multiple places, invoices chased manually or marketing campaigns rebuilt from scratch in each region. These extra steps slow everyone down and dilute energy that could be channelled into growth.

Removing duplication is all about creating clarity. A single source of truth for customer details, scheduling and payments, means franchisees work smarter, not harder. Head office gains visibility across the network and franchisees regain valuable time to invest in staff, customer engagement or local initiatives.

As franchise models expand across diverse industries, from cafés and gyms to health services and trades, the benefits of streamlined systems are amplified. Every hour saved is an hour redirected into building stronger customer experiences - an investment that multiplies as the network scales.

2tighten the customer experience loop

One of the greatest strengths of franchising is customer trust. A brand promise is carried across every outlet, giving customers confidence they will enjoy a familiar, reliable experience. The challenge is ensuring that

consistency holds up under the realities of daily operations.

A franchise may have locations where customers are acknowledged within minutes, while others take days to respond. To the customer, that inconsistency feels like two different businesses under the same name.

Closing the loop requires more than directives from head office – it also requires systems that make responsiveness easy and achievable. Templates that support on-brand replies, simple nudges that prompt action and clear response benchmarks all help franchisees meet expectations without extra stress.

Customers increasingly value speed and transparency. Even a quick acknowledgement before a full solution is ready builds trust. When a network delivers this consistently, it not only protects the brand, it deepens customer loyalty across every location.

3give franchisees real-time clarity on performance

Franchises thrive when decisions are made on clear, timely information. Relying on monthly reports or quarterly reviews, means issues can slip through unnoticed until they become harder to fix.

Live visibility changes that dynamic. Dashboards that track bookings, enquiries, repeat visits and campaign performance, allow franchisees to respond quickly and keep growth on track. For franchisors, it provides a line of sight across the network - helping identify trends, share best practice and support locations that need extra help before small issues grow larger.

The key is focus. Franchisees need a clear view of the handful of metrics that drive results in their business. When both sides share the same picture, accountability strengthens and opportunities can be seized faster.

4build agility into every layer

The most resilient franchises are those that can adapt without losing their identity. Markets shift, costs rise and new competitors appear. What separates strong networks is the ability to adjust quickly while staying true to the brand.

Agility doesn’t have to mean sweeping change. Often, it shows up in small and practical ways:

• Marketing campaigns that can be localised and launched within hours.

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.

“ One of the greatest strengths of franchising is customer trust. A brand promise is carried across every outlet, giving customers confidence they will enjoy a familiar, reliable experience. The challenge is ensuring that consistency holds up under the realities of daily operations.”

• Training resources that are easy to update as standards evolve.

• Communication channels that deliver guidance across the network instantly.

Practising agility through small experiments - such as trialling a seasonal offer in one location, piloting a new service in a single region, or testing a payment option with a subset of customers - helps build organisational confidence. These microadjustments give a network the muscle memory to pivot smoothly when bigger shifts arrive.

Franchise success is not measured only by the number of outlets or the size of the marketing budget. It is measured by the strength of the systems that support franchisees every day.

• Streamlined digital processes protect time and energy, reducing manual work and double-handling.

• Consistent customer experiences are

• Real-time data clarity sharpens decisions, helping franchisees act with confidence rather than guesswork.

• Agility through technology keeps the network competitive, enabling fast pivots in response to market trends.

When these imperatives are embraced, growth becomes more than expansion. It becomes sustainable, repeatable, and deeply rewarding — for franchisors, franchisees, and customers alike.

The future of franchising is bright. By building digital resilience into the everyday, networks not only prepare for disruption but also create the conditions for innovation and long-term success. The strongest systems are those that use technology to turn challenges into insights by refining processes, improving experiences and growing stronger with every iteration. v

FindinG the riG ht

Fit: what to expect From an interview with a prospective Franchisor

When you’re exploring a franchise opportunity, there’s one milestone that can make or break your decision: the first meeting with the franchisor. This isn’t just a formality; it’s where you move past the sales pitch and start to understand what life in their network will really look like.

It’s also a two-way conversation. While the franchisor will be assessing whether you have the right skills, resources and commitment to represent their brand, you should be just as focused on whether their business model, culture and long-term vision align with your own. The right fit goes both ways, and this meeting is your chance to find out if you’ve found it.

Here, Andy Knights, CEO of Stagecoach Performing Arts, shares what you can expect from that crucial conversation, and how to make the most of it.

“ It’s also worth remembering that this is your interview too. A franchisor will ¬want to know if you have the right skills, experience and resources to run one of their businesses.”

before the meeting

Like any important conversation, the best results come when you’ve done your homework. Understanding a franchisor’s model, target market, values, history and growth trajectory will give you a clear picture of what they stand for. It will also help you ask questions that really matter. This isn’t about memorising facts; it’s about showing genuine interest in how the business works and where it’s going.

It’s also worth remembering that this is your interview too. A franchisor will want to know if you have the right skills, experience and resources to run one of their businesses.

Be ready to talk about your background, from your management style to your financial position, and to explain what’s motivating your interest in the brand. The more open you are about your ambitions, the easier it is for both sides to work out whether you’re a good match.

during the meeting

Think of this as a two-way interview. The franchisor will be weighing up whether you have the skills, financial resources and commitment to represent their brand. But you should be doing the same.

Listen carefully to how they describe the qualities they look for in franchisees, whether that’s teamwork, resilience or alignment with their core values. These clues will tell you a lot about what life in the network will feel like.

Expect an open conversation about money. A good franchisor won’t shy away from talking through the full investment – from franchise fees and set-up costs to ongoing royalties, marketing contributions and service charges. This is your opportunity to dig into the details: how profit projections are calculated, what assumptions they’re based on and when most franchisees reach break-even.

You should also come away with a clear picture of the business model and the support you’ll receive. At Stagecoach, for example, prospective franchisees learn not just about the day-to-day running of schools, but also about our comprehensive onboarding, ongoing coaching, marketing resources and operational guidance. It’s the same for any quality franchisor. They’ll be able to explain exactly how they’ll help you launch, grow and navigate challenges.

From there, look beyond the immediate set-up and talk about the bigger picture. Ask about their vision for the brand, how they manage new territories and the ways they keep franchisees connected and supported – from advisory councils to network events. These conversations will reveal whether you’re stepping into a short-term arrangement or a long-term partnership.

A big part of that relationship comes down to the franchisor’s willingness to meet franchisees where they are. Be wary of brands that give no indication they’ll visit and support you in the field – it can be a red flag about their long-term commitment. While Stagecoach is a UK-based brand, our team regularly travels overseas to spend time with franchisees in their own territories – seeing first-hand how they operate, understanding local challenges and celebrating successes. That face-to-face connection strengthens trust, allows for tailored support and keeps the whole network aligned.

Questions to ask

An interview with a franchisor isn’t just about answering their questions. It’s your chance to gather the insights you need to make a confident decision. Go in with a clear list, and don’t be afraid to dig deeper if you need more detail.

Ask about the qualities that make a franchisee successful in their network, how many locations or territories have opened or closed in recent years and whether you can speak to current and former franchisees for honest feedback.

Find out exactly what training and ongoing support is provided, how marketing funds are managed and what you can expect in return for your investment. Get a full breakdown of the initial and ongoing fees, along with the terms of the franchise agreement, so you understand renewals, territory rights and exit options from the outset.

At Stagecoach, we encourage prospective franchisees to ask us about everything – from how our operations manuals work in practice, to what a typical week looks like for a school Principal, to how we help franchisees who want to grow, pivot or resell their business. A good franchisor will welcome these questions because they show you’re serious about building a successful and sustainable partnership.

after the meeting

This is when the real work begins. Take the time to carefully review the Franchise Agreement – ideally at least two weeks before you sign. This document holds all the key financial details, legal terms and important contact information you need to understand fully before committing.

Don’t hesitate to reach out to multiple franchisees to get a genuine picture of day-today life and the support available within the network. Honest feedback from those already running the business is invaluable.

It may also be wise to bring in expert eyes. A franchise-savvy lawyer, accountant or consultant can help you unpack costs, earnings claims and legal language. They can even guide you through negotiation or financing.

Use this meeting as your chance to really test the fit. Does the business model match your skills and lifestyle? Are the costs and support systems transparent and robust? Ask sharp, data-driven questions and listen carefully for clear, honest answers, not vague promises. Validate everything with franchisees and professionals alike to make the most informed decision possible.

At Stagecoach, we believe this thorough approach helps set up franchisees for longterm success from day one.

For more information about franchise opportunities with Stagecoach, visit www.stagecoachfranchise.com

From dinin G in, to Buyin G in: how a local fa M ily Built franchise success in townsville

What started as loyal love for the food became a thriving business. One year in, the fans turned franchisees are just getting started.

a Milestone Moment for regional growth

In 2024, Leo and Mario Canapi opened the doors to Motto Motto Townsville, becoming the Brisbane brand’s first regional franchise partners - and in doing so, set a new national benchmark for success. Their Townsville success comes at a time of rapid expansion for Motto Motto, with 21 restaurants now operating or in design and development across Australia.

Located in Fairfield Central Shopping

Centre, widely regarded as Townsville’s leading destination for casual dining - the restaurant launched with an energetic, community-focused campaign that quickly positioned it as a standout performer in the Motto Motto network.

Anchored by a strong mix of national retailers, easy access, and high foot traffic, Fairfield Central continues to thrive as a daily hub for local families, professionals, and students seeking fresh, fast, and flavourful food options.

a remarkable opening

The Townsville launch delivered results well beyond expectations - setting new records and laying the foundation for long-term success.

• +1,200 locals registered as MyMotto members before the first day of trade.

• +$350,000 in first-month sales - making it one of the strongest franchise openings in Motto Motto history.

• The $1 ramen opening celebration drew queues stretching the length of the

shopping centre, creating buzz across the region and cementing early brand awareness.

• 30+ Townsville locals employed from day one, with clear pathways for training, development, and advancement.

“The energy from our guests and our team was incredible,” says Leo Canapi. “The opening week showed just how hungry Townsville was for something fresh and exciting - especially Motto Motto’s signature ramen.”

With no prior hospitality ownership experience, Leo and Mario Canapi brought with them a passion for family, community, and the Motto Motto brand. Their first year in business now stands as a powerful case study in what’s possible with belief, process, and the right franchisor.

“We had incredible backing from the Motto Motto team - from store design and fitout, to operations and marketing,” says Leo Canapi. “It meant we could focus on building our team and engaging our guests.”

“Being the first regional franchisees, we wanted to set a high standard. We’re proud of the business we’ve built here in Townsville. Motto really does mean more.”

commercial highlights

In just 12 months, Motto Motto Townsville has delivered impressive commercial performance - underpinned by strong guest engagement and consistent operational execution:

• Year 1 revenue ~ $2.5 million+

• Guests served 70,000+

• Top-selling menu item: Classic Ramen with Pork Belly Chashu

• Most popular beverage: Fresh Peach Ice Tea

• Most successful Limited Time Offer: Chicken Katsu Parmi Bento

• Best-performing snack: Teriyaki Chicken Bao

• Loyalty growth: +6,154 MyMotto Members - and counting.

These results reflect the strength of the brand, the effectiveness of local execution, and the appetite for quality fast-casual Japanese dining in regional markets.

fans

to franchisees

Long before opening their own Japanese kitchen, Leo and Mario were passionate Motto Motto customers, regularly visiting the popular Motto Motto Chermside location in Brisbane.

“We used to joke about how great it would

be to own a place like this - but we honestly never thought we could,” says Leo. “We loved the brand as guests, and that turned into something much bigger.”

In fact, their journey began years before they relocated to Townsville - through early conversations with Matt Fickling, Motto Motto’s Group Chief Operating Officer.

“We spoke to Matt for a couple of years before we even moved to Townsville,” says Leo. “We weren’t in the industry, and owning a Japanese restaurant felt out of reach. But he took the time to talk with us about what was actually possible. Honestly, this never would’ve happened if we hadn’t bothered to have those early conversations.”

When the opportunity came to bring Motto Motto to Townsville, Mario and Leo saw more than just a business venture - they saw a way to bring something they genuinely loved to their own community.

One of the key reasons they chose Motto Motto was the brand’s operational model - offering franchisees a proven system, bestin-class equipment, and a product and supply chain designed to minimise complexity. “Neither of us are trained chefs, and we don’t have hospitality backgrounds,” says Mario. “But Motto Motto’s systems are incredibly supportive. We didn’t need to reinvent the wheel - we just needed to follow the process, put in the work, and build the right team. Our focus is quality and service and the Motto Motto support team leads the rest.”

Today, Mario leads the business day to day, working closely with their team of 30 to deliver consistently high-quality food and guest service. The result: a thriving restaurant backed by local Townsville owners who are fully embedded in the community.

Leo said, “It’s not just a brand we believed in - it’s a business we’ve been able to grow and lead with confidence. We’re excited about what’s next!”

a Message from the franchise support office

“Leo and Mario embody everything we look for in franchise partners,” says Matt Fickling, Group Chief Operating Officer at Motto Motto.”

“This wasn’t just a transaction - it was the result of a three-year journey built on conversations, trust, and belief. They were raving fans of the brand long before becoming operators, and for me, there’s nothing more meaningful than seeing loyal guests turn into successful franchisees. It’s the ultimate outcome for any franchisor. Motto Motto is growing fast, with 21 restaurants now operating or in development, and Leo

and Mario’s success is a blueprint for our expansion into new markets.”

“From the beginning, this was a passion project. We took the time, followed the process, and partnered with what we consider one of Queensland’s best landlords - Lancini Property Group - to bring Motto Motto to life in Townsville. Their support was instrumental in helping us secure the right site, in the right centre, at the right time.”

“Leo and Mario brought energy, leadership, and a genuine care for people. Their success proves that when franchisee passion is matched with the science of a proven model, great things happen. It’s a true partnership between franchisee, franchisor, and landlordand Townsville is the perfect example.”

Landlord endorses townsville success

The success of Motto Motto Townsville was driven not only by strong franchisee leadership and brand support - but also by a collaborative partnership with respected Queensland property developer and manager, Lancini Property Group.

As joint owners of Fairfield Central, Fairfield Land and Lancini Property Group played a pivotal role in the brand’s regional launch, ensuring Motto Motto was strategically positioned within a high-visibility, hightraffic precinct, surrounded by a carefully curated mix of tenants to maximise performance.

“From our very first conversations, it was clear Motto Motto would bring something genuinely fresh to the table,” said Debbie Gelling, Asset Manager at Lancini Property Group.

“The team was professional, brand-led, and operationally strong. The result has been a standout new dining addition to both Townsville and the Fairfield Eats dining precinct, complementing our other premium operators such as Grill’d Healthy Burgers, Zambrero, Wara Sushi and Dominos.”

The collaboration between Fairfield Central, Motto Motto, and the franchise partners reflects a shared commitment to quality, community, and long-term value creation. Together, the partnership has helped further cement Fairfield Central’s reputation as Townsville’s premier destination for casual dining.

What’s next

As they look ahead to year two, the Townsville team is focused on building on their strong foundation - growing their team, deepening community connections, and continuing to deliver premium Japanese fastcasual dining, seven days a week.

h ow to attract top Franchisees: 7 s teps to d emystiF y Franchise recruitment

Imagine your dream franchisee: driven, savvy, and ready to hit the ground running. Now picture them scrolling past your opportunity because your marketing sounded… well, ummm…a bit boring.

In today’s noisy franchise marketplace, you can’t just shout “we’re here!” and hope for the best. You need a battery of smart, well researched, data-fuelled tactics, a recruitment game plan that cuts through the clutter, and a partner who treats your success like their own.

Here are seven no-fluff pillars to make it happen.

1Invest

in your success: align fees to outcomes

Traditional retainer models can feel like paying for effort rather than results. Instead, consider a success-aligned model where your marketing and recruitment partner shares risk. Growth Hive’s “success fee” model ensures that we only profit when you sell, a powerful alignment of interests that motivates the team to deliver qualified leads and closed deals.

When your partner’s revenue depends on your wins, you gain a relentless focus on lead quality, conversion, and continuous optimization.

2build an Intent-driven,

data-

Led acquisition engine

Effective franchise recruitment starts with knowing who’s most likely to buy. Mining first-party data from existing databases (e.g. Sales Managers, HR managers,Tradies) reveals prospects who already have the domain expertise and financial capacity.

From there, create lookalike audiences across Facebook, LinkedIn, and search platforms to scale your reach without diluting quality.

Analyse and Own Your Target Market. Don’t fence-sit, be bold. Dig into demographic and psychographic insights to identify niches ripe for your opportunity. If your data shows women returning to work would excel as franchisees, speak directly to them with messaging that resonates with their motivations.

Own your hypothesis, test confidently, and amplify what works.

3employ a high-touch Qualification process

Quantity means nothing without quality. Don’t hand off this critical first conversation to a junior team member, an AI bot, or an overseas call centre. The first call is about understanding the individual’s motivations, aspirations, and potential roadblocks.

A seasoned recruiter/ business person should explore their background, financial readiness,

and personal drivers, building rapport and trust from the outset.

The interaction should get them excited about the opportunity, not frustrated.This connection not only uncovers genuine fit but also reassures prospects that your brand values them.

4guide prospects with targeted content

Franchise purchases are high-involvement decisions, often made alongside family or business partners. To guide prospects through awareness, consideration, and decision stages, align your content to each funnel layer:

• Top of Funnel (See): Use “zero-click” social videos—30–60-second day-in-thelife stories or franchisee success snippets that educate and entertain without requiring a click.

• Middle of Funnel (Think): Share LinkedIn thought-leadership articles, case-study emails, and sponsored content on listing sites that dive deeper into ROI models, training programs, and brand differentiation.

• Bottom of Funnel (Do): Serve targeted lead-gen ads on Facebook and Google Search, remarket website visitors with downloadable case studies, and offer oneclick booking for your next Discovery Day or Information Session.

By mapping content to prospect intent, and following up within hours, you keep momentum alive even if they revisit your opportunity days later.

5embrace agile, continuous optimization

Market conditions, competitor activity, and prospect behaviour evolve rapidly.

Schedule daily performance checks and fortnightly feedback sessions in the first two months of a campaign to identify friction points, be it a low landing-page conversion rate or underperforming ad creative.

Rapid pivots, like tweaking ad copy, adjusting bids, refreshing imagery, or shortening form fields, can boost lead quality by 20–30%.

This nimble mindset turns every data point into an opportunity for faster sales.

6recruitment strategy & finding the right partner

First, define your KPIs clearly: cost per lead, cost per qualified lead, cost per application and cost per closed franchise.

Then choose a partner with deep franchise expertise, one who not only tracks these metrics but owns the process end-to-end.

For example, Growth Hive’s database of over 16,000 qualified buyers means you’re tapping into a pool of prospects who’ve already signalled interest, reducing time spent on cold outreach. Generating 984 new in-market leads per month keeps your pipeline full and predictable, so you can plan Discovery Days and resource allocation with confidence. And with a cost per franchise sold of just $13,428, you know your marketing budget is driving real ROI, not just vanity metrics.

Teaming a smart strategy with a partner who’s as invested in your success as you are means you get full transparency and the confidence to grow quickly.

7cultivate a World- class candidate experience

In a competitive market, your candidate journey can be a key differentiator.

From first click to signed agreement, every touchpoint should reflect your brand’s professionalism and support.

Automated notifications, clear next steps, and accessible contacts keep prospects engaged. Prompt confirmation emails, calendar invites for calls, and timely reminders show you value their time, reinforcing confidence in your franchise system before they’ve even committed.

Tired of tossing your budget into the franchisee void and hoping someone bites? Time to trade the scattergun for a sniper.

When you mix outcome-aligned fees, intentfuelled targeting, speedy follow-ups, real human conversations, juicy content, and bold-as-brass market moves, you get more than leads. You get legends. The kind of franchise candidates who aren’t just kicking tyres… they’re ready to drive your brand into the su nset.

about the author:

Frank Tzimas is a Director of Growth Hive, an Australian agency specialising in franchise lead generation, qualification, and sales. A former Director at Profero, a global digital agency, he’s partnered with Refresh Renovations, Petbarn, Just Better Care, Driving Miss Daisy, Couriers Please, Pack and Send, Retail Food Group, Jims Group, Roll’d, Top Juice, and many other top tier brands across Australia and New Zealand.

preparin G For payday s uper and the closure

You may not have heard about Payday Super, the upcoming once in a generation reform to Australia’s superannuation system. Although not yet law, this is proposed to start from 1 July 2026, and I am reaching out to encourage employers to start understanding now what this means for you and your business.

Essentially, the Payday Super reform is about paying your employees’ super at the same time as you pay their salary or wages. If you have staff, the reform will mean changes to the timing of when you pay your employees’ their super guarantee (SG), changes to reporting obligations, as well as improvements to payments.

Currently the ATO is working with the community and industry bodies to help everyone get ready for these changes. I have

provided some more information about what to expect, subject to any changes, during the legislative process.

What payday super means for you as an employer

Our key message to all employers about what Payday Super means is pretty simple – pay on payday.

And by this I mean, pay your employees’ super at the same time as you pay their salary and wages.

If you currently pay your super obligations quarterly, from 1 July 2026 you will move to paying super at the same time as you pay your employees their salary or wages. This may be monthly or fortnightly, or even weekly, depending on the industry you are in.

Think about what you can start doing to get ready to pay your super obligations more frequently. Look into adjusting your payroll process now to make the switch to paying super at the same time as salary and wages.

emma rosenzweig is the Deputy Commissioner and Senior Accountable officer for the Payday Super Program, within the Australian Taxation office (ATo).

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.

This will give you time to adjust your cash flow so you can balance the payments for both super and salaries coming out at the same time.

closure of the small business super clearing house

As a small business you may be using the ATO’s Small Business Super Clearing House (SBSCH) to process your super payments. If that is the case, I encourage you to please take the time now to look for alternative options.

The SBSCH will be permanently closing on 1 July 2026, so give yourself plenty of time to transition to a new service. Check with your current payroll provider to see they offer a super payment function as part of your subscription package. Talk to your registered tax agent or bookkeeper as well to see what they recommend.

changes to the super guarantee charge

Under Payday Super, there will be changes to how the super guarantee charge (SGC) is calculated and when it applies if you miss paying your employees their super entitlement by the due date.

These changes apply from 1 July 2026 (subject to legislation passing) so it’s important to update your processes now so that you’re used to making more regular payments by the time this starts. We’ll have more information on this change on the ATO’s website closer to the start date.

reducing errors and faster payments

Once Payday Super starts, improvements to how super funds can accept payments will help reduce rejected contributions and errors. This means less time spent trying to resolve processing issues.

For example, a new message, the Member Verification Request, enables you as the employer to check employees’ super fund details are correct and the super fund will accept the contribution before you make the first payment. There’s also going to be

clear and easy to understand error messaging so you’ll be quickly informed if your super payments can’t go through for whatever reason.

Plus, there’s a faster payment system that all super funds will be able to use from 1 July 2026. The New Payments Platform (NPP) improves how quickly an SG contribution made by employers will land in their employees’ super fund.

good record keeping

As a small business you know how important it is to keep your records up to date.

There are two things I suggest you do now:

1. Check the super fund details for your employees to make sure your records are up to date and you’re not currently receiving errors for rejected contributions. That way, you will avoid processing errors when Payday Super starts.

2. Review your internal governance and assurance processes around super reporting. As I have mentioned, if you’re currently paying super on a quarterly basis, see if you can start paying more frequently now.

stay informed

Next year will be here before you know it. It’s nearly Christmas already, and understandably you may not be thinking of super reform at this time of year.

However, if you take a few minutes now to subscribe to the ATO’s Small Business newsroom at ato.gov.au/sbnews, you’ll be sent regular updates on Payday Super, including a lot more detail on the changes once legislation has passed.

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

Lastly, our website will have further detail in the coming months. There will be guidance and support available at ato.gov.au/paydaysuper to help you make the transition smoothly. v

“ The reward is not just a more profitable business. It is the ability to build the life you really want, by design. A life where your business supports you rather than consumes you.”

You didn’t start your business to work longer hours, lie awake worrying about cash flow, or miss important family moments. You started it for freedom. The chance to control your time, to build wealth on your own terms, and to create a life that feels meaningful.

Yet for many owners, that dream slips further away the harder they push. The business grows bigger, but life doesn’t feel better. Stress rises, complexity multiplies, and what was meant to give you choice begins to feel like a trap.

the 4 areas o F Business to compound For a Balanced liFe

The reason is not always obvious. Businesses drift, like an untethered boat on the ocean, slowly but steadily moving off course until you find yourself far from where you intended to go. Teams drift toward toxicity, customers drift toward indifference, offerings drift toward mediocrity, and financials drift toward unprofitability. And when leaders fall into the trap of the undisciplined pursuit of more, chasing growth for growth’s sake, that drift accelerates even faster. Working harder in the business will not stop it. It might keep the wheels turning, but it will not change direction. The only way to counter drift is to work on the business, deliberately compounding better in the areas

that matter most: teams, customers, offerings, and financials.

better teams

Teams drift toward toxicity when culture is left to chance. Put a group of people together and, over time, cliques form, gossip spreads, and factions appear. Think of a show like Survivor. It begins with smiles and handshakes, but soon energy shifts from building a tribe to plotting against one another.

The same happens inside companies. Without leadership, teams can slide into politics, mistrust, and conflict. Productivity falls,

and leaders are pulled away from strategy to manage tension.

To counter drift, you must build better teams. That means creating clarity in roles, accountability for results, and a culture built on trust. When a team is aligned, energy compounds. Every improvement in communication, collaboration, and cohesion multiplies through the work they do, creating results far greater than individuals could achieve alone.

better customers

Customers drift toward indifference when owners chase the thrill of new business, while loyal customers quietly receive less attention. Over time, those customers begin to notice. The relationship becomes transactional, and they care less about staying with you.

It is like a friend who only calls when they need something. At first you overlook it, but eventually you stop answering. Customers are no different.

The way forward is to invest in better customers. These are the ones who stay longer, buy more often, and refer others. They provide long-term value that strengthens your business far more than a string of one-off wins. By compounding better customers, you not only protect revenue, you create momentum through loyalty and advocacy.

better offerings

Offerings drift toward mediocrity as competitors copy your best ideas and expansion dilutes focus. What was once unique becomes ordinary, and customers stop noticing.

Think of a restaurant that creates a new dish that customers love. Within months, similar versions appear across town. Soon the dish is no longer distinctive, and what was once special is now expected.

Leaders who focus only on getting bigger make this problem worse by trying to be everything to everyone. A business that was once excellent at one thing ends up mediocre at many.

To prevent drift, you must build better offerings. Focus on what you can be truly the best at, then continually refine and improve it. Each step of improvement compounds. Customers remain engaged, competitors struggle to keep up, and your business retains its distinct edge.

Brad g iles is one of Australia’s leading leadership team coaches and the author of Bigger Isn’t Better, Better Is Better: Avoiding the pressure for endless growth to build a better business (and life) ($34.99). With 25 years’ experience as both an entrepreneur and coach, Brad helps leaders escape the growth-for-growth’s-sake trap and build enduring, great businesses. Founder of Evolution Partners and host of The Evolution Partners Podcast, he has worked with hundreds of CEo s to create more than 1,000 strategic plans, drawing on lessons from some of the world’s most respected business thinkers. find out more at www.evolutionpartners.com.au

better financials

Financials drift toward unprofitability because costs rise, margins shrink, and inefficiencies creep in. Compare your business today with three years ago. Wages, rent, and materials are higher. There are also more meetings, more systems, and more distractions, each quietly eroding profitability.

For leaders caught in the undisciplined pursuit of more, chasing growth for growth’s sake, the problem accelerates. More activity creates more overhead, and what looks like progress can actually weaken returns. The answer is to work on better financials. This is not about cutting for the sake of cutting, but about treating money as a resource to be invested intentionally. Every dollar should have a purpose. When you allocate profit with discipline, momentum compounds. The business becomes resilient, creating not just growth but the freedom to shape the future on your own terms.

toward a better Life by design

Drift is inevitable, but it isn’t irreversible. By working on the business and compounding better teams, better customers, better offerings, and better financials, you create an organisation that grows stronger rather than weaker over time.

And the reward is not just a more profitable business. It is the ability to build the life you really want, by design. A life where your business supports you rather than consumes you. A life where you have the energy to be present with your family, the wealth to make choices without fear, the wisdom to keep learning, the happiness that comes from fulfilment, and the strength of great family relationships.

That is the true goal of entrepreneurship. Not simply building something bigger, but building something better. v

Fitstop: a G lo Bal movement powered By people, systems & per Formance Framework

the fitstop people philosophy

At Fitstop, we’ve always believed our success comes down to three simple things: people, product, and systems. From the members who walk into our studios every day to the owners who live and breathe our brand in their communities, people are the heartbeat of our network. That’s why recruitment, training, and onboarding aren’t just operational steps for us; they are the foundations of long-term success.

The right people matter more than just filling a role. In a number of cases, our owners usually start with us as members or trainers, and are in or around our brand in some way. They are people who fell in love with the training, our programming, their community, and the feeling of helping others “move more to live more.” When that

kind of passion turns into ownership, that is when studios thrive and our network grows stronger.

Our most successful owners tend to share a few traits:

• Member-centric: Knowing and understanding what it’s like to experience an exceptional workout and feel the electricity of our community first-hand is so critical to them carrying that high level of service through. Being obsessed with every member’s progress is what makes the biggest difference, because at the end of the day– their results will fuel your results.

• The “mayor” vibe: They know everyone’s names, build genuine connections, and make the studio feel like home.

• Real passion for fitness: It’s visible and

authentic, you can see it and feel it.

• Team-first mindset: They say “we” more than “I” and thrive in a team training environment.

• Curious and coachable: They follow the playbook, take time to plan ahead, embrace our 12-week training blocks, and keep learning and educating themselves.

• Service-led sales: They listen first, then guide people with genuine care for their goals.

• Long-term focus: They prioritize retention and community

That’s why so many strong owners come from within our network. The values are there from day one, and ownership simply gives them a bigger stage.

Peter & Rebecca Hull

structured recruitment process

Bringing new owners into Fitstop is about finding alignment for the long term. We’ve developed a structured process that ensures consistency and transparency from the very first conversation.

• Initial connection: We learn what drives them, why fitness matters, and what impact they hope to achieve.

• Financial and business foundations: We walk through our financial model and operations planning and set clear expectations upfront.

• Marketing and growth vision: Candidates see how we attract and retain members, and how long-term revenue comes from community and retention, not shortcuts.

• Peer connections: Every candidate speaks with existing owners to hear real stories, the highs and the challenges.

• Culture and values alignment: They “Stop at Nothing.” Our non-negotiables are grit, resilience, accountability, and a team-first mindset.

• Final review: Only when both sides feel aligned do we move to agreement.

This approach removes surprises later. Owners join with eyes wide open, and we gain confidence knowing they have what it takes to succeed.

training & development framework

Regardless of whether the owner plans on being the operator or onboard a manager to run the day-to-day, opening a studio is about more than switching on the lights. It’s about building confidence, following our proven framework and constantly upskilling across fitness, business and operations.

BEFORE OPENING DAY:

• Classroom training: Three days in person to learn our systems and connect with other new owners.

• 12-week pre-launch plan: Weekly calls, comprehensive marketing calendar, online resource academy, and layered learning so knowledge is applied in practice.

• Pre-sale community building: Owners host VIP sessions, bootcamps, and sell foundation memberships, creating buzz and embedding the brand locally before launch.

ONGOING DEVELOPMENT:

Training doesn’t end at launch. We continue with the Fitstop Online Academy, Business

Performance Coaches, monthly system upskilling, trainer accreditation, and quarterly toolkits. This ensures owners are never standing still. They are always growing alongside the brand.

onboarding for success

If training builds knowledge, onboarding builds confidence. It is about turning theory into action and giving owners the momentum to hit the ground running.

From signing to opening, owners follow a step-by-step roadmap with clear milestones and check-ins. Weekly coaching calls keep them accountable and supported. Our playbooks and templates give structure to pre-sale efforts, from lead outreach to event planning.

This hands-on journey is where confidence is built. By the time day one arrives, owners have already run bootcamps, signed foundation members, and introduced Fitstop to their community. They open their doors not with uncertainty, but with momentum and a strong foundation of support.

supporting community & connection

One of the things I’m most proud of at Fitstop is how quickly new owners feel they belong. From day one, they are part of our Fitstop family with weekly calls and peer introductions that create instant connection.

Our strongest launches have come from owners who leaned fully into this network, sharing wins, learning from others, and building community before opening their doors. They didn’t just open studios; they welcomed communities. That sense of connection is what sets Fitstop apart. Building these relationships early on is really critical to new owners being able to continuously connect with others and pay it forward by sharing learnings along the way.

Owner Spotlight: A memorable standout was our first opening in WA—a brand new territory for us at the time. When owners Rick and Tarryn flew to Brisbane and instantly fell in love with Fitstop, they knew they had to be the ones to bring that energy back home with them to Perth.

A couple of months later, we found the perfect spot in Melville. Both Rick and Tarryn had full-time roles outside of Fitstop, so finding the perfect manager was key to their success. More than 20 interviews later, they finally made their first hire—Riley. They were relentless in finding a driven studio manager who lived and breathed group fitness, systems and loved connecting with

people. As the west coast was brand new for us, we were starting with next to no brand awareness to lean on. They executed the plan better than we could have imagined; building and cultivating a thriving community before the doors opened—and eventually launching with over 180 members. To this day, the studio remains one of the strongest in the WA network and has had consistent year on year growth. The foundations in pre-launch set them up for success, and then built many business owners from that studio. I’ll always be so grateful for their dedication to the brand and their community.

future-proofing the franchise Model

We know success isn’t just about the present – but about building a system that supports sustainability, security and scalability for the future. That means investing in tools, people, and processes that keep our owners ahead.

• Technology that unifies: With the rollout of Hapana, we’ve brought CRM, member management, and the Fitstop app under one roof, making operations simpler and the member journey smoother.

• Upskilling people: Our trainer accreditation program ensures a consistent, world-class member experience across the network.

• Operational stabilisation: Ongoing coaching in leadership, sales through service, and retention best practices helps teams reduce churn, boost referrals, and build stable recurring revenue.

By combining data, feedback, tech enablements and lived experiences, we continually refine recruitment, onboarding, and operations. The result is a robust system that doesn’t just help owners open doors. It keeps them strong through competitive markets and changing times.

For me, it always comes back to people. When we find the right owners, give them the right tools, and surround them with the right support, amazing things happen. Studios thrive, members thrive, and the Fitstop network becomes stronger together. That is how we’ll continue to grow: by stopping at nothing, embracing the sweat, and proving , we all win. v

ai isn’t a l awyer: the hidden r isks For Franchisors

With Artificial Intelligence (AI) moving beyond big tech, I’m seeing small and medium-sized businesses adopting the technology in increasing numbers. As the trend accelerates, it’s vital that franchisors learn how to harness AI’s benefits, without risking compliance, brand integrity or business value.

After 20 years of experience working as both a consultant and franchisor, I’ve seen just how easy it is to get swept up in the hype. But the priority must always be protecting brand value, compliance, and long-term business success.

Legal expertise is irreplaceable

My biggest concern is business owners using AI tools without proper legal oversight, particularly for critical documents.

As AI tools become more accessible, business owners are eager to explore their potential. The smart ones are asking: How can I use this tech to streamline admin without compromising compliance, IP, or brand integrity?

While platforms like ChatGPT are transforming how we manage admin and content creation, franchisors are at risk of mistakenly using AI to generate legal documents such as franchise agreements and operations manuals which could have serious consequences.

In one of my podcast episodes, I spoke

with Olivia Hitchens, principal partner at Artemide Law and legal advisor to the Australian Retailers Association, to unpack to legal implications of AI in franchising. She made it clear that AI cannot replace qualified legal guidance, especially in a heavily regulated sector like franchising.

From a franchising perspective, Olivia explained that AI can help you populate an instruction sheet for your lawyer or assist with formatting, but she strongly recommended against relying on AI to draft a franchise agreement, negotiate special conditions, or handle disclosure.

This is because the risks are simply too high, and the penalties are steep. If your documents don’t comply with the Code, a franchisee can walk away. They can unwind the agreement entirely, and your business will wear the cost.

“ Even the most advanced AI platforms are time-locked and may rely on outdated legislation. They also can’t offer tailored advice, adapt to your unique business model, or foresee the commercial implications of specific clauses. Legal shortcuts today could cost you millions tomorrow..”

Use aI for speed, not strategy

Let me be clear, I absolutely use AI in my own business and I encourage franchisors to explore its capabilities. But the key is knowing where to draw the line.

AI can streamline repetitive tasks like drafting social media policies, email templates or onboarding documents, and it can also help legal teams work more efficiently. But outsourcing core legal work to AI is risky and tends to be non-compliant.

This is because ChatGPT is time-locked, so it doesn’t have access to the latest laws.

Olivia shared a cautionary tale about a client who used ChatGPT to write their privacy policy. The platform pulled outdated legislation and ignored GDPR, a critical oversight since the client was exporting to

ereza Murray is a leading Franchise and Business Consultant with over 20 years of experience in the franchising industry as both a consultant and franchisor, along with a track record of success running some of Australia and New Zealand’s most well-known brands (franchised and independent). With a background spanning over 30 years in business development across B2B and B2C, Tereza works with businesses ranging from start-ups to established companies ready for serious growth.

Europe. The result was a legally useless policy that left the brand exposed.

The same goes for franchise agreements. AI might produce something that looks legitimate, with the right headings, but it will lack the substance. Even if you spend hours refining it, it will still be missing critical concepts.

don’t risk your brand’s value

It comes down to recognising that franchise agreements and operations manuals are not just paperwork, they’re vital assets that influence your brand value and business success. Errors or inconsistencies can lead to non-compliance with the Franchise Code, trigger penalties, and tank valuation in a sale or investment.

Even with creative content, like a slogan or design, you don’t know whether the AIgenerated output is infringing on someone’s IP.

Olivia explained that she once had a client who used AI to generate a fabric print for a product and it was lifted straight from a Gucci design. This is a reminder that a template won’t protect your IP. It won’t reflect your operating model, and it won’t hold up under legal scrutiny.

tips for safe and effective aI use by franchisors

Despite these errors, AI can be valuable, if used wisely. Here are my top three tips to help franchisors use AI effectively, while protecting your brand and ensuring compliance:

1. Use AI for repetitive admin:

AI is ideal for drafting time-consuming documents like social media policies, onboarding materials, or internal training guides. Let it take care of first drafts and formatting, just make sure every output is reviewed and tailored to suit your business. In my experience, AI is also a great tool for streamlining communication whether

that might be templated customer service emails or automated staff FAQs. These small changes free up capacity for more high-value strategic work, without risking your legal standing.

2. Never use AI for legally binding documents:

Legal documents, particularly franchise agreements, leases, or disclosure statements, must be drafted or reviewed by a qualified lawyer. No exceptions.

Even the most advanced AI platforms are time-locked and may rely on outdated legislation. They also can’t offer tailored advice, adapt to your unique business model, or foresee the commercial implications of specific clauses. Legal shortcuts today could cost you millions tomorrow.

3. Implement a company-wide AI policy:

Your team is likely already using AI, whether you’ve approved it or not. Get ahead of the risk by developing a clear AI policy that outlines when and how AI can be used across your business.

I recommend including protocols for factchecking, legal review, brand alignment, and data privacy. AI is a powerful resource, but like any tool, it needs clear guidelines to ensure it’s used responsibly and effectively.

Ultimately, there’s no such thing as a ‘standard’ franchise model, meaning AI can never replicate what makes your brand unique. At TMF, our job is to help you replicate your business and operating system, which is why every manual must be 100% tailored to you. That’s something AI simply can’t deliver.

That said, the future of franchising isn’t about rejecting AI. It’s about using it intelligently, with strategic thinking, legal oversight, and brand protection at the core. Because when it comes to safeguarding your business, taking a shortcut could cost you everything.

is 2026 the year you start your own Business?

Australia’s leading franchise event returns bigger than ever in 2026, with shows in Brisbane, Sydney, Melbourne and Perth - connecting franchisors with thousands of motivated Australians ready to take the next step in business ownership.

After almost 40 years of success, the Franchising Expo remains the ultimate destination for brands looking to recruit new franchisees, launch new concepts, and grow their network. With more Australians than ever exploring self-employment, there’s no better place to meet genuine prospects faceto-face.

In 2026, the Franchising Expo will run in Brisbane from 21–22 March, Sydney from 30–31 May, Melbourne from 1–2 August and Perth in November. These events bring together franchisors, franchisees, legal and financial experts, and industry authorities — giving you access to invaluable insights and practical advice to help you make the right business move.

With free seminars, expert speakers, and hundreds of opportunities to explore, this is your chance to take the next step towards owning your future.

Across the four national shows, visitors can explore hundreds of opportunities — from food and beverage, retail, health and wellness, education, and home services, to tech and business support. The Expo also runs alongside the Start Your Own Business Expo, giving exhibitors access to an even wider audience of aspiring entrepreneurs and small business owners seeking the tools, guidance and inspiration to get started.

“Meeting real people who can explain their business firsthand is invaluable,” says Exhibition Manager Melinda Cunningham. “The Expo gives people a chance to connect, ask questions, and discover opportunities they may never have considered.”

Visitors can also attend free seminars featuring industry experts, franchise consultants and successful operators sharing insights into business growth, financial planning, and how to make the right investment decision.

Each year, the event attracts serious, qualified prospects and provides exhibitors with unmatched exposure through a powerful year-round marketing campaign spanning digital, print, radio and social media — ensuring every brand benefits from maximum visibility.

Be sure to mark the dates in your diary and get ready to shape your future at the Franchising & Business Opportunities Expo.

For more information on visiting or exhibiting, contact Melinda at melinda@specialisedevents.com.au.or visit www.franchisingexpo.com.au.

2026 d iary dates:

brisbane: 21-22 March

sydney: 30-31 May

Melbourne: 1-2 august

perth: november

BEHIND t HE 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

ee change triggers franchisee backlash

A proposed reduction in commissions payable to franchisees of ANZ Bank’s home loans franchise that the bank has not applied to its independent loan brokers or internal staff has triggered a backlash with franchisees setting up a Mobile Lending Franchise Association in response, according to a media report.

Unlike most franchise networks where franchisees pay a royalty to the franchisor, ANZ mobile lending and other mortgage broking brands generally apply a commission structure whereby they pay franchisees for generating loans on their behalf.

In April this year, ANZ told franchisees that the upfront commissions paid to franchisees for generating home loans for the bank would

decrease by nearly a quarter from 0.65% to 0.50%, with an annual administration fee to double from $7,500 to $15,000. Around 40% of ANZ’s home loans are generated by its own staff, and its franchise network, with the other 60% generated via independent mortgage brokers whose commissions remain at the 0.65% level.

ANZ franchisees have complained that any reduction in commissions should be spread across all home loan sources including the bank’s staff and independent brokers, and that franchisees have been unfairly targeted by the bank’s attempts to reduce its costs and increase its margins. The bank has offered an alternative commission of 0.57% and a staged increase to the annual administration fee, according to the media report.

Multi-unit franchisee’s highprofile collapse

A multi-unit franchisee of international footwear brand Nike has closed its seven high-profile Sydney locations, resulting in the loss of more than 100 jobs following the termination of its Nike license, according to a media report.

The company, AF-1, has ceased trading and liquidators have been appointed. Customers with gift cards will be treated as unsecured creditors and may not receive any money back, while employee entitlements will be paid under the Commonwealth Government’s Fair Entitlements Guarantee Scheme, according to the liquidator BCR Advisory. The Commonwealth scheme is usually engaged as a last resort when insolvent entities have no assets available to pay employee entitlements.

reasonable opportunity implications for term and investment

Franchisors should review the length of their initial franchise terms and investment level as part of their response to a new provision of the Franchising Code of Conduct which takes effect from November 1.

Section 44(2) of the new Code states that: “A franchisor must not enter into a franchise agreement unless the agreement provides the franchisee with a reasonable opportunity to make a return, during the term of the agreement, on any investment required by the franchisor as part of entering into, or under the agreement.”

The provision does not mandate what the return on investment should be, but instead requires that franchisees be given a fair chance to make a return, which may challenge some existing franchise offers, according to a panel of experts who discussed this topic in a recent webinar.

Where franchisees may only be achieving a return on their investment in their second term, franchisors may need to reconsider and lengthen the initial term going forward to comply with the new provision. Changing the length of an initial term (which is commonly five years for many brands) to a longer term (eg. seven years) may create additional leasing complications for site-specific concepts. Mobile franchise concepts not tied to a lease are unlikely to be similarly challenged in this regard.

Equally, franchisors may need to review and reduce the initial investment cost of their greenfield franchise offer to improve a franchisee’s ability to get a return during the initial term, or to overcome the need to grant a longer initial term.

To mitigate their risk of claims under the reasonable opportunity provision, franchisors should also improve their monitoring of franchisees’ financial performance to identify and support operators tracking below performance levels required to get a return during the initial term.

The webinar, hosted by the Franchise Advisory Centre and sponsored by rostering, payroll and bookkeeping service IWS by Deel, featured franchise panellists Derek Sutherland (Keypoint Law), Kate Groom (Franchise Accounting & Tax), Peter Fiasco (Hip Pocket Workwear), Paul Tee (IWS) and Jason Gehrke (Franchise Advisory Centre).

With less than a month before the new provisions of the Franchising Code come into effect, the guidance material to help franchisors understand and comply with these new provisions is yet to be released by the Australian Competition and Consumer Commission (ACCC).

franchise ceo's sudden departure

The chief executive of multi-brand Gold Coast-based listed franchisor Retail Food Group (RFG), Matt Marshall, has resigned effective immediately after two years in the role, according to a media report.

Under Marshall’s stewardship, RFG announced a $5.8 million net profit after tax to June 2024, its highest for seven years. However, the company’s results to June 30, 2025 included a statutory net loss after tax of $14.9 million, a result driven by a $12.2 million impairment from its bakery brand Brumby’s and restructuring costs across the business.

Company chairman Peter George will become executive chair until a new CEO is appointed, a responsibility he previously undertook between 2018 and 2023 prior to Marshall’s engagement.

shock loss for listed franchisor amid store closures

Listed chain Domino’s Pizza Enterprises (DPE) has announced a $3.7 million loss, despite closing 312 stores worldwide, according to a media report.

The loss, down from the $92.3 million net profit after tax recorded in F24, is DPE’s first since listing on the Australian Stock Exchange (ASX) in 2005. Underperforming stores in France and Japan have been cited as key drivers for the result. Of the 312 underperforming stores closed globally, 233 were shut in Japan alone as DPE’s management attempted to rein in the losses throughout the year. Domestically, Domino’s Australia continued to grow,

posting record profitability for F25, and the highest franchise earning before interest, tax, depreciation and amortisation for the last three years. To date, however, domestic sales for F26 are down by 0.9%.

DPE’s chairman and largest shareholder, Jack Cowin, recently took over the company’s day-to-day executive duties on an interim basis, following the abrupt resignation of CEO Mark Van Dyck after less than one year in the role. Cowin has highlighted the need to continue closing underperforming stores, while also building momentum to drive an increase in the frequency and value of consumer purchases. Further cost savings have been identified, and a commitment has been made to reinvest in marketing and franchise support, while also simplifying the business overall.

Widespread misconduct found in franchise chain

An internal investigation launched in 2022 by major Australian bank Westpac into its now-closed RAMS Home Loan franchise chain raised concerns about more than half of its franchisees, according to a media report. The internal investigation known as Project Guardian tasked a team of 200 employees from across Westpac’s risk, compliance, and mortgage teams with reviewing loan applications from across the RAMS’ network. Of the 70 franchises operating at the time of the review, 36 were found to be of concern, 29 were to be monitored, and just five raised no concerns. In 2023, Westpac self-reported results from the review to the Australian Securities and Investments Commission (ASIC).

ASIC launched legal action against RAMS in June 2025 alleging breaches of the Credit Act and systemic misconduct within the lender. In a court filing, Westpac described how Project Guardian rated levels of concern as high or very high, where a high rating indicated the franchise could not resolve issues that appeared systemic in nature and/ or were of a serious nature such as potential fraud or other criminal concerns. ASIC allegations against RAMS included the submission of fake payslips from non-existent employers to approve mortgage applications for borrowers, and breaches of the Credit Act by RAMS’ failure to properly supervise representatives of the company. RAMS further admitted to conducting business with unlicensed persons and failing to implement proper policies and procedures.

auto chain's struggles continue with $52m loss

Listed company Bapcor, the parent of auto aftermarket franchises including

Autobarn, Midas and Autopro, has failed to provide guidance for F26 following the announcement of its F25 results, according to a media report.

The company reported a statutory net profit of $29.1 million for F25, significantly short of the $46.2 million predicted by analysts, but more than a recent estimate by the company of between $31 and $34 million. Results for F25 included a $52.3 million write-down of significant items related to store assets, slowmoving inventory, impairments, and complex transactions across its multiple business units. In early August, Bapcor flagged the likelihood of $50 million in balance sheet write-downs which resulted in a 28% drop in its share price in just one day, and the simultaneous resignation of three company directors.

Since 2020, Bapcor has been restructuring its business which uncovered significant accounting issues which cost the company $253 million in write-downs in F24. However, 21 new stores, three new state distribution centres, and 13 new trade network stores were opened in F25, during which 70 sites were also exited or relocated, and 23 smaller warehouses were consolidated. Just six underperforming stores were closed.

fast food prank demonstrates "health halo" effect

A content creator has demonstrated the health halo effect by secretly serving attendees at a major Australian food convention McDonald’s burgers disguised as an organic brand, according to a media report.

Stanely Chen, a YouTube content creator with nearly 400,000 subscribers, set up a booth at the Good Food and Wine Show in Brisbane. His brand for the day, “Mark Donholds,” advertised Quarter Mark, Biggest Mark, and Mark’s Chicken burgers. Advertising claimed that the beef used came from Iceland from grass-fed cows, that the bun was collageninfused, and that the entire burger was free from genetically modified organisms. Chen’s marketing clearly demonstrated how health haloes – a tactic whereby a virtuous aspect of a food is highlighted to make the food appear better than it actually is – can influence consumer choices.

While some customers, after tasting the offerings, were initially sceptical, when Chen and his accomplices insisted the burgers were a healthier option to other fast-food brands, they changed their opinions. Other customers praised the quality of the burgers describing them as juicy and tasty, and the buns as light and fluffy. When customers were asked how much they would be willing to pay for the sampled burgers, offers of up to $25 were tendered. v

• australian & international trade Marks

• intellectual Property licence & transfer agreements

• creation of franchise systems

• r eview and advice on franchise Documentation

• business purchases and sales

• commercial leases

• Distribution & supply agreements

• shareholders agreements

• business structuring

sr@ippartnership.com.au

About Us 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 Small & Medium 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.

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We have over 25 years’ experience in the franchising sector in:

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arameX

level 9, 491 Kent street, sydney, nsW 2000

email: (au) recruitment.au@aramex.com (nZ) recruitment.nz@aramex.com Website: www.aramex.com.au www.aramex.co.nz

chargrill charlie’s

level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com

Website: www.craveablebrands.com/franchising-chargrill-charlies

chicKen treat

level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com

Website: www.craveablebrands.com/franchising-chicken-treat

club Pilates

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

c yclebar

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

garage force australia

32a talbot avenue, south Perth, Wa 6153 Ph: 08 9208 1333 email: brian@garageforce.com.au Website: www.garageforce.com.au

gymbaroo

l4/102 albert road, south Melbourne Vic 3205 Ph: 0488 026 456 email: alexandra@gymbaroo.com.au Website: https://www.gymbaroo.com.au/franchise/

inXPress

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

Kumon eDucation

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

mobile aPP city, Pty. ltD

level 1, 162 Grand boulevard, Joondalup, Wa 6027 Ph: +61 8 6385 8052 Website: Mobileappcity.com

myhome

104 auburn rd, hawthorn, Victoria, 3122 Ph: 0455 589 448 email: franchising@myhomeclean.com.au Website: https://myhomefranchise.com.au/business-franchise/

oPorto

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

Petbarn mobile DogWash (formerly city farmers Dogwash)

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

PoolWerX

10 camford st, Milton QlD 4064 Ph: +61 7 3173 7300 free call au 1800 245 447 free call nZ: 0800 543 419 email: Joinourteam@poolwerx.com.au Website: www.poolwerx.com.au/franchising

reD rooster

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

right at home

unit 4, 16-36 nile street, Woollongabba QlD 4102 Phone: 07 3177 9906 email: daryl.s@rightathome.com.au Website: https://rightathomefranchise.com.au

rumble boXing

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

senior helPers australia

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

snaP- on tools

Po box 6077, blacktown nsW 2148 Ph: aus: 1800 762 766 nZ: 0800 762 766

email: sota.franchise@snapon.com Website: www.snapontools.com.au

soul origin

580 Parramatta rd, Petersham, 2049 Ph: 0439 611 962

email: Karlas@soulorigin.com.au Website: https://www.soulorigin.com.au/

stagecoach Performing arts

12th floor, export house, Wolsey Walk, Woking, surrey Gu21 6QX Ph: +44 (0)1483 247 400

email: franchiserecruitment@stagecoach.global Website: australia.stagecoachfranchise.com

stretchl ab

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

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

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

FRANCHISE OPPORTUNITIES:

• Taree

• Port Macquarie

• Country VIC

• Country SA

• Albany, WA

• Tasmania

• Bathurst

AUSTRALIA'S PREMIER

Home Care Franchise Network

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.

ara M ex

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

aramex offers courier franchisees the training,

chargr ILL char LI e’s

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

When 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 unwavering work ethic,

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

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

cLU b pIL ates

club Pilates is the world’s leading Pilates franchise, offering a modern, inclusive approach designed for every bo DY. since launching in australia in 2021, our studios have become uplifting, community-driven spaces where people of all ages, shapes, and fitness levels come together to move, grow, and thrive. far beyond traditional reformer classes, club Pilates offers nine signature class types across multiple levels, using a range of professional equipment and apparatus to deliver a truly versatile experience. e ach session

c ycLe bar

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

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

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

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 franchise Partner, you’ll have the backing of craveable b rands—home to chicken treat, o porto and r ed r ooster—with 600+ restaurants and 180 experts supporting your success.

www.craveablebrands.com/franchising-chargrill-charlies

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

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

www.craveablebrands.com/franchising-chicken-treat

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

garage force aUstraLIa

Garage force australia is a leading specialist in site-specific concrete coating solutions, delivering premium finishes for residential, commercial and corporate environments. a s concrete coating experts, we provide tailored systems designed to meet the unique requirements of each site – whether it’s garages, patios, pool decks, showrooms or large scale industrial spaces. o ur signature use of advanced cyclospartic polyurea technology ensures superior durability, aesthetic appeal, and environmental resilience compared to traditional coatings.

With a strong culture built on innovation, customer – first service, and professionalism, Garage force australia partners

with franchisees and clients alike to deliver outstanding results.

every project is approached with precision, safety and accountability, enhancing property value and ensuring longterm performance. We are passionate about helping our franchisee businesses and homeowners achieve excellence in concrete protection, while building a trusted national brand known for quality people, quality systems process, integrity, and quality support.

for more information contact b rian Woods on: Ph: 08 9208 1333 email: brian@garageforce.com.au

Web: www.garageforce.com.au

Gymbaroo is australia’s most popular and successful parent-child education program, with more than 60 centres across the country. We’re looking for new franchisees to join our rapdily growing community of successful business owners.

franchising with Gymba roo offers the flexibility to balance your personal life and entrepreneurial aspirations, all while enjoying the profitability of a thriving business that fosters a genuine sense of community. i t’s a chance to make a positive impact

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.

Mob ILe app cIty, p ty. Ltd.

Mobile app city (M ac ) is an mobile app and digital marketing agency that operates with a Partner license model (like a franchise but without the downside of a franchise).

t his enables us to empower entrepreneurs (just like you) to establish your own mobile app and digital marketing agency business - so that you can provide a whole range of high-

on young lives and your own entrepreneurial journey simultaneously.

Part of the b elgravia Group, Gymbaroo -Kindy roo franchisees have the benefit of running a small business backed by a national network. t he b elgravia Group prides itself on developing proven business systems, providing step-by-step guidance for new franchise partners and offering premium ongoing support to help you achieve success. Whenever you need help or advice, all you need to do is reach out and our expert team will be there to guide you.

https://www.gymbaroo.com.au/franchise/

and manage their freight with ease. Whether it’s domestic or international shipping, our innovative solutions help companies streamline logistics, reduce costs, and enhance efficiency. With a commitment to personalised support and industry-leading technology, inXpress empowers businesses to take control of their shipping needs with confidence.

for more information contact Kellie cranch at: Phone: 1300 469 765 email: Kellie.cranch@inxpress.com au.inxpress.com, nz.inxpress.com

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.

demand technologies to business owners, without needing any technical knowledge. You’ll make both upfront income and ongoing passive income with each client.

full training and continual, ongoing support, no royalty fees.

for more info contact r ichard Giannini at: Phone: +61 8 6385 8052 Web: Mobileappcity.com

gyM baroo

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. My h ome offers its owners an unprecedented work life balance and more time for the things they value most.

With a low-cost entry, extensive centralised support, including central call centres, and digital innovations, empowering owners to manage much of their business from a mobile or tablet.

oporto

o porto is one of australia’s most recognisable quick-service restaurant brands, bringing the vibrant flavours of Portuguese-inspired flame-grilled chicken and burgers to customers across the country. With its upbeat, contemporary branding, and vibrant, modern menu, o porto has carved a unique space in the Qsr industry, standing out as the home of Portuguese inspired flavours.

r ight now, o porto is in a period of rapid growth, with a network of 212 restaurants across australia and forecasted to grow to 250+ in next 3 years. o porto is driven by strong customer demand and a relentless

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 $90K + 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. With a network of 325 stores across australia, r ed r ooster has become a household name.

founded in the 1970’s and australian owned, it’s a roast and fried chicken franchise offering vast opportunities for aspiring franchise Partners. 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

My h ome owners are not cleaners, they come from various 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 Melbourne’s finest suburbs. i f you aspire to a work life balance with great financial rewards, take the first step by visiting https://myhomefranchise. com.au/business-franchise/.

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 + Gst

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 franchise Partners benefit from our customer focused approach and innovative technology, including online delivery, app-led services, catering, and contactless service. When you join craveable b rands, you’ll have a team of experts by your side, supporting you every step of the way.

www.craveablebrands.com/franchising-red-rooster

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

sen I or h e Lpers aUstraLIa at senior h elpers australia, we are committed to enriching lives through compassionate, personalised care. since launching in 2011, we’ve proudly supported thousands of older australians and people living with disabilities, enabling them to live independently and with dignity in their own home.

o ur services are built on trust, respect, and compatibility – matching clients with skilled, dedicated support workers who truly understand their needs. a s a franchisee, you’ll be joining a

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. With locations across the country, rumble has become the home for those who crave more than a workout. it’s a space where confidence is built round after round, stress gets knocked out on water-filled bags, and community fuels every punch.

for more information contact: bill Gordin (h ead of franchise Development) bill@boutiquefitnessstudios.com.au https://www.doyourumble.com.au/franchise

nationally recognised brand with a strong reputation for quality, reliability, and heartfelt service.

o ur proven business model, comprehensive training, and ongoing operational support empower franchise partners to build rewarding, community -focused businesses in a rapidly growing sector. Whether it’s companionship, personal care, or specialised support, s enior h elpers is dedicated to delivering exceptional in-home services that make a meaningful impact. Join us and help shape the future of care across australia –one home, one family and one community at a time. https://seniorhelpers.com.au/

We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. o ur highly targeted marketing techniques promotes our snap-on tools brand so it reaches your customers. e ach month, we develop specials to give customers a reason to buy immediately. With extensive training and ongoing support, Join the world’s largest tool franchise and drive your own success www.snapontools.com.au

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

so UL or I g I n

s oul o rigin is not just a brand; it is a friend to aussie food lovers. b ack in 2011, they set out on a mission, to shake up the fast-food industry and create a space where people could grab food that is not just quick but also fresh, wholesome, and delicious. n ow, with 150 stores across the country, they have become the go-to spot for foodies looking for quality food on the go. a nd guess what? t hey are just getting started.

s oul o rigin has set its sights on further expansion and innovation. t heir commitment to providing healthy,

s tagecoach perfor 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 no o ther

for over 25 years, sushi sushi has set the standard for premium, handcrafted sushi in australia. With more than 170 stores nationwide, our brand is trusted for its exceptional quality, contemporary store design, and industry-leading food safety.

o ur franchise partners are the foundation of our growth. We offer a proven business model, robust training, and ongoing operational and marketing support to help

fresh food will continue to inspire changes in the fast-food industry. a s they grow, they bring with them a promise that nutritious food should be accessible to all.

take the next step and join a food and coffee franchise with s oul o rigin!

for more information contact: Karla shand 0439 611 962 Karlas @soulorigin.com.au https://www.soulorigin.com.au/

is pinned around skills development for each stage of learning. stagecoach enriches the lives of 60,000 students worldwide, each week.

a s a stagecoach franchisee, you are responsible for driving and growing your business and managing a team of talented teachers. You will not be required to teach any classes yourself, but our model actively encourages you to put your own stamp on the creative process. from marketing to recruiting and retaining teachers, stagecoach will provide you with the guidance and support you need, when you need it. australia.stagecoachfranchise.com

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

owner-operators thrive in shopping centres, travel precincts, local and regional communities.

Whether you’re an experienced hospitality professional or an ambitious entrepreneur ready to step into business ownership, you’ll benefit from the strength of an established brand and a dedicated support network.

at sushi sushi, we believe real food brings people together — and real opportunities create lasting success.

Join us and own a business customers love, backed by a brand that’s fresh, iconic, and built to grow!

Discover your future with sushi sushi.

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.

“I’m really proud of the business I’m building – I’m already well on my way to achieving my goal

George

running a multi-million-dollar business.”

Beddoes, Owner – MyHome Black Rock

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 www.myhomefranchise.com.au/bfm-george/ Or scan the QR code for instant access

Request your information pack now to discover what sets MyHome apart, and how becoming a MyHome Owner Manager gives you executive earnings without the stress, long hours and commute. Visit www.myhomefranchise.com.au/bfm-george/ Or scan the QR code for instant access