U. s. Office: seattle, Wa www.franchisingmagazineusa.com
Welcome to the October 2025 issue of Franchising Magazine Usa
If you are ready for a change then we have some great content this issue and to begin with, we have our Front Cover story on Rhea Lana’s, When Rhea Lana’s husband left his secure engineering career to pursue work in the nonprofit sector, their young family felt the strain. With three children to care for, Rhea Lana began looking for ways to stretch their budget. she quickly realized other parents faced the same challenge: kids outgrowing clothes, toys, and gear faster than budgets could keep up. h er idea was simple: create an inviting, convenient, retail-like shopping experience where families could sell what they no longer need and shop for high end brands at affordable prices. you can read more about this on page 10.
a s usual our top experts in the industry continue to deliver great advice. Lucas Frey covers When Franchise g rowth stalls and how to reset. g eorge Knauf discusses why Franchising is a “We business and not “Me” Business. a s always Evan hackel offers some thought provoking ideas and this issue the topic is The nine box decision making grid: h ow Franchisors can turn overload into clarity. a s always, we have lots of great advice in this issue along with some inspirational stories from franchisees who are proud business owners.
Our main Feature this issue is Multi – Unit Franchising. On the Feature cover we have Orca Franchising which you must read if you are aiming for the top in life and dreams. Our r esident Expert chris conner covers this subject and offers some great advice if you are exploring the Multi – Unit ownership.
a s always, we have our Veterans covered in this issue with an article on Twin Peaks who are offering support for Veterans with a new lunch campaign.
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.franchisingmagazineusa.com to find more exciting franchises and advice.
happy r eading.
Vikki Bradbury | Publisher Franchising Magazine USA
member of the IFa:
The public and policymakers need to understand franchising.
Our purpose
@OurFranchise is an industry-wide campaign created to spread the word about the value of franchising and share the stories of men and women just like you, who are leading the way as franchisors, franchisees, and franchise employees. The franchise business model has been proven time and time again to work, but it’s threatened when the public and politicians don’t understand how it operates to benefit local, independent franchise establishment owners and their communities. Putting a spotlight on real leaders succeeding with the franchise model is how we’ll ensure franchising is stronger than ever before.
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Contact Erica Farage, Senior Director of Political Affairs and Grassroots Advocacy and Multi-Unit Franchisee Engagement International Franchise Association efarage@franchise.org (202) 662-0760
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contents O c TOBE r 2025
Cover Story
10 Rhea Lana’s: Families helping Families Through children’s consignment
6 What’s New! Announcements from the Industry
35 Feature Supplement: Multi – Unit Franchising
70 A-Z Franchise & Services Directory
Women in Franchising
20 Maggie Harlow: The Female Franchise Effect: impact, influence and innovation
62 Jenny Heverly: EMs To You Franchisee and reigning Mrs. Massachusetts shines at Mrs. america Pageant
Have Your Say
18 Colt Florence: Entrepreneurship Without The gamble: how home service Franchises reduce risk
30 Jonathan H. Vogel: Keeping customers satisfied While improving Your Operating Plan
66 Tom Perella: smooth Operations: how To seamlessly integrate Technology into restaurants
Franchisor in Depth
14 Buddy’s Home Furnishings: The home improvement culture Fueling The rent – To – Own Furniture industry
22 Rock Island Sound: The Magic of Music: rock island sound’s Journey to Franchising
28 Gotcha Covered: service industry newcomers have Bright Future in Franchise Ownership
32 Grease Monkey: Trade schools are Powering The Future: Why More Teens are choosing skilled careers Over college
Expert Advice
12 Lucas Frey: When Franchise growth stalls: reset to scale
16 George Knauf: Franchising: a “We” Business, not a “Me” Business
24 Evan Hackel: The nine-Box Decision – Making grid: how Franchisors can Turn Overload into clarity
64 Ronn Torossian: innovation Vs. Tradition: Finding The sweet spot in Franchise growth
Veterans In Franchising Snapshot
68 Twin Peaks: strengthens support For Veterans, Military, and First responders With new Lunch campaign
sunny s treet c afé
Spices Up Fall with Pumpkin Pancakes and Donut Holes
Fall-inspired menu brings back fan-favorites and a freshly baked twist
Sunny Street Café is making autumn mornings worth celebrating for guests with four pumpkin-inspired creations that feel like tradition and taste like sweet comfort beginning Monday, Sept. 8.
Blending familiar flavors with a touch of indulgence, the fall menu lineup includes:
• Pumpkin Spice Donut Holes (NEW!) – Homemade, fair-style donut holes served with a silky crème anglaise for dipping.
• Pumpkin Pancakes – Sunny Street’s famous, fluffy pumpkin pancakes topped with cinnamon butter and a rich tres leches drizzle for a warm, spiced delicacy. also available as a half stack in the h earty Breakfast combo.
• Pumpkin Cream Cold Brew – Cold brew coffee with sweet cream and topped with house-made pumpkin cold foam.
• Pumpkin Brown Sugar Muffin – A seasonal jumbo muffin baked fresh in-house daily, ideal for sharing or savoring solo.
“There’s something about pumpkin that instantly makes people feel at home, and our Pumpkin Pancakes are one of the most anticipated items this time of year,” said sunny street c afé corporate chef Matthew stasko. “We’re excited to not only bring back those classics but also give families a new way to enjoy the season with our Pumpkin spice Donut h oles. it’s about sharing a little comfort and joy around the table.”
The limited-time menu will be available at all sunny street c afé locations and will run through the fall season, giving guests another reason to gather and enjoy the brand’s signature warmth and approach with an extra cozy twist.
For more information about Sunny Street Café and franchising opportunities, visit ownasunnystreet.com.
Beans & Brews coffeehouse
Expands into Missouri with First-Ever Location
Beans & Brews Coffeehouse, the growing coffee franchise known for its High-Altitude Roasting™ and welcoming mountain vibe, has officially opened its first Missouri location in Dardenne Prairie, just 40 minutes west of St. Louis.
The new shop, located at 7409 s outh Outer r D 364, where Winghaven turns into Bryan r oad, features a cozy dine-in experience, convenient drive-thru, and a full menu of fan-favorite food items, new cold brews and premium coffee, including the brand’s newest protein coffee line.
Franchise owner h oward sparks is leading a close-knit team which includes his wife Brandy, brother Michael, sister Tabitha and her husband Marty c arter, and longtime friends Pete and Paige hargis—to bring the Beans & Brews brand to the show Me state for the first time.
“We’re very excited to bring this quality coffee to Missouri,” said sparks. “For us, this is more than great coffee. Beans & Brews is known for being a welcoming and inviting coffeehouse, and we’re thrilled to create a coffeehouse community in the st. Louis area.”
sparks and his team have been exploring franchise ownership since 2022, drawn to Beans & Brews after his wife, an avid coffee drinker, fell in love with the brand.
“We’re proud to welcome h oward and his team to our growing franchise family,” said Doug Willmarth, cEO of Beans & Brews coffeehouse. “This is an exciting step for our brand as we continue expanding into new markets. h oward’s passion for quality, service, and community makes him a great fit for leading the way in Missouri.”
www.beansandbrews.com/franchise.
Fast-Growing Döner h aus Secures Over 30 Commitments for Franchises in New York State, California and Florida
The fast-growing quick service restaurant specializing in authentic German-style Döner Kebabs, is on the fast track toward franchise expansion with commitments for over 30 franchise locations secured in New York State, California and Florida, and continuing interest from markets across the country.
Less than a year after launching its franchising program in February, Döner haus is set for nationwide growth, two leases just signed by the first franchisee on Long island, nY and another signed for the first franchise in Los angeles.
“Döner haus is bringing an entirely new quick-service category to the U. s
market,” says Döner haus Founder and cEO nikolaus von s olodkoff. “g ermanstyle Döner Kebabs are the most popular street food in Europe, yet they have barely scratched the surface here.
We’re excited to be introducing our Döner, in an authentic way, that millions of americans will love at first bite.”
The attractive franchising model and competitive fees of only 3% royalty and 2% marketing, compact footprint, and focus on takeout and delivery allow Döner haus to grow rapidly and expand into valuable high-traffic areas that other concepts may not be able to afford.
To further support growth, Döner haus has established a supply chain of high-quality U. s .-sourced ingredients not subject to tariff increases—like its spice blends, 100% choice Top r ound inside g reater Omaha Beef from n ebraska and fresh vegetables—to easily deliver consistent quality across regions.
“For franchisees, Döner haus is compelling because it is a streamlined, highly efficient business model built for scale,” Döner haus Franchise Director Eddie Fahmy.
Visit www.doner.haus/franchising
Pro n exis Partners with Connex AI to Bring Advanced Automation to the Home Services Industry
ProNexis, the No. 1 lead response and contact center solution in the home services industry, is proud to announce a strategic partnership with Connex AI, a leader in intelligent automation technology.
Through this collaboration, Pro n exis has integrated connex ai ’s advanced automation platform into its contact center operations, enhancing response times, improving lead capture and delivering seamless ai -to-human transitions through a hybrid model of service.
connex ai enables modern businesses to automate customer engagement workflows while ensuring natural, context-aware interactions that reduce friction and increase operational efficiency. This partnership allows Pro n exis to extend its highperformance service model, intelligently combining automation and live-agent support to meet the evolving demands of today’s customers.
Pro n exis will continue to provide compliance expertise, licensing support and bonding assurance, elements often overlooked in ai deployments but essential for home service companies
operating across state lines. The result is a solution that is not only intelligent and responsive but also fully compliant with regulatory and legal requirements.
“This partnership strengthens our ability to provide a seamless and best-in-class customer experience,” said Ben Fox, President at Pro n exis. “We’re not replacing the human element—we’re reinforcing it with smarter tools. Together with connex ai, we’re bringing the future of customer engagement to the home services industry.”
For more information about ProNexis, visit http://www.pronexis.com.
For more information about Connex AI, visit https://connex.ai/us.
B onita B ow L s EXPANDS FOOTPRINT WITH TWO NEW LOCATIONS IN CHICAGO THIS FALL
Bonita Bowls, a wellness restaurant brand specializing in superfood smoothies, smoothie and poke bowls, wraps and other healthy offerings, today announces its continued expansion with the opening of two new locations in the suburbs of Chicago, IL.
Bonita Bowls will open its first franchise store in the downtown area of Wheaton, iL. Located at 101 West Front street, guests will be welcomed by a colorful and vibrant interior, inspired by the tropics. Menu items will include fresh and affordable bites, including the Mando Bowl featuring a base of acai and coconut, and the summer sunset smoothie with mango, banana and a Dulce de Leche drizzle. Franchisees Traci and Oscar suazo, a local husband-and-wife team, have partnered with Bonita Bowls on its first franchise venture and are excited to deliver the brand’s delicious product mix to the area. “The Bonita Bowls concept was something that we believed in from the very beginning,” said Traci suazo. “Oscar and i feel very honored to be the brand’s first franchisees.”
To further support Bonita Bowls growth, Kissane recently appointed seasoned restaurant veteran stacey c arroll as r egional Manager. With a degree in h otel and r estaurant Management and a culinary background, c arroll will bring over 30 years of experience to her new role. “ since our launch in 2021, we’ve strategically expanded our footprint in illinois from just one shop to seven and are excited to reach new heights in Q3 and beyond with the support of c arroll and our team,” said Kissane.
https://bonitabowls.co/. Follow Bonita Bowls on Instagram at @bonitabowl, or on Facebook at @bonitabowl.
Longtime Entrepreneur and Community Leader Opens at work in Columbus
AtWork®, the nation’s leading staffing franchise for empowering job seekers and facilitating company growth, has opened its newest location in Whitehall at 3606 E. Main St., situated inside the same retail complex as Clover Kids Dental.
atWork columbus southeast is locally owned by James Jackson, a longtime entrepreneur and community leader with deep roots in the columbus area. Throughout his career, Jackson has remained committed to uplifting those around him. he mentors local youth on business ownership, speaks to inmates preparing for reentry through the starts Within Organization and is passionate about helping people rewrite their stories through meaningful work. now, through his new atWork location, James is focused on connecting local talent with light industrial, clerical and administrative job opportunities in a region experiencing tremendous growth. “helping someone find a job they love, one
that allows them to support their family and build a better future, is one of the most powerful ways you can impact a person’s life,” said Jackson. “Everything i do is about serving the community genuinely and authentically. atWork gives me another way to do that, and i believe it can change lives here in the Whitehall community and beyond.”
“We are proud to open our doors in columbus, a city teeming with opportunity and growth,” said Jason Leverant, President and cOO of atWork. “atWork columbus southeast will serve as a key resource to help employees thrive, businesses prosper and communities flourish. With James’ entrepreneurial spirit, deep community ties and passion for helping others, he is the ideal leader to bring this mission to life and make a lasting impact in his community.”
For more information, visit AtWork.com.
Colts’ Linebacker Zaire Franklin Brings r ita’s to Indiana, Expanding Legacy Beyond the NFL
Rita’s Italian Ice & Frozen Custard is welcoming a new addition to its franchise family, and he’s no stranger to teamwork or impact. Zaire Franklin, veteran linebacker for the Indianapolis Colts, has opened his first Rita’s location in McCordsville, Indiana, alongside longtime mentor and coach, Eric Taylor. This shop marks the first of three r ita’s locations committed by Franklin, who brings a finance background, entrepreneurial vision and deep community ties to the growing indiana market. his franchise journey represents a modern take on ownership, where purpose and performance intersect.
“g rowing up in Philly, rita’s was always my favorite sweet treat, whether it was a reward after a tough practice, a way to cool off on a hot day or just a fun moment to share time with family,” said Franklin. “When i moved to indy and couldn’t find one, it sparked an idea and set this whole venture in motion.
Franklin and Taylor’s partnership spans decades — from youth football fields in Philadelphia to their latest business endeavor — creating a foundation rooted in mentorship, shared values and forward-thinking strategy. n ow entering his eighth nFL season, Franklin has also launched a nonprofit, served as an ambassador for women’s flag football and continues to advocate for youth empowerment across indianapolis.
Franklin’s transition into franchising reflects r ita’s growing appeal to mission-driven leaders preparing for life beyond their primary career. From athletes to first-time business owners, r ita’s is helping expand the definition of franchise ownership by championing diverse backgrounds and community-first mindsets.
“ i ’ve known Zaire since he was nine years old,” said Taylor. “Watching him grow into the leader he is today — both on and off the field — has been incredible.
sammy’s sLi D ers Unveils New Menu with More Value and Fresh Flavors
Sammy’s Sliders is rolling out a completely revamped menu inspired by guest feedback. The chef-driven gourmet slider franchise is introducing three exciting meal combos, a variety of new menu items (including sliders, hot dogs, shakes, and sauces), and more value, delivering the flavors fans love in a fresh, easy-to-enjoy menu.
g uests can now enjoy three streamlined meal options, each including any slider (Burger, chicken, or Deluxe) with a side of crinkle-cut fries or a salad, plus a 20oz fountain drink:
• Meal 1 – 1 Slider at $7.99; 2 Sliders at $11.99; 3 Sliders at $14.99
“We’ve always believed the best ideas come from listening to our guests,” said s ammy gianopoulos, co-Founder and Menu curator. “This menu refresh is all about offering what our guests want,
while still delivering the chef-driven quality they expect, and making it easier for new franchise locations to bring that same experience to more communities.”
Visit sammyssliders.com or follow Sammy’s on Instagram.
Rhea Lana’s: FamiliES H Elping FamiliES T HRO ug H
C
H ild REn’S CO nSignm En T
Rhea Lana Riner didn’t plan on starting a national franchise. She simply wanted to create a better way for moms like her to buy and sell children’s clothes - organized, fair, and family friendly. But what began on her living room floor - handwritten tags, borrowed racks, and a heart for serving sparked something much bigger.
At the heart of this growth is a mission that has never changed: Families Helping Families.
one mom’s idea that Became a movement
When Rhea Lana’s husband left his secure engineering career to pursue work in the nonprofit sector, their young family felt the strain. With three children to care for, Rhea Lana began looking for ways to stretch their budget while keeping up with her children’s needs.
She quickly realized other parents faced the same challenge: kids outgrowing clothes, toys, and gear faster than budgets could keep up. Her idea was simple: create an inviting, convenient, retail-like shopping experience where families could sell what they no longer need and shop for high-end brands at affordable prices.
But success didn’t come overnight. That first event was, by all accounts, a flop. Few people showed up, and the systems weren’t yet in place. Instead of giving up, Rhea Lana leaned into the experience as a lesson - refining the process, listening to feedback, and improving each step. Those early struggles laid the foundation for a trusted brand.
Consignors discovered they could earn meaningful extra income while clearing out their children’s gently used items. Shoppers loved the organized setup and access to high-quality brands at a fraction of retail prices. What started as a grassroots idea soon grew into a polished professional experience families could rely on.
Today, Rhea Lana’s Children’s Consignment Events span more than 120 franchises in 27 states, empowering thousands of families to buy smart, sell confidently, and foster connections within their community.
Rhea lana’s Franchise Owners
Building a franchise with heart
By 2008, demand for Rhea Lana’s events had spread beyond Arkansas. Starting in Texas, Missouri, Oklahoma and Kansas - moms were eager to bring the same experience to their local communities. That year, Rhea Lana’s officially became a franchise system.
The brand was an early innovator in resale. Long before resale was mainstream, Rhea Lana’s invested in cutting-edge proprietary software. This allows consignors to enter items using voice entry, track sales in real time, the ability to use funds for purchases, and access to a digital paycheck.
Parents knew they could count on Rhea Lana’s for more than just great deals-they returned season after season for an upscale, highly organized, and enjoyable shopping experience.
As Rhea Lana explains, “This isn’t just about clothes on a rack. It’s about creating a safe space where families feel seen, supported, and celebrated.”
Philanthropy & community impact
Each event does more than connecting consignors and shoppers - it ripples out into the community. At the close of every sale, unsold items are donated to local nonprofits, foster families, and military families - ensuring quality clothing, toys, and gear continue to serve those who need them most.
For franchise owners, philanthropy is personal. Many partner with local foster care organizations and community shelters to make a direct impact. Franchise
owners see the impact firsthand - they’re on the front lines receiving the hugs, witnessing the grateful tears, and hearing the heartwarming stories from families in need, all on behalf of the generous consignors who choose to donate unsold items.
Business and franchise ownership
For entrepreneurs, Rhea Lana’s offers a lifestyle that aligns with family values. Owners typically host two events a year, providing flexibility to balance work and family life. Many are parents themselves, drawn to ownership after first consigning or shopping.
One of those parents is Lauren Aloia, owner of Rhea Lana’s of Northeast San Diego, California. After long hours in a corporate career, Lauren realized she was missing out on her son’s daily life. “I spent the first year of my son’s life working a corporate job, leaving before he woke up and getting home just in time to put him to bed. I cried every night,” she remembers.
That all changed when she visited a nearby Rhea Lana’s event. Inspired, she purchased a franchise, trained and launched her first event just months later. “I took that leap of faith and haven’t looked back,” she says. Today, Lauren’s greatest reward is freedom: “I can be home doing the day-today with my kids. By taking that leap of faith, it opened doors I didn’t even know existed.”
Stories like Lauren’s highlight what makes this franchise unique: a proven model paired with personal purpose. Owners don’t just run events; they create traditions
that bless families in their communities while transforming their own.
Rhea Lana’s provides their franchise owners with detailed playbooks, marketing strategies, mentor support and training resources.
Legacy and recognition
Nearly three decades in, Rhea Lana’s is recognized as a leader in consignment and resale. The brand has been featured in national publications, ranked among top franchise opportunities, and praised for its integrity and innovation. Even during economic downturns, events have remained strong, proving the resilience of the model. Families will always need affordable, high-quality children’s items, and Rhea Lana’s provides a trusted solution while embracing sustainability. With growing consumer interest in resale and community-based shopping, Rhea Lana’s is positioned for continued expansion.
Looking ahead
From one mom’s living room to a nationwide franchise, the journey of Rhea Lana’s shows how simple ideas can spark lasting change. With nearly 30 years of experience, the brand has earned the trust of families across the U.S.
For families, it’s a place to save money, earn extra income, and feel supported. For entrepreneurs, it’s a flexible, profitable business with purpose. For communities, it’s more than an event - it’s a tradition bringing together generations of shoppers and consignors.
Because when families help families, something truly lasting begins.
Rhea lana and her daughter
When FR anchise G R o W th s taLL s: Reset to s caLe
Many franchise systems hit it eventually. The curve that once climbed starts to flatten. In some cases, it even dips.
It’s not for lack of effort. The team is still working hard, field coaches are on the road, marketing is finding leads, and franchise sales has a full funnel. The problem isn’t hustle. The problem is where resources are being applied.
That’s why I wrote How to Franchise. It exists to help brands in this exact season, when momentum fades, find clarity on where to focus resources for the greatest impact.
why mature Brands stall
Flat or declining revenue happens to household names. Subway, for example, saw U.S. systemwide sales decline by 13% between 2012 and 2021 before recent ownership changes attempt to stabilize growth.
This stall pattern repeats across industries and brands, and the root causes are predictable:
• Leadership bandwidth maxes out and focus drifts.
• Support systems built for 50–100 units don’t adapt when the brand grows to 200, 500, or more.
• Growth strategy becomes reactive instead of proactive. The vision is foggy.
• Corporate silos fixate on their KPIs, with department heads defending turf instead of building brand momentum.
Here’s the anchor truth: flat or declining revenue isn’t the disease. It’s the symptom of misaligned focus.
the scorecard™ as a reset tool
The Franchisability Scorecard™ is a diagnostic framework designed to pinpoint exactly where mature brands can refocus for greatest impact.
• It identifies which of the six core systems is your current bottleneck.
• It provides a roadmap, so resources go where they’ll create the greatest momentum.
Think of the city, Franchisopolis. If your franchise is a building, the Scorecard™
tells you whether it’s the plumbing, the wiring, living conditions, or the foundation that needs reinforcement before you add another floor.
Here’s how each Macro Success Category matters for mature systems:
financial readiness (utilities)
For brands in plateau mode, financial readiness means more than having capital. It’s about how that capital is deployed. Mature systems often starve reinvestment because they’re focused on distributions. The Scorecard™ pushes leaders to ask: “Are we funding innovation, technology, and support in ways that keep unit economics strong?” Flat revenue often traces back to a financial structure built for yesterday’s growth, not tomorrow’s.
Leadership & organizational capacity (foundation and framing)
When leadership bandwidth maxes out, decisions slow and clarity drifts. Mature brands often lean on the same leadership team that got them from 10 to 100 units, even though the complexity at 250 looks nothing like the complexity at 50. Capacity here means more than headcount. It means
building a team that can lead strategically rather than firefight daily. Leaders who resist this shift risk becoming the bottleneck.
core
Business foundations (hVac , elevators, internal systems)
Core business systems are the lifeblood of consistency. Mature brands hit trouble when legacy systems no longer match the scale. Outdated tech platforms, patchwork training programs, or operations manuals that haven’t been meaningfully updated in years create friction for franchisees. This isn’t glamorous work, but when the core is misaligned, every unit feels it.
scalability infrastructure (engineering capacity)
You can’t scale with 200 units using systems designed for 50. Infrastructure issues show up as lagging field support, outdated onboarding, or compliance headaches that only surface once it’s too late. The Scorecard™ reveals where a brand is trying to add another floor to its building without reinforcing the beams underneath. Infrastructure doesn’t inspire founders or investors, but when it’s missing, growth breaks the system.
franchisee support & engagement (franchisee Living conditions)
This is where the rubber meets the road. Validation is the heartbeat of growth, and support is what keeps it healthy. During a recent visit with a multi-brand franchisor, the president told me: “Every decision we make at corporate starts with the filter: ‘How does this affect unit economics for our franchisees?’ If it has the remote possibility of hindering unit economics, the idea is scrapped.” That’s what mature brands get right. Support isn’t a line item, it’s a growth strategy. When franchisees feel confident and profitable, the brand keeps building momentum.
market & Legal readiness (Permits and Protections)
Mature brands sometimes assume their compliance systems are “set and forget.” They’re not. Market shifts, new legislation,
uke Frey is a seasoned franchise strategist with over two decades of experience in leadership and business development. His journey from the front lines as a fire chief to the helm of his own successful franchise has equipped him with unique insights into the challenges and triumphs of franchise ownership. As the author of Your Guide to 90-Day Success: The Franchisee’s Strategy for Early Wins, Luke empowers franchisees to achieve early wins and sustainable growth by shortening the steep learning curve of business ownership.
Passionate about helping others succeed, Luke offers actionable strategies that blend practical business acumen with a deep understanding of human dynamics. Through his work, he’s committed to shaping the future of franchising, one successful business at a time.
and evolving competitive landscapes can turn yesterday’s compliance into today’s liability. Legal readiness isn’t only about protecting IP; it’s about ensuring the brand’s playbook is aligned with current market realities. Mature brands that neglect this often find themselves blindsided.
a Practical mini- check for today
Here are three reflection questions you can ask today to pinpoint misalignment:
1. Which system are we over-relying on the founder or executive team to manage?
2. Do franchisees know what not to do as clearly as what to do?
3. What is happening with existing unit growth? Are current owners expanding, or standing still?
These questions won’t solve the stall. But they will reveal your next area to focus first.
why i wrote how to franchise for this season too
How to Franchise is more than starting
a franchise brand. Mature systems often benefit the most, because the Scorecard™ reveals bottlenecks at every stage of growth.
In my 27 years in franchising, I’ve watched brands lose years and millions because they chased more sales instead of reinforcing the system. They leaned into selling more units rather than strengthening the structure that holds the system together.
The Scorecard™ gives leaders permission to stop guessing and start focusing.
closing thought
Flat revenue isn’t failure. It’s feedback. The brands that last are the ones who listen to it and take strategic action.
How to Franchise is the playbook for diagnosing and rebuilding momentum.
With interest rates at an all-time high and home renovations expected to reach a record $509 billion in 2025 (The Currency, 2025), the needs of the modern home are constantly evolving. The limited housing market and rising cost of new construction are leading people to stay in their homes longer, thus shifting the consumer mindset towards home investment. Now, more than ever, consumers are searching for more flexible and affordable solutions for home goods.
This is where CEO and rent-to-own expert, Michael Bennett, sees a clear path for Buddy’s Home Furnishings to serve homeowners facing today’s financial challenges. Buddy’s has been a leader in the rent-to-own industry for over 60 years, helping people access essential household products without the need for traditional credit. The company has grown to more than 295 stores across the U.S. and Guam and was listed on Entrepreneur’s list of Fastest Growing Franchises in 2023.
“In today’s economic environment, homeowners are forced to stay in their homes and renters are forced to continue to rent while still desiring a change,” said Bennett. “As homeowners continue seeking
accessible and adaptable ways to enhance their living spaces, the durable-goods rent-to - own sector is poised for significant growth—boosted by the convenience of flexible, low- commitment payment plans and rising consumer preference for access over outright ownership.”
Since launching its franchise program in 2009, Buddy’s has experienced steady growth and strategic expansion across key markets. Franchisees are equipped with comprehensive training and expert support, utilizing a tried-and-true operational process. Beyond its comprehensive “playbook”, which provides essential resources like franchise consultants to support successful operations, Buddy’s also invests in franchisees’ leadership development each year through the Buddy’s Leadership Conference.
“While opening my store, I had a lot of help from Buddy’s,” said Brian Landau, a Buddy’s franchisee who currently operates one store in Miami and has two more in development. “The support from the whole Buddy’s team is incredible. From day one, you’re not alone. With over 60 years of experience in the rent-to-own industry, their business model is secure in all franchise areas. Buddy’s internal financial services blow third-party lenders out of the water. It gives you and your customers a real edge.”
This commitment to a “peoplefirst” culture is a major reason why approximately 87% of Buddy’s franchisees are multi-unit owners, a testament to the viability and scalability of the business model and satisfaction and profitability of the franchisees.
The rent-to-own model is proving to be an essential industry that keeps growing. As homeowners continue searching for efficient ways to upgrade their homes, the durable-goods rent-to-own sector is wellpositioned for growth, with projections estimating an increase from around $11.95 billion in 2023 to $18.2 billion by 2029.
This reflects a robust compound annual growth rate (CAGR) of 7.3%.
Notably, nearly 20% of consumers purchasing durable goods like appliances and electronics already use lease-to-own options, drawn by the immediate ability to access essential items without draining cash flow. As e-commerce continues to flourish—holding over 40% of the RTO market and growing at a double-digit rate—digital platforms streamline the experience, making it easier than ever for consumers to browse, lease and ultimately own their preferred home improvement goods.
Buddy’s Rent-to-Own model—offering no-credit-check, flexible payment plans and an optional early purchase option—makes it an ideal solution for homeowners facing today’s financial challenges. By enabling access to essential home goods through affordable, predictable installments without locking into burdensome long-term financing, Buddy’s empowers families to furnish their homes smartly and securely.
Buddy’s franchise model delivers a standout competitive edge by pairing a trusted 60-plus-year brand with a recession-resilient, recurring-revenue model, supported by a world-class infrastructure. Franchisees benefit from a compelling “business-in-a-box” package that includes a 0% royalty fee for the first six months, bulk-buying power from vendors, proprietary POS and purchasing systems, and comprehensive support—all designed to streamline operations and maximize profitability.
The company’s strong unit economics are a clear indicator of success. For the top quartile of Buddy’s franchisees, average gross sales reach $1,473,401, with average free cash flow of $421,834, representing a healthy 28.6% margin according to data from its 2025 Franchise Disclosure Document.
This dedication to franchisee success is recognized by the industry, with Buddy’s consistently ranking among the top franchises. The company has been named a Top Franchise for Multi-Unit Owners and a Top 500 Franchise by Entrepreneur magazine for multiple consecutive years.
For entrepreneurs ready to own a recession-resistant business and make a real impact in their community, Buddy’s Home Furnishings provides a clear path to success.
“It’s about valuing connections, whether it’s with customers, vendors, fellow franchisees or the amazing support team,” says CEO Michael Bennett. “When we help one another out, we collectively thrive.”
For more information about franchising, visit www.BuddysFranchising.com.
FR anCHiSing:
a “We” Business, n ot a “m e” Business
Scroll through your feed for five minutes and you’ll see it everywhere: the Me culture.
“Look at me.”
“Buy from me.”
“Celebrate me.”
From influencers to CEOs, even in franchising, the loudest voices often try to outshout each other with personal spotlighting. Ego has become the new marketing strategy.
But here’s the truth: franchising was never built for Me. Franchising was—and always will be—a “We” business.
the Dna of franchising is “ we”
At its core, franchising is the most powerful collective business model in the world. It’s not one person grinding alone in the dark. It’s an ecosystem of people aligned around shared goals, moving in the same direction.
When a franchisee opens their doors, they’re not starting from scratch. They’ve got the strength of a brand, proven systems, national marketing muscle, vendor relationships, supply chain leverage, and a team of peers cheering them on.
When a franchisee wins, the franchisor wins.
When the franchisor wins, the brand wins.
And when the brand wins, entire communities win.
That is the We effect in motion.
why “me” fails and “ we” wins
When we slip into “Me” thinking, everything shrinks. Franchisors who put themselves first lose sight of their franchisees. Franchisees who go rogue and forget the system plateau quickly.
But when we lean into “We,” everything expands. Scale happens. Momentum compounds. Private equity takes notice— not because one lone star broke through, but because an entire system surged forward together.
The greatest empires in franchising weren’t built by lone wolves. They were built by packs. By tribes. By networks of people who chose to row in the same direction.
the next Level of “ we” — enter orca
This is exactly why we created the Orca program. Orca isn’t about spotlighting one empire builder—it’s about creating a movement of empire builders.
Orca is the ultimate “We” platform. It aligns ambitious franchisees with proven
george Knauf is a trusted franchise advisor with over 20 years of experience helping individuals and companies—from startups to public brands—build success through franchising.
He founded MyPerfectFranchise.com, a free service, to guide aspiring owners toward the right opportunities and provided the deep knowledgebase behind AskFranchiseGPT.com, the #1 AI tool for franchise discovery and growth.
franchisors, leverages collective strategies, and connects them to private equity exits once reserved only for franchisors.
Think about the shift: for decades, only franchisors commanded the massive multiples at exit—sometimes 20x or more. Franchisees? They got modest valuations. Orca changes that forever.
By stacking the right brands, scaling with precision, and moving as a coordinated force, Orca empowers franchisees to play the same type of game as franchisors. It transforms isolated operators into empire builders capable of private equity-level outcomes.
This isn’t theory—it’s happening. The first wave of Orca candidates is already aligning with curated opportunities, taking their first steps toward outcomes the industry has never seen before.
the Bigger Picture: why “ we” matters now more than ever
Here’s reality: the world is shifting. AI is rewriting industries. Corporate America is hollowing out. Entrepreneurs trying to “go it alone” are burning out faster than ever. The old model of Me versus the world just doesn’t work anymore.
But franchising—with its foundation in We—is built for this moment. It’s built for resilience. It’s built for scale. It’s built for community.
And here’s the kicker: when we double down on “We,” we don’t just create profitable businesses. We create movements. We create jobs. We fuel local economies. We give families freedom. We
give communities hope.
That’s why private equity is flooding into franchising. They see what we see: when you stack “We” businesses, you don’t just create revenue, you create unstoppable platforms.
the future is collective
If you take nothing else from this, take this truth: the winners of the next decade in franchising will not be the loudest Me voices. They will be the leaders, the franchisees, the franchisors, the communities who understand the power of We.
Franchising is not about lone wolves. It never has been.
It’s about pods, packs, tribes, and families.
It’s about locking arms and moving forward together.
It’s about Orca.
It’s about empire building, private equity exits, and generational wealth—achieved not through isolation, but through collective strength.
This is our moment to remind the world:
Franchising is not a Me business.
It is the ultimate We business.
And when we act as one… we don’t just win.
We change the game.
We make history.
And together—together—we are unstoppable. v
Without the Gam BLe:
H Ow H O m E SERV i CE FR an CH iSES R Edu CE RiSK
Investing in a franchise inevitably involves risk. The aspiring franchise owner is placing a big bet on the franchise system, the business model and most importantly on their own abilities as an operator. Crucially, they are also betting on a particular industry or vertical, and it’s here that aspiring owners can mitigate risk simply by doing their due diligence.
While every industry carries some risk, certain sectors stand out for their stability. For entrepreneurs ready to invest wisely, focusing on industries that consistently weather
Colt Florence is Senior Vice President of Franchise Development for Five Star Franchising, an innovative, growing platform of home service brands, including Five Star Bath Solutions, Gotcha Covered, BioOne, 1-800-Packouts, Card My Yard, and Mosquito Shield. He has more than a decade of experience in franchise development and sales, including leadership positions with successful franchise brand platforms.
downturns can provide the confidence and security needed to scale long-term success.
For aspiring franchise owners looking to balance high growth potential with relatively low economic risk, the home service industry shines.
why risk mitigation matters
While franchising offers a proven blueprint
for success, which includes an established business model for local owners to replicate, that doesn’t mean franchising is foolproof. There are also external factors to consider, such as:
• Market Demand: Is there consistent consumer demand for the product or service being offered?
• Economic Sensitivity: Will a recession or market shift slow down revenue, or is the industry largely unaffected by broader economic trends?
• Operational Complexity: How hard is the business to manage, and what expertise does it require?
Choosing an industry that’s known to be economically stable creates a stronger foundation for success. By pairing the proven processes of a franchise with an industry that’s less vulnerable to external shifts, aspiring owners can keep their risk exposure to a minimum.
the home service advantage
The home services industry offers entrepreneurs a considerable advantage. That’s because fields like plumbing, electrical, HVAC, remodeling and pest control meet essential, recurring needs. And unlike restaurants, retail shops or boutique fitness studios, these businesses aren’t as dependent on consumer mood or luxury spending.
There are several reasons why residential services make sense for aspiring franchise owners seeking a low-risk investment:
• Recession-resilient demand. Economic downturns often lead to cuts in nonessential spending. Families may cancel
vacations or scale back on entertainment, but they can’t ignore a broken furnace, a leaky roof or a natural disaster, the latter of which may call for a packout service. Essential home services remain in demand because they solve urgent, unavoidable problems.
• A recurring revenue model. Most residential service businesses thrive on repeat business. Consider lawn care, pool maintenance, house cleaning or pest control. These are all businesses that involve scheduled monthly or quarterly service calls. These models create predictable cash flow, which reduces the pressure to constantly find new customers.
• A fragmented marketplace. The home services industry remains highly fragmented, populated with many small, independent operators. Home service franchises with strong branding, proven systems and marketing support have a competitive edge. A trusted name, professional appearance and consistent service can help new owners capture market share from competitors who lack similar resources.
• Flexibility and low overhead. Home service franchises typically have lower overhead compared to independent brick-and-mortar businesses. Many can be run from a home office, with just a small fleet of trucks and a lean team. This flexibility reduces startup costs and ongoing expenses. Owners can start small and expand as demand grows, making it easier to scale at a manageable pace.
• Higher profit potential. One of the implications of that low overhead, along with the relatively lean labor requirements, is that home service franchises often have the potential for high profit margins, particularly when compared with businesses in the restaurant or retail space. That makes home service franchising a natural fit for entrepreneurs who want to dream big.
the benefits of franchising
The home service industry offers a high level of stability relative to other industries. That stability is only strengthened and magnified when paired with the benefits of a proven franchising system.
Even in resilient industries, it’s crucial to have a sound business model and the right structures in place to ensure operational excellence. A franchise system can provide both. Some specific advantages of working with a franchise system include:
• Brand credibility from day one. Entrepreneurs don’t have to start from scratch. Franchising allows them to step into a business backed by an established name, proven reputation and built-in customer trust.
• Financial transparency. Before investing in any franchise opportunity, aspiring owners receive comprehensive data indicating the franchise’s historic performance. This can provide potential owners with a high degree of confidence.
• Comprehensive training and support. From marketing playbooks to operational systems, franchise networks provide the tools, resources and coaching that empower new owners to succeed.
For anyone seeking a business opportunity with built-in risk mitigation, the home service space is a compelling option. These businesses meet essential needs, provide recurring revenue and offer growth potential in a fragmented market. Franchising only makes this opportunity stronger, ensuring the right model is in place to leverage the value of this resilient industry. v
THE FE malE FR an CHiSE EFFECT: impact, inFLuence and innovation
aBout maggie har Low:
Maggie Harlow is CEO of Signarama Downtown Louisville, Kentucky, part of the United Franchise Group™ family of affiliated brands and consultants. Maggie has built an outstanding team, dedicated to quality and service for over 20 years, providing high quality signage and graphics products of all kinds from lighted signage to banners. She is an award-winning franchisee and has received many recognitions for outstanding leadership, service above self, and excellence in her community.
Women may face challenges in certain business industries, but I believe being a woman is an advantage in many. In the signage industry, for example, when I started over two decades ago, there weren’t many women franchise owners. It became an advantage for me at the time because I was more memorable as a woman owner. Today, three of Louisville’s four very successful Signarama shops are owned by women, and I’m proud to say I’m one of the three women.
We’re a bit ahead of the national trend. Women now represent 30 percent of all franchise owners in the United States, according to the International Franchise Organization, as reported by the franchise research website franzy.com, which finds that woman-owned franchises have grown by 38 percent in the last decade. Progress like this will be celebrated on Tuesday, Oct. 14, the fourth annual Women in Franchising National Appreciation Day. The observance was created by United Franchise GroupTM (UFG) to recognize women across the country who hold various roles within the industry, including owners, employees and those behind the scenes.
Women have work to do before we can call victory, though; we should be closer to 50 percent. But we have absolutely moved forward, and I’m confident we’ll get there. Since becoming a franchise owner in 2003, I’ve seen an explosion of women in leadership and excellence. More women have found a seat at the table than ever before.
Our progress has been aided by our ability to adapt our leadership style to whatever setting we’re in. The franchise world has many different systems and cultures, and women’s leadership comes in every imaginable style. I think the advantage women bring to any team is a more holistic approach to challenges and setbacks — and determination to inspire change where needed.
Having women in franchising leadership positions or in franchising in general has doubled the number of possible customers for any given franchise. Give women space,
and they will draw more women into that space.
And once there, we’ll help each other succeed. When I was first starting out, there were some strong, powerful women leaders among our brand’s franchisees. One was the most successful owner in the entire system, who was always willing to share her ideas and have her voice heard. Another franchisee made herself available to lend an ear and coach me along as I was learning as a new owner.
There are countless reasons that women go into franchise ownership: ambition, interest in learning a new industry, expanding an existing business, taking the leap out of corporate America, building a family business legacy and so many more. I believe the collaborative nature of franchising is particularly enticing to women, as it was for me. While I am captain of my Signarama ship, I have an entire fleet of other Signarama ship owners that are on my team!
I started working in franchising with Signarama after 15 years in the automotive industry. I was well prepared to own my own business, and I wasn’t expected to remain in the automotive space but had the freedom to choose from many sectors to find the perfect fit. With franchising, I found the work schedule I wanted, the types of customers and teammates I wanted and a chance to use my creative and sales skills. While my start-up year was extremely challenging, there was a giant smile on my face the entire time. My worst day in franchise ownership still beats my best day working for someone else.
As our American culture continues to shift into a more representative direction, I encourage women to continue building their confidence and developing a successful mindset. Continue to speak up in rooms, particularly to the benefit of other women. Continue to ask for what you want and take responsibility for your own success. Leave organizations that don’t
“see” you; keep faith that there are places for you to thrive. The limits you may face now are more subtle than the 1970s, when banks wouldn’t lend money to us without a male cosigner, but they are there — so watch closely for opportunities to illuminate closed minded types and show them the way through your own personal excellence in what you do.
Women thrive in environments where other women are fully participating and leading in their own way. For me, Women in Franchising National Appreciation Day is all about how our teams thrive when we engage every team member in building the business.
I’ll end with one of my favorite quotes: “It’s not a glass ceiling so much as it is a thick layer of men.” (Laura Liswood, Secretary General, Council of Women World Leaders)
So, keep digging. v
the m aG ic o F music: Rock i s L and s ound’s Jou R ney to FR anchisin G
Rock Island Sound has always been more than a music store. Since its inception in 2004 in Rye, New York, the company, spurred on by its founder Paul Bessolo, has embodied a passion for music in its purest form, interweaving the technical aspects of the craft with the deeper connectivity that music offers.
Bessolo’s lifelong passion for music resonates throughout each location, creating a sanctuary where aspiring musicians can learn, grow, and connect. Now, more than two decades later, Rock Island Sound has become a pillar of the community, inspiring generations of students and creating a blueprint for what’s next: franchise expansion.
the musical hub is Born
Rock Island Sound’s story begins in Argentina. Bessolo began playing guitar at age seven, moving to piano at age ten, eventually opting to study composition at the Universidad Nacional de Música in Buenos Aires. After relocating to the U.S. in 1992, he earned a Master’s degree in composition from SUNY Purchase and immersed himself in performing, teaching, and composing across genres from classical to rock. Bessolo also built a strong foundation as a performer, sharing stages with acts like Ace Frehley (Kiss), Poison, Cinderella, Slaughter, and White Lion, along with numerous local bands.
His passion, experience, and skills led him to open Rock Island Sound’s first store in the early 2000s. A second location in Tarrytown followed in 2009, and for several years, a third store operated (from
2012 to 2018). The vision was simple: to create a one-stop destination for musicians of all ages and skill levels. That vision evolved into a suite of services including professional lessons, rentals, repairs, sales of top brands, and opportunities for students to join rock bands and music camps.
a rock for the community
Rock Island Sound pursues a fundamental communal element that has set it apart from its competitors. Many students start young and return years later as adults — sometimes even enrolling their own children.
“It always makes me smile when I think of a nine-year-old student from 20 years ago,” says Bessolo. “Now she’s married and bringing her kids to take lessons with us. That’s the kind of impact we’ve been fortunate enough to make.”
Even in summer, Rock Island Sound keeps students connected through camps where vocalists, guitarists, drummers, and other young musicians collaborate to write songs and explore the artists who shaped music culture.
where Passion meets Business
For Bessolo, the entrepreneurial journey has been deeply personal. “Every day on my way to the office, I think how lucky I am to be able to do what I love every single day of my life,” he reflects. “I often close my eyes and meditate on the gratitude I feel for being able to share the love of music with others. It’s been an amazing journey.”
That love for music is evident not only in the company’s operations but in the culture it fosters. Lessons are tailored to each student, blending fun with challenge to deliver meaningful progress.
The company’s holistic approach — lessons, sales, rentals, repairs, and opportunities to perform — creates a unique customer experience. It’s not just about teaching scales or selling instruments; Rock Island Sound empowers its customers to pursue music at every stage of life.
the Power of music
When asked what drives him most, Bessolo points to the universal magic of music. He recalls listening recently to Peter Gabriel’s song The Book of Love, reflecting on its message. “If anything will save this world we all live in,” he says, “it would be the magic of music.”
Bessolo and his team understand the significant impact that music has on people — affecting everything from mental health and behavior to connections with others and self-expression. He points out that numerous studies support the pursuit of music. One study found in the National Institute of Health explores the positive impact music has on brain development, strengthening neural pathways and influencing neural plasticity.
That understanding underscores everything Rock Island Sound does. From a child learning their first notes to an adult rediscovering a long-lost hobby, the company exists to inspire. For franchisees, the opportunity is more than financial — it’s the chance to create lasting change in their communities.
e xpanding through franchising
With two successful stores and a proven model, Rock Island Sound is turning its focus to franchising. Bessolo has an ambitious vision: to grow to 300 locations across the United States and eventually move into international markets. His dream includes opening a franchise in his native Argentina, bringing his journey full circle.
The franchise model offers opportunities for entrepreneurs who share a passion for music and community building. With established systems for lessons, rentals, sales, and repairs, franchise partners will benefit from a tested business model that combines demand with impact. Each franchise includes training, ongoing operational support, marketing guidance, and site selection assistance.
the Perks of franchising
For many music lovers, owning a music-focused business is a dream, and franchising is an automatic headstart. “When you invest in a franchise, you’re not starting from zero,” says Bessolo. “You have a proven system, a recognizable brand, and support from people who know the business. It lets you focus on what you love… teaching and connecting with your community.”
Franchisees fund and operate their own locations, reducing risk for the brand and accelerating growth. “Having owners who are invested in their schools means students are happy, engagement is high, and the business thrives locally,” Paul adds.
Local knowledge is another advantage. Franchisees understand their communities, schools, and culture, which helps them grow relationships faster and maintain a tight network of customers. Meanwhile, Bessolo and his team focus on curriculum, training, and brand growth. “It’s a winwin,” he explains. “Franchisees handle day-to-day operations while we ensure quality, consistency, and new ideas.”
As Rock Island Sound embarks on its next chapter, it does so with a foundation built on passion, education, and service. With 20 years of proven success and a strategic plan for growth, the brand is positioned to bring its unique combination of retail and instruction to new audiences nationwide.
Explore more about Rock Island Sound by visiting www.rockislandsound.com or www.rockislandsoundfranchising.com.
the n ine-Box d ecision- m akin G
G R id: h o W FR anchiso R s c an t u R n
ove RLoad into cL aR ity
When every initiative feels urgent, leaders of fast-growing franchise systems need a clear way to choose what really matters. This simple tool helps franchisors balance bold growth moves with the realities of effort and capital.
Drowning in ideas
The leadership team at a midsize franchisor was stuck.
Their system was expanding quickly. New franchisees wanted more training and support. Marketing leaders were pitching digital campaigns to build brand awareness. Operations wanted a new technology platform. Development was pushing site expansion.
Every idea had merit. Every initiative seemed urgent. Yet the franchisor’s executives knew one truth that defines growth:
you can’t do everything
Time, people, and capital are finite. The hardest decision isn’t what to pursue, but what not to pursue.
They didn’t need more ideas. They needed a way to cut through the noise, to decide with confidence which initiatives deserved attention and which should wait—or never be done at all.
That’s where the nine-box decision-making grid comes in.
what the nine-Box grid is
The nine-box decision-making grid is a deceptively simple tool for prioritizing competing projects. It evaluates initiatives across two dimensions:
• Importance – How critical is this
initiative to the franchise system’s strategy, growth, or survival?
• Difficulty – How challenging will it be to implement, factoring in both effort and capital required?
Each project is rated on a 1–3 scale for both importance and difficulty. Those scores place it into one of nine boxes on the grid:
• High Importance / Low Difficulty (3–1) g Quick wins.
• Low Importance / High Difficulty (1–3) g Easy “no-go” decisions.
• Middle boxes g More nuanced choices requiring sequencing, piloting, or rethinking.
By turning subjective debates into a structured evaluation, the nine-box helps franchisors focus resources on the initiatives that truly move the system forward.
the Project Prioritization matrix
The illustration shows a nine-box framework, The Nine-Box Decision-Making Grid, which includes practical labels franchisors can use in planning.
The Nine-Box Decision-Making Grid plots initiatives by Importance (vertical) and Difficulty, or effort plus capital (horizontal). Each box guides franchisors toward “Quick Wins,” “Strategic Projects,” or clear “Avoid” decisions.
The clarity of the nine-box grid lies in its action-oriented outcomes:
• Quick Wins (high importance, low difficulty) g Roll out immediately. These energize franchisees and achieve fast progress.
Evan Hackel - As an author, speaker, consultant, and entrepreneur, Evan Hackel has been instrumental in launching more than 20 businesses and has managed a portfolio of brands with systemwide sales of more than $5 billion. He is the creator of Ingaged Leadership, the author of the book Ingaging Leadership: The Ultimate Edition, and a thought leader in leadership and success. Evan is the CEO of Ingage Consulting. Visit www.evanhackel.com
• Strategic Projects (high importance, moderate difficulty) g Plan carefully. Often these are marketing upgrades, training programs, or technology platforms that drive long-term system value.
• Major Initiatives (high importance, high difficulty) g Expansion moves, acquisitions, or brand overhauls. Pursue selectively with full buy-in and capital.
• Support Tasks (moderate importance, low difficulty) g Useful enhancements but not mission critical.
• Core Operations (moderate importance, moderate difficulty) g Standard processes that keep the franchise running but don’t drive growth.
• Challenging Upgrades (moderate importance, high difficulty) g Examples include costly site remodels. Consider ROI carefully.
• Low-Priority Easy Wins (low importance, low difficulty) g Do only if you have unused resources that are not being used to achieve more important tasks.
• Re-Evaluate (low importance, moderate difficulty) g Many times, they are time traps; validate that they are worth the effort.
• Avoid (low importance, high difficulty) g High-cost distractions. Clear no-go.
Instead of getting stuck in endless debate, franchisor leaders can point to the matrix and ask: Is this a quick win or a costly distraction?
Best Practices for franchisors
The nine-box tool is powerful, but like any framework, its value depends on how it’s applied. Consider these best practices:
1. Make it a system-wide conversation. Involve leaders from marketing, operations, training, and development to reduce blind spots.
2. Be honest about difficulty. Difficulty equals both effort and capital. Underestimating cost or franchisee workload can doom projects.
3. Revisit regularly. As your franchise system grows, conditions change. What was once a “Major Initiative” may later become a “Strategic Project” or even a “Quick Win.”
4. Link decisions to action. Every box should point to next steps: fund it, plan it, pilot it, or kill it.
the ingaged Leadership edge
The nine-box grid is most effective when applied through Ingaged Leadership, a philosophy centered on involvement, authentic listening, and curiosity. Some of its hallmarks include:
• Involvement. Invite franchisees - through advisory councils or pilot groups - to help rate initiatives. They see frontline realities franchisors may miss.
• Authentic Listening. Franchisees want to feel heard. Even if their ideas land in “Re-evaluate” or “Avoid,” sincere listening builds trust.
• Curiosity. Leaders who ask, “Why did you rate it that way?” uncover insights about customer trends, operational challenges, or hidden costs.
By combining the grid with Ingaged Leadership, franchisors turn decision-making into a tool for both prioritization and relationshipbuilding. The process itself reinforces trust, alignment, and shared ownership.
Pull Quote:
“Difficulty isn’t just about effort — it’s also about capital. Ignore that, and you’ll overload your system with impossible projects.”
why fast- growing franchisors Benefit most
For large corporations, the nine-box grid is one of many planning
tools. For fast-growing franchisors, it can be transformative, because:
• Scarce resources demand focus. The grid ensures limited staff time and franchisee capital are spent on what matters most.
• It tempers entrepreneurial energy. Growth-minded franchisors often chase every new idea. The grid forces sober evaluation.
• It builds transparency. Franchisees see that priorities are chosen through clear criteria, not guesswork. That boosts trust and alignment.
from overload to clarity
Back in the franchisor’s boardroom, the whiteboard no longer feels overwhelming. By rating each initiative on importance and difficulty, leaders and franchisees can quickly see where to focus. Some projects become immediate quick wins. Others, while exciting, are revealed as high-effort, low-impact distractions—and are dropped.
The result? A franchise system no longer paralyzed by too many options, but energized by clarity.
That’s the promise of the nine-box decision-making grid: a framework that helps franchisors stop drowning in possibilities and start executing on what matters most. v
s e R vice industR y ne Wcome R s
h ave BR i G ht Futu R e in FR anchise oWne R ship
It’s all too common for professionals in need of change to eye a thriving service industry and think, “I could do that if only I had industry experience.” But here’s the thing: Time spent working in a service industry is not a prerequisite to success as a franchise owner.
Today, successful franchise owners can come from a wide range of unrelated careers. That’s possible because franchise systems tend to provide the built-in infrastructure to teach, support and scale businesses for ambitious owners.
What’s important in franchising isn’t industry-specific knowledge, it’s the aptitude to understand and replicate proven systems.
the e xperience myth
As the president of a growing company with more than 150 franchise owners, I can verify that it is common for franchisees to come in without any technical experience.
Many of our success stories have come from entrepreneurs outside of the window treatment industry. They are most commonly professionals who have succeeded elsewhere and are seeking more control over their work, a better lifestyle and a new challenge. What they share isn’t background, but a common mindset. Franchising allows them to focus on what they’re good at, which is often leadership, discipline or management. The franchise infrastructure can assist in filling in the experience gap with training, brand establishment, public reputation and more.
The myth that franchising in the service industry is only for insiders is constantly
disproven by those with the simple drive to execute.
the actual requirements for successful franchising
With the imaginary barrier of expertise out of the way, the actual requirements to own a franchise become clear, often beginning with a set threshold of net worth and available liquid capital for your initial investment.
Other requirements depend on the nature of the franchise, but the toolkit for success tends to be consistent across industries and common among successful professionals. Drive, discipline, organization and an entrepreneurial spirit are the foundation for success, no matter what a person wants out of life. That toolkit of professional behavior is equally relevant in making franchise ownership a success.
the advantages of franchise ownership
The risk-versus-reward potential in franchise ownership can be attractive, especially in cases like ours and other companies that have built thoughtful infrastructure around how we train and support our franchise owners.
The primary draws to franchise ownership can include:
• Brand Foundation: Franchise owners can leverage an in-place reputation and brand awareness.
• Proven Business Model: Franchisors act as a proof of concept for franchise owners and a blueprint for success. Owners don’t have to guess or experiment with their approach or model, as the franchisor has already proven the service in its market.
• Comprehensive Training: Franchisors typically offer extensive training programs that address the original question of experience as an obstacle to newcomers. Most franchisors have already developed everything from marketing approaches to daily operations.
• Lower Risk of Failure: In many cases, franchisors have refined the operational and marketing systems franchise owners are buying into, so the risk of failure is lower than starting a business from scratch.
• Marketing Support: When franchise owners invest in a nationally established brand, they often have the option to utilize the franchisor’s national marketing campaigns and initiatives,
making it easier to build visibility in their respective markets.
• Networking Opportunities: Joining a thriving franchise system means sharing the same network with other business owners, including those who do have more experience in the industry. Seeking mentorship or simply asking for guidance from established pros can be a confidence boost to any new franchise owner.
Ultimately, success in the franchising space comes down to the ability to take a proven model and replicate it. While having experience in business or administration can be an asset, industryspecific knowledge and technical acumen are far from essential.
the shape of franchise owner success
Though every experience is unique, we often hear similar stories from franchise owners about how they define their success. Beyond the financial benefits, owners can measure success in lifestyle flexibility, freedom from corporate structures, opportunities to connect directly with clients and opportunities to start a business with a partner or spouse.
And for those leaving their industries in search of more stability in franchising, good news: in spite of otherwise wild times in the United States economy, franchising is expected to continue growing in the coming years. According to IFA, it was projected to increase by 1.9% in 2025 alone.
Whether it’s among our franchise owners or across other service industries, the common thread takeaway from what success looks like in this experience is simple: People love the feeling of regaining control. Experiencing a new level of freedom over their work lives while still enjoying the support, pre-built visibility and risk mitigation of franchising makes this experience especially promising for those in a position to explore the franchise path to business ownership. v
wan Da hoegren:
Wanda Hoegren is the Brand President for Gotcha Covered, a Five Star Franchising brand. Five Star Franchising is an innovative, fast-growing platform of home service brands with more than 1,600 total locations throughout North America.
k eepin G c ustome R s s atis Fied WhiLe
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Technology, training and other strategies to help franchises keep high-quality menus affordable
As food costs rise, fast-casual restaurants often respond by raising prices or buying cheaper products. It’s a logical reaction — and without making other changes, it’s a short-sighted one.
Savvy customers will quickly realize they’re paying more for a less satisfying meal and could start looking for a new place to spend their dining dollars. A better approach is to make adjustments to a few areas of restaurant operations, which won’t
completely solve the pricing problem but can reduce the pain.
No restaurant can absorb the rising food and labor costs without turning to guests for help and charging more. But there’s only so far the price can go without verging into full-service pricing without the full service. Restaurants that want to stay affordable without sacrificing quality can invest in new technology, plan menus more purposefully and train staff to work more efficiently. All of these strategies add value so that even if prices have to rise, the guest feels the experience is worth paying a little more for.
make smart menu changes
Meal choices can be simplified without sacrificing variety or quality. Take a modular approach in which a few core ingredients can be used across various styles, from bowls to tacos, which feels like more choice. Create four to six signature dishes to simplify ordering and speed up prep. Giving guests a build-your-own option makes it fun.
Focus on high-margin core items that customers crave and limit seasonal or lowvolume offerings that increase inventory complexity.
Call out these values clearly and emphatically on the menu board. Casual dining guests shouldn’t have to read through a complicated display, so be sure it grabs their attention quickly.
embrace technology
Instead of automatically cutting staff to reduce labor costs, try attacking the issue with technology.
Labor costs are more complex than higher wages. Sometimes, they can be better controlled with digital solutions like scheduling tools, mobile apps, kiosks, kitchen workflow systems and automatic prep or cooking equipment.
No one’s job has to be endangered by these tools, which reduce waste and streamline work processes. Unless you have someone who does nothing but take orders on the phone (which is doubtful), switching to a mobile app means that person can be shifted to help with order prep — and orders will be fulfilled more quickly. Automatic cooking systems still need human operators but require less attention, so they can also be moved into a neglected area like customer service.
If a price increase becomes inevitable, digital tools can analyze profitability and identify which items can bear price increases. They can also monitor the new prices to see how they’re affecting profitability.
train staff for consistent Quality
None of these strategies means anything if the staff doesn’t understand why they’ve been added and how to use them. Training is crucial in a franchise restaurant, which demands consistency across locations.
At Miami Grill, we place a high value on staff training because we have so many locations; we have to make sure each one delivers a uniform experience wherever the guest dines. Before we open a new location, our corporate employees spend a few weeks training and developing the restaurant team. We then follow up with consistent restaurant visits and inspections from the corporate trainers and our operations team.
Focus on areas that directly affect food cost, like over-portioning. An extra few ounces of meat in a gyro may not matter to the team member putting together the platter but doing that all day long adds up. Reinforce procedures that protect quality, from food prep to packaging and presentation.
Above all, empower employees to catch and fix issues before orders reach the customer. You can’t be everywhere, so you’ll have to trust them.
all about the Value
In conclusion, before reflexively upping prices, see what can be improved in the kitchen or at the order counter. Whether tightening back-of-house procedures or streamlining the menu, restaurants can absorb some higher food costs by keeping value in mind.
Jonathan
serves authentically prepared favorites like cheesesteaks, gyros, wings and burgers and more. He has extensive experience in restaurant management and operations and has owned and operated more than 80 QSR restaurants.
Real value transcends price. Anyone can attract guests with a $5 meal of a burger, fries, drink and dessert, but the guest who’s hungry for more than a cheap price won’t find it very satisfying (either as a dining experience or in the small portion size of each component).
This is where higher-quality franchise restaurants have the advantage over cheaper fast-food options. Guests come to us for meals that cater to a variety of customers, expose them to new cuisines and provide straightforward service that respects their time. They’re willing to pay a little more for all this, but it’s beneficial to instill loyalty and positive brand sentiment through deals and value offers that make sense for the brand and for its business. v
H. Vogel is Chief Executive Officer of Miami Grill, which
tR ade s choo L s aRe p oWe R inG the FutuRe:
Why m o R e teens aR e
c hoosin G s kiLLed
c aR ee R s ove R co LLeG e
As back-to-school season kicks off, more students are rethinking the traditional path of a four-year college degree. For decades, the “right” answer has seemed obvious: enroll in a four-year college, earn a degree, and start a career. But today, a growing number of teens are asking a different question— is college the only path to success?
Increasingly, their answer is no. A recent study found that 70% of teens
feel their parents support exploring alternative options such as trade school or apprenticeships. For many, the appeal is clear: hands-on training, job security, and a pathway to meaningful careers—without the burden of student debt.
Today, industries like automotive, construction, electrical, and plumbing are facing a critical need for skilled professionals. These jobs aren’t just essential; they’re also recession-resilient and far less likely to be disrupted by automation or artificial intelligence. It’s a shift that reflects not only changing attitudes about higher education but also the growing demand for skilled
professionals in industries that keep our communities running.
the Value of trade education
Trade school offers something that traditional colleges often cannot: immediate, hands-on learning. Students don’t just sit in classrooms, they learn by doing. These programs are designed to
prepare students for these industries. They offer practical skills that don’t fall around theory, but experiences that they can directly implement into the workforce.
In my case, it started with a love of cars and a part-time job at a gas station. That passion led me to vocational-technical classes in high school, which laid the foundation for a 40-year career in the automotive industry. Without that early trade education, I might not have found my calling as quickly or successfully.
For many students, trade school is more than just a means to an end. It offers them the opportunity to explore their career practically while building confidence and discovering their passion.
Benefits of hiring trade school graduates
For employers, trade school graduates bring practical skills, job readiness, and a focused career path. They’ve been trained with industry standards in mind, which means they can contribute value on day one. In the automotive industry for example, graduates come equipped with diagnostic, repair, and problem-solving skills that are critical to meeting customer needs and keeping businesses moving. Their understanding of dynamic industry standards and safety practices also helps with swiftly adapting to professional
environments which is not always the case after taking a traditional college route.
In addition to technical skills, many trade school programs emphasize professionalism, work ethic, and customer service - which are traits that employers in any industry value. Hiring trade school graduates often means hiring individuals who are motivated, disciplined, and eager to continue learning on the job.
the rise of teens choosing the trade school route
The growing number of teens opting for trade school reflects a realistic understanding of the job market as well. Skilled trades are essential, recessionresilient, and unlikely to be replaced by AI or automation. For many, the appeal is also financial. The average trade school program costs a fraction of a four-year college degree and can be completed in about half the time. That means graduates can enter the workforce sooner, earn a competitive wage, and begin building their futures without years of debt. This has become a major reason why students choose to pursue industry careers, as it allows them to enter their chosen fields earlier and achieve financial stability sooner than their counterparts.
growing Demand for skilled Professionals
Across sectors like automotive, healthcare, construction, and IT, demand for skilled workers is surging. Employers are seeking dependable, trained professionals; trade schools are stepping in to fill that pipeline. This demand isn’t temporary. It’s an ongoing need that ensures long-term job security for those who choose this path.
What sets this trend apart is its sustainability. Unlike short-term labor gaps, the need for skilled professionals is rooted in demographic shifts, evolving technologies, and a growing emphasis on infrastructure and innovation. As industries adapt, the pipeline of trained workers from vocational programs will remain critical. For students entering the workforce, this translates into stability, competitive wages, and opportunities for advancement.
Looking ahead
Trade school isn’t a “lesser” alternative to college—it’s a different and equally valuable route to success that aligns with the realities of today’s workforce. In fact, vocational programs offer something traditional four-year degrees often cannot: a direct, efficient path from classroom to career. Students can graduate with specialized skills, industry certifications, and little to no debt, giving them a head start in building both financial independence and professional credibility.
For teens evaluating their futures, this perspective matters. Choosing trade school doesn’t mean narrowing opportunities. It means opening doors to in-demand fields with strong growth potential. For employers, investing in trade school graduates is more than just filling roles; it’s about building a reliable talent pipeline, supporting community growth, and ensuring the backbone industries of our economy continue to thrive. Looking ahead, the partnership between schools and employers will play a pivotal role in shaping a workforce that is not only skilled and resilient but also essential to sustaining long-term innovation and prosperity. v
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Franchising: t he daW n o F the private e quity age o F eM pire Building
W hats ne W ! announce M ents F ro M the industry
Franchise s uccess s tarts W ith p rotected t erritories e xploring the value o F Multi- u nit oW nership
Orca Franchising: The Dawn of The Private Equity age of Empire Building
Announcements from the Industry
in
Firehouse Subs: scaling With Purpose: how Firehouse subs Fuels Multi-Unit Franchise growth 48 Alphagraphics: Entrepreneurs Drawn To scalable, Legacy Business Opportunity
52 Ford’s Garage: accelerates Expansion With MultiUnit agreements
56 Voda Cleaning & Restoration: Voda cleaning & restoration Marks Major Milestone
Brian Garrison: The Power Of The Parent: how Multi-Brand home service companies create Value
Rober Morris Of Altitude Trampoline Park Empowering Women in Business
Craig Murray Of Lightbridge Academy
Chris Conner: Exploring The Value Of Multi-Unit Ownership 50 Stefan Figley: Franchise success starts With Protected Territories
United Franchise Group™ Announces Newest Brand, B L ack oP tix t int®
Black Optix Tint®, a fast-growing franchise specializing in upscale auto styling and window tinting services, has joined United Franchise Group™ (UFG), a global leader in franchising.
UFG partnered with Black Optix Tint to build and diversify its Starpoint Brands division, which includes Signarama, the world’s leading sign franchise, and Fully Promoted, a top provider of promotional products and marketing solutions.
Black Optix Tint was founded in 2014 by r andal Moore, who built it into a multimillion-dollar franchise with the help of accurate Franchise, inc. (aFi), a UFg affiliated company that guides emerging brands through the franchising journey.
Today, Black Optix Tint has 27 active franchises in 52 territories. it offers a wide range of products and services, including paint protection film, auto accessories, ceramic coating and both commercial and residential tinting solutions.
“ i ’m thrilled to be part of the UFg and starpoint Brands family,” said Moore, who will remain involved with the brand. “They have so much experience and so many resources to support us, but more importantly, they truly understand the entrepreneur’s experience and believe their success comes from our success.”
aFi introduced Moore to UFg Founder and cEO r ay Titus, who was impressed by the franchise’s business model and achievements and decided to bring it into the UFg family.
“With its incredible growth, dedication to quality and value, and firm roots in the community, Black Optix Tint is a strong addition to the UFg ecosystem, and we’re proud to welcome r andal to our team,” Titus said. “They bring something unique that we haven’t offered before, while perfectly complementing our existing starpoint Brands portfolio of brands and aligning with our belief in delivering top-notch products with unmatched customer service.”
chester ’s chicken Now Offering Savory, Bone-In Wings At Participating Locations
Chester’s Chicken, the gold standard in quick service, fried chicken, announced it will introduce bone-in wings. Known for its secret family recipe and freshly-marinated chicken, Chester’s guests can now enjoy lightly-breaded wings that are unsauced or sauced, with a variety of flavors to choose from, including Buffalo and Stingin’ Honey Garlic.
available at participating locations across 1,200 franchised and licensed restaurants in the U. s ., guests have the option to order wings in quantities of six, 10, or 20, designed for both sharing or savoring solo. according to William culpepper, Vice President of Marketing, the menu expansion is a reflection of chester’s commitment to acting on customer feedback, as well as its nature to always be innovating.
“Bone-in wings are the perfect complement to our menu and a natural next step for our restaurants,” said culpepper. “While we know that guests love our staples and signature menu items, we’re always looking for ways to evolve and continue elevating the timeless flavor chester’s has been known for over the last 70 years. s erving wings has been a long-time coming, and we’re eager to deliver the same quality and flavor that our fans expect.”
Owned and operated by third-generation family leadership, chester’s has been referred to as a “hidden gem” among convenience stores and truck stops, with its proprietary, crispy fried chicken offerings that enthusiasts know and love.
Founded in 1952, Chester’s is committed to providing delicious food in surprising places. To learn more about its new bone-in wings and to find participating locations, visit chesterschicken. com.
Big o t ires Accelerates Western Expansion with New Franchise Locations Across Arizona and Utah
Big O Tires, an industry-leading tire and automotive repair franchise brand and subsidiary of TBC Corporation, recently expanded its footprint in the Western U.S. with six new franchise shops across Arizona and Utah.
The new Big O Tires franchise shops are locally owned and operated by the following multi-unit franchisees within the Big O Tires franchise system:
• Austin Jenkins – Opened a new franchise shop in august, located at 19 s 2000 W in West Point, Utah. at 14,000 square feet, this marks Jenkins’ fourth Big O Tires shop in the s alt Lake city metropolitan area.
• Eric Ramsower and Eric Bott – Opened two locations in arizona in s eptember, located along the n evada border at 2188 hWY 95 in Bullhead city and 5305 hWY 95 in Fort Mohave. The team owns seven Big O Tires franchise locations.
• Desiree Elliott, Karl Gabbard, and Shawn Tucker – Opened a new franchise shop in July located at 660 n Dysart r oad in g oodyear, ariz. Together, they own nine Big O Tires locations throughout the greater Phoenix area.
• Kent Coleman – Opened a new 10,500-square-foot Big O Tires franchise shop in august located at 6039 s state st near Fashion Place in Murray, Utah. This marked coleman’s 14th Big O Tires franchise location in Utah.
• Tony Williams and John Niemiec – added a new 7,200-squarefoot shop to their portfolio in august located at 28376 n Vistancia Blvd in Peoria, ariz. This new shop opening marked the team’s 20th Big O Tires franchise location in 20 years.
www.bigotires.com
k9 r esorts to Debut in the Big Apple; Expands NY Presence with Seasoned Hospitality Group
Continuing to build on a year of positive franchise development, K9 Resorts Luxury Pet Hotel is now expanding on the East Coast with its first location in New York City.
The multi award-winning and internationally recognized pet boarding and daycare brand has partnered with a seasoned hospitality group, The Dhillon g roup, to open a location in Brooklyn at 295 Front street in the Dumbo neighborhood in early 2026. a significant milestone for the brand, K9 r esorts will soon serve n ew York dog owners who are known to prioritize pet care services such as boarding and daycare.
having already seen much success as area hotel operators, The Dhillon g roup decided to invest in a growing sector of the hospitality industry: pet care. The continued success of K9 r esorts and quality of its services and facilities cemented The Dhillon g roup’s interest in bringing the brand to the global business hub that is n ew York city.
“K9 r esorts has built a reputation as the premier luxury brand in pet hospitality, and we believe it is uniquely positioned to thrive in n ew York city,” said harry s andhu. “This is a city where excellence is expected, and K9’s dedication to quality and service makes it a perfect fit. We’re confident that Brooklyn families will quickly
Luxury Dog Boarding Brand responds to Demand and will Bring its Premium Pet Care Services to Brooklyn
embrace K9 r esorts as the trusted destination for their pets.”
“Partnering with the Dhillon g roup comes at a pivotal time for our brand as we enter the vibrant Brooklyn market,” said Jason Parker, co-Founder and cEO of K9 r esorts.
oRca FR anchisin G:
T H e Dawn OF TH e Pri VaT e e qui TY aG e OF eMPire Buil D in G
Close your eyes for a moment and think back to the day you opened your first franchise. The lights flickered on, the doors opened, and a nervous energy ran through you. Would customers come? Would your staff deliver? Would the risk you took pay off?
Day by day, you figured it out. One customer turned into many. One location turned into three. You battled through the messy middle of business ownership, and somewhere along the way, you stopped
being “just an owner” and became a strong operator.
But then came the whisper: there’s more. That’s the moment when a franchisee’s story shifts from survival to significance. From running a business to building a legacy. From counting units to creating a platform. And that’s where Orca Franchising lives. Orca was created for the empire builder—the ambitious operator who isn’t satisfied with good, who wants to play at the top of the game.
For decades, franchising has been the great equalizer in the American economy. It’s the place where people from every walk
of life can build a business, create wealth, and pursue freedom. But now, something extraordinary is happening at the top tier. Private equity—once only interested in buying the franchisors—has turned its attention to the operators. They’ve realized that empire builders, those who stack brands, professionalize systems, and build leadership teams, are creating enterprises that look like franchisors themselves.
This is the evolution unfolding right now. The ceiling has been raised. The stakes are higher. And Orca exists to guide franchisees into this new world with clarity, purpose, and strategy.
But here’s the truth: a playbook this powerful doesn’t matter if it stays hidden. Knowledge has to be shared. It has to be taught. It has to reach the men and women in the trenches of ownership who are ready to rise.
That’s why Orca has entered into a strategic partnership with Franchising Magazine USA.
Franchising Magazine USA, Will support the Orca initiative by ensuring that the lessons, strategies, and stories that were once locked away in boardrooms now flow directly into the hands of the entire franchise community.
Franchising Magazine USA has always been more than a publication. It is a central hub of information, education, and inspiration for franchise owners, franchisors, and anyone who dreams of joining this industry. By joining forces, Orca and this magazine are creating something far greater than content—we’re creating a movement.
Readers will see stories of operators who dared to step from five units to fifty, and from fifty to platforms that private equity couldn’t ignore. They’ll see the reality of empire building—the hard work, the leadership challenges, the systems that had to be rebuilt—and they’ll see the reward on the other side: franchise portfolios hotly pursued by Private Equity.
They’ll also see stories of owner who chose a different path—who built home run, lifestyle-friendly businesses that gave them time and freedom while keeping the door open for future growth. Because this movement isn’t about one way to succeed. It’s about creating clarity. Whether your dream is freedom of time or a generational exit, you’ll see the roadmaps that make it real.
The partnership is about impact. Orca provides the strategies, the experts, frameworks, and vision. Franchising Magazine USA brings the information platform, the credibility, and the reach to deliver it at scale. Together, we’re giving the franchise community unprecedented access and insight to how the next generation of franchise empires will be built.
And make no mistake: timing matters. Many Billions in private equity capital are waiting to be deployed in franchising. The difference between the operator who exits for three times earnings and the one who exits for much more isn’t luck—it’s preparation. It’s leadership. It’s structure and it’s hard to get their without experts at building what PE wants to buy.
Imagine opening your copy of Franchising Magazine USA and finding not just inspiration, but a clear, actionable story that shows you how to move from where you are today to where you want to be tomorrow. That’s the future we’re building: a hub of education that lifts the entire industry to new altitudes, from the small owner-operator to the empire builder aiming at the stars.
Franchising has always been a “we” business. When one person shares, many
succeed. Orca Franchising and Franchising Magazine USA are proving that the path forward isn’t about secrets or silos—it’s about community.
This is our moment. This is your moment. The ceiling has lifted higher than ever, the tools are in front of you, and the stories are being told in the very pages of the magazine that has long been the heartbeat of franchising news and insight.
The question is simple: will you stay small, or will you rise?
Because the new top tier of franchising is open to anyone willing to dream bigger, work smarter, and build boldly. And together, with Orca (www.OrcaZee.com) as the architect and Franchising Magazine USA as the information hub, we’re going to transform not just businesses, but lives, families, and communities. v
e xpLo R in G the vaLue o F muLti- unit oWne R ship
Much in life isn’t certain — but one thing we can count on is the need for dependable investments that will carry us through our day-to-day needs and into retirement.
If you’re familiar with franchising you already know it’s one of the best ways to follow your entrepreneurial dreams. Proven systems. Operational support. Marketing guidance. The list goes on and on. But what you may not know is the benefits of delving into a multi-unit franchise portfolio — a strategy that allows people like you to amplify growth, stabilize revenue, and maximize their return on investment.
centralized training efforts
Multi-unit ownership naturally offers advantages to amplify the value of your investment. For starters: educational efficiency. Your locations, typically in close proximity to one another, can centralize training efforts, saving you both time and money.
The Point Pub, which expanded into Utah with a multi-unit franchisee just
this year, has an impressive proprietary training platform featuring more than 40 interactive courses, along with in-person instruction at established locations. With three units owned by a single franchise partner, employees can learn in bulk, share experiences, and develop consistency across all locations. That creates smoother operations and stronger teams — a key advantage in competitive industries like food service.
Leverage Bulk Purchasing
Another core benefit of operating multiple locations is the ability to purchase in bulk. Ordering food, coffee, packaging, or even décor in large quantities reduces costs and strengthens supplier relationships. Kahwa Coffee, with 21 locations across Texas and beyond, is a prime example. Their growth allows franchisees to tap into established wholesale networks and negotiate better pricing on everything from beans to branded merchandise.
A food concept like Jefferson Fry, known for its indulgent fry creations, also demonstrates this advantage. Restaurant owners can consolidate ingredient orders across locations, lowering per-unit costs
while ensuring consistency in quality and presentation. Bulk purchasing not only boosts margins but also streamlines inventory management across stores.
Bargaining Power
As your footprint grows, so does your bargaining power with landlords, service providers, and even marketing partners. A multi-unit investor has leverage to negotiate lease terms, delivery schedules, and crosslocation advertising opportunities.
Brands like Bagel Hole showcase this benefit. As an up-and-coming concept expanding into multiple regions, franchisees with several units gain negotiating strength when entering new markets — ensuring more favorable rent conditions, visibility, and service contracts that wouldn’t be possible with just one storefront.
Better Brand recognition
Multi-unit operators also enjoy increased brand recognition and influence. The more locations you own, the more visible the brand becomes in your community and region. This scale not only attracts customers but also strengthens
relationships with franchise support teams and opens doors to larger area development opportunities.
Take Scoop N Scootery, for example. What started as a single ice cream truck has grown into a brand synonymous with speed, quality, and fun. Beyond operations, the brand stands out for its ability to grow organically through strong storytelling and a savvy digital presence. Franchisees benefit from a robust social media strategy, particularly on TikTok, where some videos have reached over 2 million views. Franchisees gain a system meticulously designed for speed, simplicity, and quality, while also experiencing a brand name recognized by millions online. Multi-unit operators extend that recognition even further, planting the brand in multiple neighborhoods, amplifying awareness, and reinforcing trust with every new store that opens.
emphasized community support
Customers naturally want to support owners they know and trust, which translates into organic repeat business and lasting loyalty. Whether it’s through a niche product line or by creating a welcoming community hub, owning multiple units within the same region amplifies those connections.
Stoneage is a perfect example of unique product lines. With seven locations spanning Georgia, North Carolina, and Florida, the brand has carved out a loyal following with its focus on crystals, natural stones, and artisan goods. Its lower labor intensity and scalable framework make it a strong model for investors who want to
Chris Conner has worked in the franchise development industry for almost 20 years and helped over 600 brands franchise their brand and develop franchise distribution channels. He founded Franchise Marketing Systems in 2009, which now includes a team of 27 franchise consultants based in and Canada and supports brands around the world to grow and scale through franchise expansion.
Visit www.fmsfranchise.com for more information
grow while staying deeply connected to their communities.
Similarly, Grit + Grind Coffee was founded on a mission to be more than a coffee shop — it’s a gathering place built around the values of Love others, Spread light + Work hard. Multi-unit owners not only reinforce the brand’s presence but also benefit from the trust and familiarity that grows as the community sees the same vision brought to life in more than one location.
key take aways
Multi-unit ownership is a pathway to stability, influence, and long-term profitability. Centralized training, bulk purchasing, stronger bargaining power, and amplified brand recognition all come together to create a more resilient business model. At the same time, community trust and loyalty grow as franchisees expand within their markets, reinforcing both the
brand and the owner’s presence.
From coffee concepts like Kahwa Coffee and Grit + Grind Coffee, to the food scene with Scoop N Scootery, Jefferson Fry, and The Point Pub, to specialty retail like Stoneage, multi-unit ownership shows that scale and strategy go hand in hand. For investors ready to take the leap, building multiple units becomes more than smart business — it is the key to maximizing impact, influence, and long-term success in today’s competitive landscape.
If you are interested in any of the brands mentioned here or would like to explore other available franchise opportunities, Franchise Marketing Systems would love to help. Our team can help you understand what brands fit you best or can walk alongside you and your existing business through franchise development all the way to franchise sales.
Learn more by visiting www.fmsfranchise.com.
s caLin G W ith pu R pose: h o W FiR ehouse s u Bs Fue L s
m
u Lti- u nit FR anchise G R o W th
When I opened my first Firehouse Subs restaurant in 2002, franchising wasn’t part of my family’s plan, or even on my radar. I come from a family of attorneys, and my background was in telecom, so restaurants weren’t exactly in my blood.
When I first told my parents I was considering opening a sandwich shop, they thought I was a little crazy. But as I explored my options, I was drawn to Firehouse Subs because of the simplicity of its operations, the balance it offered for my lifestyle, and the powerful connection it had to its mission of public safety and community service.
More than two decades later, I own ten Firehouse Subs locations across South Carolina, with an eleventh in development. Along the way, I’ve watched the quickservice restaurant (QSR) landscape evolve dramatically, including the dominance of multi-unit operators. According to recent
data, 82% of all QSR units are now owned by multi-unit operators, and for good reason.
As an operator, I know firsthand that when you’re considering scaling up, you want a brand that delivers strong ROI and doesn’t overwhelm you with operational complexity. For me, Firehouse Subs has consistently checked those boxes. Backed by the shared service efficiencies of Restaurant Brands International (RBI), Firehouse offers franchisees best-in-class returns, powerful corporate support, and a model that’s built for growth.
the appeal of a scalable model
When I first explored franchising, I knew I didn’t want the late-night hours and grueling schedules associated with bars or full-service restaurants. I wanted a business I could manage independently while still having time for family and personal life. Firehouse Subs was the perfect fit.
The operational model is straightforward, with a menu focused on high-quality, steam-heated subs and a streamlined kitchen setup. This simplicity makes it easier to train team members, manage multiple locations, and ensure consistency across the board, which are critical factors for any operator looking to scale.
I started with one restaurant, with no plans to expand beyond that. My first location was the 91st to open in the system, and at that time, Firehouse was still in the early stages of franchising. Within six months, the brand began to ramp up its franchise efforts and approached me about expanding. By then, I had my feet under me and was confident I could handle more. I signed a development agreement for five additional locations in late 2003, setting me on a path to multi-unit growth.
Firehouse maintains high standards for who they allow to expand, focusing on proven operators who are meeting operational benchmarks. That selectivity has preserved the integrity of the system
and encouraged franchisees like me to keep striving for excellence.
why mission matters
One of the most meaningful aspects of being a Firehouse Subs franchisee is the brand’s unwavering commitment to public safety through the Firehouse Subs Public Safety Foundation. This mission is woven into our daily operations and has a visible impact on our communities.
Every time a customer rounds up their change or participates in a fundraising initiative, those donations are put to work supporting first responders and public safety efforts. For example, just recently, we celebrated two grants totaling more than $40,000 to fire departments in our area. My crew members and our guests were able to see exactly where those funds went and how they directly improved public safety in our neighborhoods.
That transparency builds trust and loyalty. In today’s world, there are countless “round-up” campaigns, but what sets Firehouse apart is that people can see tangible results. It creates a sense of purpose for our team and strengthens our connection to the communities we serve.
For me personally, it’s incredibly rewarding to know that my business is making a difference. My staff takes pride in being part of something bigger than just serving great food. This mission-driven culture has been a huge part of why I’ve stayed with Firehouse for 23 years, and why I continue to grow with the brand.
a Brand Built for today’s market
The restaurant industry has faced significant challenges over the past few years, from supply chain disruptions to labor shortages to inflationary pressures.
“As an operator, I know firsthand that when you’re considering scaling up, you want a brand that delivers strong ROI and doesn’t overwhelm you with operational complexity. For me, Firehouse Subs has consistently checked those boxes.”
Through it all, Firehouse Subs has demonstrated resilience and adaptability.
Being part of the RBI family provides us with access to shared services and resources that make us more competitive. From marketing to purchasing power to technology, the support we receive allows franchisees to focus on what matters most: running great restaurants and delivering an exceptional guest experience.
For multi-unit operators like me, this level of support is invaluable. It gives us the confidence to keep growing, knowing we have a strong infrastructure behind us. As the demand for high-performing QSR brands continues to rise, Firehouse Subs is well-positioned to stand out.
When I reflect on my journey, I’m amazed at how far we’ve come. From a single restaurant with no prior industry experience to a thriving portfolio of ten, and soon to be eleven, locations, it’s been an incredible ride. The key to that growth has been finding a brand that aligns with my values, provides a scalable business model, and supports its franchisees every step of the way. Firehouse Subs has delivered on all counts.
As the industry trends toward multi-unit ownership, the brands that will thrive are those that combine operational simplicity with strong returns and a meaningful mission. For me, Firehouse Subs has been that perfect blend.
For aspiring franchisees—whether you’re a veteran, a first responder, or someone like me coming from a completely different background—my advice is simple: look for a brand that offers more than just a product. Look for a brand with a purpose. Firehouse Subs has been that brand for me for over 23 years, and I’m excited to see where the journey takes us next. v
Ro Be R t m o RR is of Altitude tr A mpoline pA rk with
tell me about altitude trampoline Park.
Altitude Trampoline Park was founded in 2012 with a mission to provide active, family-friendly fun in safe, clean, and engaging environments. We began franchising in 2014 and have since grown into one of the largest family entertainment brands in the world. Today, Altitude operates more than 90 locations across the U.S. and internationally, with a
strong network of franchisees fueling our continued growth.
what makes altitude trampoline Park stand out?
Our parks offer fun, active attractions for all ages, including trampolines, climbing walls, obstacle courses, basketball, dodgeball, and more. We specialize in birthday parties and group events, making Altitude a go-to destination for families looking to celebrate and create memories.
what type of person would 'fit' your franchisee profile?
Successful Altitude franchisees are community-driven, entrepreneurial, and passionate about family fun. They don’t necessarily need prior experience in entertainment but should bring strong business acumen, leadership skills, and a customer-first mindset. We look for people who want to create positive, active experiences for families in their communities.
where are your current locations and where are you looking to expand?
Altitude Trampoline Park has a strong national footprint with locations across the U.S., including Texas, Florida, California, Illinois, and the Northeast, as well as international parks. We’re focused on both expanding in existing clusters to strengthen brand awareness and opening new territories in high-growth markets across North America and abroad.
why is there a need for more trampoline parks?
Families are looking for more than just entertainment — they want experiences that are active, social, and memorable. Altitude provides all three in a safe, clean, and welcoming environment. Unlike many competitors, we’ve built a brand around birthday parties and group celebrations, which are a significant driver of revenue for our franchisees. Our modern park design, innovative attractions, and strong operating model set us apart in the family entertainment industry.
how do you look after your franchisees?
We pride ourselves on providing hands-on support throughout the franchise journey. That includes comprehensive training before opening, marketing and operational playbooks, access to our national marketing fund, ongoing field support, and technology systems designed to help owners maximize revenue. We also foster a collaborative network where franchisees can share best practices and grow together.
“ Families are looking for more than just entertainment — they want experiences that are active, social, and memorable. Altitude provides all three in a safe, clean, and welcoming environment.
what are your plans for the rest of the year?
In 2025, we’re continuing to enhance the guest experience and franchisee profitability through new attractions, updated party packages, and digital engagement tools. We’re also investing in streamlined operating systems and marketing innovations to help franchisees attract new guests and keep families coming back.
where do you see altitude trampoline Park in the next five years?
Our vision is to be the leading destination for family fun worldwide. In the next five years, we plan to significantly expand our footprint across North America and internationally, while continually innovating the in-park experience. We see Altitude as not just a trampoline park but a community hub for active family entertainment.
what is your advice for those exploring franchise opportunities?
Do your homework and find a brand that aligns with your passion and values. Look at the support system, the financial model, and the culture of the brand. With Altitude, you’re not just buying a business — you’re joining a community of owners who share a commitment to bringing joy to families.
how do you motivate your franchisees?
We believe motivation comes from strong support and shared success. We regularly highlight franchisee achievements, share best practices, and create forums for collaboration. Our leadership team is in constant communication with franchisees to provide guidance, encouragement, and recognition. Most importantly, we ensure our franchisees feel connected to a brand that is growing, innovating, and making an impact in communities. v
“ Franchise ownership is never a solo journey with AlphaGraphics. Whether it’s troubleshooting an issue, implementing a new strategy, or navigating industry shifts, franchisees always have a dedicated support network ready to assist.”
With over five decades in the print, signage, and marketing services industry, the AlphaGraphics franchise brand stands as a true testament to lasting success.
AlphaGraphics franchisees find their niche as true consultants rather than just service providers. From traditional print and signage to advanced digital marketing solutions, SEO and SEM strategies, website development, and direct mail campaigns, a diverse mix of services creates opportunity for recurring revenue with every customer.
Some are surprised when they learn a background in printing is not a prerequisite for AlphaGraphics ownership. Accountant Jerron Hale joined the network in 2002 after purchasing an
AlphaGraphics in Utah. Sam Reed, an executive with PepsiCo for 26 years, took early retirement and researched dozens of business opportunities before opening an AlphaGraphics in Texas. Mehul Patel, a hospitality entrepreneur located in the Dallas, Texas area, was particularly excited about the business-to-business opportunities AlphaGraphics offered when he opened his Center.
As business owners, Hale, Reed, and Patel share a desire to be fully engaged in their Center’s daily operations and to become a trusted partner of their customers by engaging in a solutions-focused relationships.
“I love being able to stand up at a networking event and say AlphaGraphics has something to offer everyone in this room. We’re not a cookie-cutter business,” said Hale.
Franchise ownership is never a solo journey with AlphaGraphics. Whether it's troubleshooting an issue, implementing a new strategy, or navigating industry shifts, franchisees always have a dedicated support network ready to assist.
AlphaGraphics provides a comprehensive support system to all partners in the field that starts with a three-phase training program—online, live in Denver, and hands-on pre- and post-opening. Ongoing support includes dedicated business coaches, marketing resources, peer groups, leadership councils, and annual franchisee conferences.
Instead of navigating the uncertainties of entrepreneurship alone, franchise owners at AlphaGraphics gain the confidence that comes with an experienced team and a system designed for long-term growth.
franchise Partner alignment matters
Placing a priority on cultural fit within the network has propelled AlphaGraphics to more than 265 centers across the U.S. and select international markets with plans to have 300+ Centers in the next few years.
“Our focus on finding the right people who fit our franchise culture has caused all parties to flourish,” said Bill McPherson, AlphaGraphics Vice President of Retail Network Development. “While financial criteria and market availability still play a part it takes a community of people
who enjoy what they do and thrive in this culture to garner this type of growth year after year.
“Making sure our franchisees stay happy and that they deliver quality products and services to their local customers has paid off with our continued success.”
In 2024 success looked like one of the most profitable and expansive years in brand history with $330 million in sales systemwide and 22 signed franchise agreements (12 new owners and 10 current owners who are becoming multi-unit owners) as well as multiple awards in franchisee satisfaction, sales and other categories.
Entrepreneurs drawn to AlphaGraphics often see themselves scaling into highperforming enterprises, sometimes with multiple locations, as they leverage the brand’s strong technology platforms and peer support network. For prospective owners, AlphaGraphics represents both a high-potential business and an opportunity to build a lasting legacy and becoming part of a dynamic community. Franchisees share insights, best practices, and strategies that help everyone succeed. This collaboration fosters growth and innovation, allowing owners to stay ahead in a competitive market.
AlphaGraphics is one of ten distinct brands and a Fortidia Company, a powerhouse in business services franchising, with more than 3,100 franchised locations spanning over 60 countries and systemwide sales across our brands collectively topping $1.4 billion (US) worldwide in 2024.
Franchise opportunities are available, and more information can be found online at alphagraphicsfranchise.com.
This advertisement is not a franchise offering. A franchise offering can only be made by a Franchise Disclosure Document. The following states regulate the offer and sale of franchises: CA, HI, IN, IL, MD, MI, MN, NY, ND, RI, SD, VA, WA, and WI. If you reside in one of these states, you may have certain rights under applicable franchise laws. Franchises will not be sold to any resident of any such jurisdiction until the offering has been duly registered in, or exempted from the requirements of, such jurisdiction and the required Franchise Disclosure Document has been delivered to the prospective franchisee before the sale in compliance with applicable law. Such registration or filing does not constitute approval, recommendation, or endorsement by any state.
AlphaGraphics, Inc., 143 Union Blvd., Ste. 650, Lakewood, CO 80228. MN Reg. # 10244.
FR anchise success s taR ts With pR otected te RR ito R ies
For entrepreneurs considering franchise ownership, the decision extends far beyond choosing a recognizable brand. An important, often-overlooked consideration is whether the franchisor can offer territorial protection. This critical safeguard can determine the difference between a thriving local business and one that constantly struggles against internal competition.
Territorial protection means that franchise owners are granted rights to operate under their brand within a designated geographic area, often a particular zip code. When territorial protection is enforced, no other franchise owner from the same brand is allowed to open a competing location in that territory, barring rare and very specific exceptions.
For potential franchise owners, this safeguard is a good sign that they will have room to grow, and that their investment in the franchise will be adequately protected. While many franchise systems promise territorial protection, that doesn’t always mean they uphold it. For aspiring entrepreneurs, it’s important to carefully vet potential franchise systems, verifying that they will make good on their pledge to minimize internal competition.
how protected territory gives owners an edge
Without territorial protection, two or more owners from the same system could open in the same geographic space. These franchise owners will likely end up competing over the same pool of customers.
With territorial protection, franchise owners can avoid this conflict altogether. Each owner knows their territory is
secure, allowing them to focus on serving customers, building community trust and maximizing profits.
When territorial protection is properly enforced, owners can confidently collaborate and share best practices with owners in a neighboring region without the fear of losing customers to another owner representing the same brand.
the risks of inadequate territorial protection
Meanwhile, when territorial protection isn’t upheld — or when it isn’t offered at all — it’s often to the detriment of individual franchise owners.
The most obvious danger is direct competition against another location from the same brand. Customers typically have no loyalty to which particular branch they patronize. They simply go to the closest or most convenient option. If another location opens nearby, a franchise owner may find
that their customer base shrinks overnight, leaving them with steady operating costs but declining revenue.
Stefan Figley is president of 1-800-Packouts, a leader in the contents and personal property restoration franchise industry since 2016 and part of the Five Star Franchising platform of home service brands. Figley has nearly 30 years of experience in the franchise and marketing industries, with a focus on brand growth. He has held executive and leadership positions with nationally recognized companies such as Terminix, Steamatic, Merry Maids and Jani-King International, as well as prominent international roles in the marketing industry.
A dedicated marketing campaign, for example, has greater impact when its reach isn’t diluted by multiple franchisees in the same area. Likewise, training and operational guidance help owners maximize their performance without worrying that a neighboring franchisee will be benefiting from the same playbook at their expense.
Territorial protection ensures that the franchisor’s support directly benefits the territory in question, strengthening both the local business and the brand as a whole.
fostering confidence and trust
Territorial protection also fosters confidence.
Another issue is that franchisors may view a strong market as an opportunity to increase their own revenue, approving multiple locations in the same area. While this strategy may boost short-term royalties for the franchisor, it leaves local owners battling each other for the same customers.
system support meets territorial boundaries
Territorial protection alone is valuable, but when paired with strong franchisor support, it becomes a foundation for lasting success.
Marketing, training and operational resources provided by the franchisor are far more effective when owners aren’t distracted by competing against nearby locations of the same brand. In fact, territorial protection helps to amplify system-level support.
When local owners know they are the only representative of their brand in a region, they are more willing to invest in long-term strategies, whether that means opening additional units, increasing local advertising or cultivating community partnerships.
This security helps to enhance trust between the franchisor and the local owner. Owners feel assured that the franchisor is truly invested in their success, not just in the short-term expansion of the system. This level of trust creates healthier, more stable franchise relationships and encourages owners to invest more in their territories over time.
assessing territorial protections
Again, it’s important for aspiring owners to recognize that, while most franchise systems pledge some level of territorial protection, not all of them enforce it with consistency.
When evaluating potential franchise
opportunities, prospective owners should make territorial safeguards one of their top considerations. It’s not enough to assume protections exist; due diligence is required.
Some guidelines include:
• Ask how the protection is defined. Is it based on zip codes (precise), or based on local landmarks (far less precise)? Is it determined by population or households? And if it’s households, what’s the breakdown between owners and renters? These distinctions can be crucial for home service brands, in particular.
• Ask if there have been any violations. Violations happen sometimes, often without any malicious intent. What’s important is determining how the franchise system deals with these incidents. The FDD will usually include language describing how violations are penalized, which is a good way to discern the franchise system’s level of seriousness.
• Talk with other owners. During the validation process, potential owners should ask current owners how they feel about territorial protections. Do they feel like their territory is encroached on, or do they think the franchisor offers meaningful guardrails?
For prospective franchise owners, territorial protection isn’t just a contractual detail. It’s a strategic safeguard. It protects against cannibalization, reduces unnecessary competition and ensures franchisor support delivers maximum impact. As such, it’s something worth carefully vetting when sizing up any potential franchise opportunity.
Fo R d’s GaR aG e acce Le R ates e xpansion W ith m u Lti- u nit aGR eements
At Ford’s Garage, we like to say that dining with us is more than just a meal, rather it’s an experience. From the moment guests walk in, they’re transported back in time to a 1920s service station, complete with vintage Ford vehicles, gas pumps, and classic car memorabilia. Pair that immersive atmosphere with gourmet burgers, craft beer, and hearty American comfort food, and you’ve got a concept that has been fueling growth across the United States.
Now, Ford’s Garage is preparing to shift into an even higher gear. We are thrilled to announce our expansion into New Jersey with a new three-unit development agreement signed with TIG Franchise Group. This marks the brand’s first foray into the Garden State, with the initial restaurant slated to open in Middlesex County in early 2026. This announcement comes after an already successful year with
new deals in Michigan, Northern Virginia, Texas, and Tennessee.
a growing Brand with a unique identity
Since opening our first restaurant in Fort Myers, Florida in 2012, just a mile from Henry Ford’s winter estate, Ford’s Garage has captured the imagination of guests by offering something few full-service restaurants can: a fully branded experience with an official licensing agreement from The Ford Motor Company. That exclusive partnership allows us to incorporate the iconic Ford logo and vintage design elements into our restaurants, ensuring that every visit to Ford’s Garage feels authentic, nostalgic, and fun.
We began franchising in 2015, and today Ford’s Garage operates 32 locations across eight states. Our growth has been fueled not just by our distinctive ambiance, but also by our commitment to delivering highquality food and warm, community-driven hospitality. Guests come for the themed environment, but they return for the food: from our signature half-pound burgers and beer-battered onion ring towers to wings, comfort-food classics, and indulgent
desserts. For families, groups of friends, and car enthusiasts alike, Ford’s Garage is a place to gather, celebrate, and create memories.
Partnering with Proven operators
When it comes to franchising, success starts with the people behind the brand. That’s why we’re so excited to welcome TIG Franchise Group as our newest partners. The group, led by Jiger Patel, Pranav Desai, and Raj Mahadevia, has built a strong reputation as multi-brand operators with a deep understanding of the New Jersey market.
Patel has been in the franchising world since 2001, building his career across the restaurant industry. Desai transitioned from a corporate background into franchising more than 15 years ago, teaming up with Patel to develop multiple successful ventures. Mahadevia, a longtime friend of Desai, brings a fresh perspective from his early career in IT, adding operational and tech-savvy insight to the team. Together, the trio formed TIG Franchise Group in 2019 and have since grown
a portfolio that includes powerhouse names like QDOBA and Dave’s Hot Chicken. Today, they operate more than 15 restaurants in New Jersey alone, with a track record of building businesses that thrive in their communities.
“We’re always looking to partner with brands we genuinely believe in, and Ford’s Garage checked all the boxes,” said Jiger on behalf of TIG. “We love that it’s not just a meal, it’s an experience. The vintage Ford-themed décor, the focus on quality ingredients, and the brand’s dedication to community made it an easy decision. We think New Jersey is craving something bold, welcoming, and somewhere families, friends, and neighbors can gather. We’re incredibly proud to be the group that brings it to our home state.”
The group’s three Ford’s Garage restaurants will be strategically placed to serve Central, and Southern New Jersey. The expansion will also have a significant local impact: TIG Franchise Group expects to hire between 300-350 employees across the three units, further supporting job creation and regional economic growth.
franchisee- focused growth
At Ford’s Garage, our growth strategy has always been franchisee-first. We understand that our success as a brand depends on the success of the operators who bring the concept to life in their local
markets. That’s why we look for partners who bring not just business expertise, but also a passion for hospitality and a commitment to their communities.
This philosophy has guided our expansion across the country. From Florida to Kentucky to Michigan, each new Ford’s Garage location is led by franchisees who embody the spirit of the brand and embrace the opportunity to build something lasting in their markets.
Positioned for industry growth
The full-service restaurant industry is experiencing renewed momentum as consumers seek dining experiences that combine quality food with atmosphere and connection. Ford’s Garage is uniquely positioned to meet that demand. Our blend of vintage automotive nostalgia, hearty comfort food, and welcoming hospitality creates a differentiated concept that appeals to a broad customer base. For franchisees, that differentiation translates into opportunity. Ford’s Garage offers:
• A proven model with nearly a decade of franchising experience.
• Strong brand equity through our official licensing partnership with The Ford Motor Company.
• Operational support designed to help
franchisees succeed, from site selection to training and ongoing marketing resources.
• A scalable concept with flexible real estate requirements and appeal across suburban, urban, and tourist-driven markets.
As we continue to expand, we’re focused on opportunities east of the Mississippi River, where we see strong potential for growth. Our goal is to align with qualified operators who share our vision of building community gathering places that deliver on both food and experience.
Looking ahead
The upcoming openings in New Jersey mark an important step in Ford’s Garage’s journey. Not only will these restaurants introduce our concept to an entirely new market, but they will also reinforce what makes our brand so powerful: a distinctive identity, passionate franchise partners, and a commitment to community.
Ford’s Garage has remained true to its mission of delivering memorable dining experiences rooted in nostalgia, hospitality, and quality. As we look ahead, we’re excited to continue growing our presence across the country.
For more information on franchising opportunities with Ford’s Garage, visit www.FordsGarageUSA.com/franchise. To find your nearest Ford’s Garage location, visit www.FordsGarageUSA.com.
the p oWe R o F the paRent: h o W mu Lti-BR and h ome s e R vice companies
cR eate vaLue
By Brian Garrison, COO of Buzz Franchise Brands and President of Wonderly Lights
Families function best when parents give their children roots and wings. It is no different for a parent company in franchising. A successful multi-brand parent company offers both the stability (roots) a brand needs to grow with a solid foundation and the resources and room to scale (wings), allowing it to gain traction and thrive.
Nowhere is this more evident than in home services, where consumer demand is strong, but competition is fierce. That’s where a parent company structure can transform the landscape. By providing shared services and centralized expertise, a parent company offers multiple service brands the infrastructure they need to grow stronger, faster, and more sustainably. This model also creates value that extends beyond individual franchisees to the entire brand family.
stability and strategic support
One of the most immediate benefits a parent company brings is stability. For franchisees, investing in a new brand backed by an established parent provides reassurance that they are not navigating uncharted waters alone. For the brands themselves, it means access to a proven playbook for scaling responsibly.
I’ve seen firsthand how this plays out. In the case of our emerging franchise brand, Wonderly Lights, the brand shifted from being a niche, holiday-only lighting business to offering year-round outdoor lighting, including permanent LED light, landscape and architectural design installation services. That kind of pivot could have overwhelmed a young company, but with parent company support, the transition was not only possible, it was swift and successful. Marketing collateral, digital campaigns, photography, and training resources were updated in record time. The brand was able to meet new market demands without losing momentum in the holiday light vertical.
marketing Power that scales
Marketing is one of the most powerful ways a parent company can add value. While each brand typically has its own marketing manager who understands the nuances of their specific business, those individuals have access to centralized teams with deep expertise.
Take digital marketing, for example. On its own, an emerging brand might not have the data, creative resources, or analytical capabilities to launch a sophisticated campaign. Within a parent company structure, those resources already exist. Specialists in digital strategy, design, and analytics can step in, creating campaigns that feel brand specific while benefiting from the scale and precision of a larger organization.
The result is not just better campaigns but faster execution. A single brand doesn’t have to reinvent the wheel; it taps into shared knowledge that has been refined across multiple service businesses.
Data and analytics advantage
Numbers tell the story of a franchise system’s health, but they only matter if they’re actionable. Many young or smaller brands struggle with disparate systems --one for customer relationship management, another for scheduling, and another for marketing automation.
Consolidating that information and making sense of it can be daunting.
A parent company can bridge that gap by investing in analytics teams and tools that individual brands would be hard-pressed to afford on their own. At Buzz Franchise Brands, we’ve built reporting systems that pull from multiple platforms and distill the data into clear, digestible insights. Franchisees don’t just see numbers; they see patterns they can act on immediately that are revenue opportunities.
What’s more, when one franchisee requests a new kind of report, that solution can often be shared across the entire franchise
system and, in some cases, other concepts, creating efficiencies and insights that benefit every brand under the umbrella.
the Best of Both worlds
The first months of franchise ownership are critical. Without the right support, new owners can feel overwhelmed by licensing requirements, vendor relationships, budgeting, and technology setup. A parent company can take the pressure off by dedicating resources to the training and onboarding process, walking franchisees step-by-step through these crucial early stages.
At the same time, training remains brand specific. This balance ensures that franchisees receive both the tailored expertise they need to run their particular business and the structural support that makes the launch process smoother. The result is confidence. Both franchisees and the brand know they are set up for success.
A common question is whether shared services dilute a brand’s identity. The answer, when the model is structured correctly, is no. Each brand under a parent company still has its own leadership team—its own president, operations managers, and marketing professionals. The shared services act as a backbone, not a replacement.
Many parent companies, like Buzz Brands, also operate at least one corporateowned location per brand. This keeps the leadership team connected to the realities of day-to-day operations, ensuring strategies and resources remain grounded in the needs of franchisees.
With a dedicated support team at the brand level and the resources of a larger parent company, franchisees get the best of both worlds.
the synergy energy
Beyond the operational advantages, there’s also an energy that comes from being part of a multi-brand family. Conferences and conventions bring together owners from different services, sparking collaboration and cross-promotion opportunities. For instance, a customer who trusts one brand may be more open to trying another within the same parent company family, especially when franchisees work together locally.
While some parent companies encourage or incentivize multi-brand ownership, it’s not the only measure of success. What matters most is that each brand has the strength to stand on its own, while still benefiting from the collective.
This model is particularly effective in the home services industry because many operational frameworks overlap—routing, scheduling, vehicle fleets, and technology systems, to name a few. By leveraging these similarities, parent companies can create efficiencies that make every brand stronger without forcing them into a onesize-fits-all mold.
In the end, the role of a parent company is not to overshadow the brands it supports, but to amplify them. Shared services provide marketing muscle, data-driven insights, and training resources that would be out of reach for many smaller or emerging brands. At the same time, each brand retains its identity, leadership, and direct connection to its franchisees.
The power of the parent company is that it gives franchisees confidence, and it gives brands an infrastructure to grow... benefiting the individual owner and strengthening the entire family. v
voda cLeanin G & Resto R ation
m aR ks m a J o R m iLestone
W ith 100th FR anchise oW ne R
, ushe R in G in n e W eR a
o F e xpansion and o pe R ationaL s caLe
“ Franchisees receive strong support, in-field training, marketing setup, 24/7 call center access, CRM, and AI-powered learning tools to make operations seamless. The brand is mobile based with optional flex space, minimizing overhead and providing operational flexibility.”
Voda Cleaning & Restoration, one of the fastest-growing cleaning & restoration franchise brands in the U.S., has officially reached 100 franchise owners. This achievement comes just two years after launching its franchise opportunity, highlighting the brand’s explosive growth and strong appeal to owners nationwide.
“Reaching our 100th franchise owner so quickly is a testament to the strength of our model and the incredible community of franchisees who believe in our mission,” said Dan Claps, Co-Founder and CEO of Voda Cleaning & Restoration. “We’ve built Voda and its parent company, the Franchise Playbook, around operational excellence, a franchisee-first culture, and the vision of becoming the leading smart home services franchise in the country. This milestone is just the beginning as we look toward our next 100 owners.”
Voda has scaled at an unprecedented pace, growing to more than 220 territories across 30 states since the launch of its franchise program in 2023. The brand’s dual-service platform, which combines immediate revenue through professional cleaning services and high-margin, insurancesupported restoration work, has fueled this rapid growth while positioning franchisees with recession-resilient income streams.
Proven model and innovative franchise support
Franchisees receive strong support, in-field
training, marketing setup, 24/7 call center access, CRM, and AI-powered learning tools to make operations seamless. The brand is mobile based with optional flex space, minimizing overhead and providing operational flexibility.
While its foray into franchising is relatively new, the brand has already developed a system of community-oriented and inspiring entrepreneurs who are looking to make a difference in their communities.
“The overall reception of the Voda franchise opportunity has been nothing short of incredible,” said Christian Betancourt, CMO of Voda Cleaning & Restoration. “As our franchise network grows larger, our mission remains the
same: staying true to our core values and delivering the best possible experience to our customers for jobs big and small.”
cutting-edge innovations
to come Q3: the Voda marketing hub
Indicative of the brand’s desire to adopt cutting-edge technology and maintain a high level of franchise support, Voda’s new Marketing Hub will be launching in Q3. Announced at the brand’s first Franchisee Convention in June, the internal platform will centralize all digital marketing, social media setup, lead generation, and reputation management, giving franchisees turnkey tools to grow their businesses. Integrated with Voda’s proprietary CRM, Scoreboard analytics, and 24/7 call center, the Hub makes it easy for franchisees to track performance and manage customer relationships in real time.
Looking ahead to 2026
Voda’s rapid rise has been driven by a recession-resilient business model offering two revenue streams: immediate income through cleaning services and high-margin, insurance-supported revenue through water damage and restoration services. As demand for property restoration and health-focused cleaning solutions continues to grow, Voda is uniquely positioned to lead the next generation of home services franchises.
Now that it has reached 100 franchise owners, Voda Cleaning & Restoration plans to leverage its momentum to further scale operations and strengthen support for its growing franchise community. With consumer demand for property restoration and health-focused cleaning solutions continuing to rise, Voda is now focused on
expanding into high-demand markets, with Nashville, South Miami, and New Orleans among its top development targets.
“As Co-Founders, Dan and I always envisioned building a brand that empowers entrepreneurs to thrive with a proven system, best-in-class support, and a meaningful mission,” said Zach Nolte, Co-Founder and COO of Voda Cleaning & Restoration. “Crossing the 100-owner milestone validates that vision and proves that Voda is a brand built to last.”
aBout Vo Da cLeaning & r estoration:
Voda Cleaning & Restoration is a nationally backed, locally owned franchise brand offering professional cleaning and restoration services to residential and commercial customers. With a mission to restore comfort, safety, and peace of mind, Voda delivers a comprehensive suite of eco-friendly, non-toxic services including water damage restoration, mold remediation, carpet and upholstery cleaning, air duct cleaning, and more. Since launching its franchise system, Voda has scaled to nearly 100 owners across more than 220 territories in 28 states. Start-up costs for a Voda franchise range from $201,374 to $357,608 (depending on vehicle leasing or purchasing).
Learn more about becoming a Voda franchise owner at myvodafranchise.com.
To find our cleaning and restoration services near you, please visit myvoda.com.
aBout franchise PL ayBook:
Franchise Playbook is a privately held home services platform company that builds, scales, and supports high-performing franchise brands across the U.S. With a focus on essential, recession-resilient services, Franchise Playbook provides centralized leadership, operational infrastructure, and shared services across its portfolio to accelerate growth and drive long-term value. Backed by a team of seasoned operators and franchise development experts, the company partners with driven entrepreneurs and emerging brands to create best-in-class systems, technology, and support. Franchise Playbook is the platform behind Voda Cleaning & Restoration—one of the fastest-growing home services franchises in the country. Learn more at franchiseplaybook.com.
cR aiG muRR ay of lightbridge Ac A demy with
How would you describe Lightbridge Academy’s current development strategy? What’s guiding your decisions about where and how fast to grow?
Our development strategy is focused on sustainable, responsible growth. We’re expanding into strong markets with the right demographics, while being very selective with real estate. Partnering with
the right franchisees is key, whether singleunit or multi-unit, it’s about alignment with our core values and commitment to operational excellence. Overall, it’s about building a strong long-term foundation for growth with healthy, successful centers, not just more centers.
Additionally, over the last few years, the commitment of the Board and our CEO, Gigi Schweikert, to scale the business is evident as we meet the continued demand
for educational child care. Bringing on additional resources has helped attract quality franchisees into our system, driven performance and historical projections for center openings, while continuing to focus on delivering the high quality early education programs children and families expect to receive from Lightbridge Academy. Our foundation is built by our people, and they are supported by well proven systems and processes.
What emerging trends are shaping how franchise brands are approaching development as we head into Q4 and 2026?
Franchise development today is shifting toward quality over quantity. Brands are leaning into data-driven site selection, flexible real estate models, and stronger unit economics. We’re also seeing a move toward more sophisticated multi-unit operators, creative financing in a higherrate environment, and a greater emphasis on community impact and values. The trend is fewer but stronger units, built for long-term success.
What’s changing in the way brands are evaluating markets and territories for future expansion?
When we evaluate territories, it’s not just about availability, it’s about alignment. At Lightbridge Academy, we look for strong family demographics, income levels, and childcare demand, but also real estate quality and long-term scalability. The best territories aren’t just good for one center, they can support multi-unit growth. Across franchising, brands are getting more data-driven, balancing demographics, competition, and cultural fit to protect both franchisee success and brand equity.
At Lightbridge Academy, how do you balance attracting new owners with supporting the scalability of existing franchisees?
At Lightbridge Academy, we’ve learned that growth can be achieved in many
different ways. It isn’t just about adding new franchisees, it’s equally about helping our existing owners scale successfully. The balance comes from staying disciplined in partner selection while building infrastructure that supports both first-time and multi-unit operators.
• Attracting New Owners: We continue to welcome qualified new franchisees who align with our core values and Circle of Care philosophy, bring strong financial resources, and have a passion for serving families. This broadens our reach and introduces new energy and perspectives into the system.
• Supporting Scalability of Existing Franchisees: At the same time, we’ve built systems to help current owners
grow, from data-driven territory planning and site selection to operational support and financing guidance. Multiunit franchisees know they can replicate success with our support behind them.
• Protecting the Balance: The key is not favoring one over the other. We are deliberate in ensuring new owners have access to strong territories while still protecting room for proven operators to expand. In many cases, markets are large enough to accommodate both, and our role is to map out growth responsibly.
This balanced approach strengthens the brand, bringing in new partners who believe in our mission while also giving experienced franchisees the confidence and opportunity to scale with us.
How do you build a development strategy that balances innovation, operational capacity, and longterm sustainability?
Our development strategy is about balance. We innovate to meet the changing needs of families, but we do it in a way our operational infrastructure can fully support. And every decision is filtered through long-term sustainability, disciplined site selection, strong unit economics, and healthy franchisees. It’s not about growing the fastest, it’s about growing the strongest for long term success.
If you had to predict one development trend that will define the next 18 months, what would it be — and why?
The defining development trend over the next 18 months is quality over quantity. Rising construction costs, higher interest rates, and tighter banking and capital markets are making disciplined growth essential. At Lightbridge, we’re focused on well-capitalized franchisees, data-driven site selection, and sustainable markets. The brands that thrive will be those that grow ethically, strategically, with healthy, profitable units and strong franchisee support. v
5 Ways FR anchise BR ands c an avoid m aR ketin G m issteps
In today’s always-on media cycle, a single marketing misstep can escalate in minutes. What starts as a poorly worded campaign line, a tone-deaf ad or an overlooked cultural cue can dominate headlines, spark memes and fill comment sections before a brand even has time to respond.
For franchise brands, the stakes are higher because a corporate misstep can ripple across dozens or hundreds of local businesses, directly impacting franchisees’ reputations, staff morale and guest loyalty in each market. The reverse is also true: one franchisee’s poor judgment, local controversy or public mistake can quickly
damage the national brand and, by extension, every other franchisee in the system. This is why a proactive, franchisespecific plan is necessary to prevent missteps before they start and handle them swiftly when they do.
Build empathy into the idea stage
The infamous Kendall Jenner Pepsi ad remains a textbook example of what happens when campaigns are created without enough cultural awareness in the room. Most misses don’t begin at launch; they start in the idea phase when no one pushes back against a risky or misguided concept.
Franchise brands have a built-in advantage here: their franchisees. Owners live
Jamie izaks is the President of All Points Public Relations, a franchise-focused integrated PR agency based in the Chicagoland area www.allpointspr.com.
and work in local markets, giving them a sharper sense of community values, customer expectations and potential sensitivities. By formalizing ways to involve franchisees early in the creative process, whether through advisory councils, focus groups or structured feedback loops, brands can catch blind spots before they turn into headlines.
create space for Pushback in the room
Brainstorming sessions shouldn’t be echo chambers. They should be pressure tests. Unfortunately, many campaigns that later spark backlash lacked diverse or empowered voices in the room.
Franchisors can foster healthier creative environments by encouraging constructive dissent. Advisory groups, pilot campaigns in select markets, or even anonymous feedback tools allow team members and franchisees to safely flag concerns without the fear of being “the lone dissenting voice.” When feedback is baked into the culture, it becomes easier to spot when an idea may not resonate with real audiences.
respond swiftly and humanely to campaign Backlash
Even with the best safeguards, marketing flaws will still happen. The difference between lasting damage and a reputation boost often comes down to speed and tone.
For example, Bud Light’s “Up for Whatever” bottle campaign, featured a slogan that crossed the line by trivializing consent. This serious allegation needed a serious response. The brand immediately apologized and pulled the message from circulation—showing that accountability,
when paired with quick action, can keep a misstep from snowballing.
For franchise brands, this means national leadership must act quickly while also empowering franchisees with aligned messaging. Customers expect transparency, acknowledgment and humanity, not silence or corporate jargon.
use strategy to shape the conversation
Often the product itself is merely a vehicle to strategically shape a conversation. Take Gap’s recent denim campaign with KATSEYE. Instead of the conversation centering on the product alone, the narrative that took off was about diversity, representation, and the return of Gap as a cultural force.
While the spotlight shifted away from the jeans themselves, the brand succeeded in reigniting relevance and sparking enthusiasm from audiences who felt seen in the campaign. This demonstrates that when brands strategically plan rollouts with cultural awareness and strong storytelling, they can generate conversations that extend beyond the product.
Sometimes, the conversation generated is as powerful as the change itself, but brands must be ready to manage narratives and respond to loyal audiences.
This is reflected in franchise brands, where strategy should include channel selection. Corporate might rely on LinkedIn, press releases and national media, while franchisees focus on local outlets, word of mouth, Facebook or community boards where their customers are most active. When each audience hears the right message in the right place, brands can guide the conversation rather than chase it.
Build a franchise-specific Pr Playbook
Franchisors must explain their intended message to their franchisees so that if the campaign sparks any buzz or interest, the franchisee can confidently speak on it. Clear rules of engagement are critical:
• Who is authorized to speak first? Corporate leadership or local franchisees?
• What language should franchisees use if approached by media?
• How can owners share customer feedback from their markets quickly so the national team can adjust messaging?
By outlining these processes in advance, franchisors prevent confusion, protect consistency and give franchisees confidence that they won’t be left alone in a storm. A strong playbook isn’t just about protecting the brand; it’s about strengthening trust across the system.
final message
For franchise leaders, empathy, collaboration and strategy are essential tools for protecting both the national brand and the local businesses that represent it every day.
By integrating empathy into creative processes, encouraging pushback, responding quickly with accountability, shaping conversations strategically and building franchise-specific PR playbooks, brands can avoid potential missteps and emerge with stronger bonds across their system. v
ems t o you FR anchisee and Rei
G nin G mR s. m assachusetts s hines at mR s. a me R ica paG eant
Jenny
Heverly advocates for women navigating loss, postpartum struggles, and the silent battles that often come with motherhood.
While Jenny Heverly didn’t take home the crown at last night’s Mrs. America pageant in Las Vegas, the EMS To You franchisee and reigning Mrs. Massachusetts made a powerful impression on the national stage. For Heverly, a wife and mother of two boys ages five and six, the spotlight was more than a personal triumph—it was a platform to inspire other women and mothers to look and feel their best.
“Motherhood is beautiful, but it can also be very lonely,” said Heverly. “Too many women are suffering quietly, feeling like they’ve lost themselves in the process of becoming everything to everyone else. I want to help them find their voices again— and remind them they haven’t disappeared. Healing doesn’t mean going back to who you were before—it means embracing who you are becoming, even in the mess, the grief, and the chaos.”
Heverly is the founder of The Healing Mother Project, a growing movement and social media platform dedicated to supporting women navigating loss, postpartum struggles, and the silent battles that often come with motherhood. Through honest storytelling, community resources, and advocacy, her message is clear and powerful: women don’t fade when they become mothers—they evolve.
Heverly’s own evolution is one of remarkable resilience and reinvention. She experienced postpartum depression as well as three pregnancy losses, two of which were back-to-back. While searching for healing—physically, emotionally, and mentally—she discovered Electro Muscle Stimulation (EMS) training, a wholebody workout that uses a wearable device and electrical impulses to help build strength, tone muscles, improve endurance, boost metabolism, and more.
The transformation sparked something bigger. Today, she’s the proud owner of an EMS To You mobile fitness franchise in the Boston metro area that helps others—especially mothers—reclaim their bodies, strength, and self-worth.
“EMS To You started as part of my own healing journey, but it’s become so much more,” Heverly said. “As a mom, I know how hard it can be to find time for yourself, let alone your health. EMS To You gives busy people, especially women and mothers, the chance to rebuild their strength, energy, and confidence on their own terms. It’s about showing up for yourself again—and knowing that’s not selfish, it’s necessary.”
Through both The Healing Mother Project and EMS To You, Heverly is creating safe spaces for women to talk about what happens after the baby arrives, and after the world stops checking in. Whether it’s grief, depression, identity loss, or physical recovery, she believes healing should never be a lonely road.
“I was incredibly honored and excited to use my Mrs. Massachusetts platform to shine a national spotlight on these issues,” she added. “The Mrs. America stage gave me a powerful
opportunity to speak for the women who feel unseen, to break the silence around postpartum pain, loss, and identity struggles—and to show that healing is possible, even in the hardest seasons of life.”
“Watching Jenny take the Mrs. America stage was nothing short of inspiring. She used that platform not just to represent herself, but to spotlight the spirit of modern motherhood,” said EMS To You founder and CEO Vanessa Barnett. “Jenny embodies the power of personal transformation, showing women everywhere that it’s never too late to chase a dream, rewrite your story, or lead with purpose. We’re incredibly proud to have her as part of the EMS To You family.”
In addition to using the Mrs. America stage to amplify her mission to help mothers heal, Heverly won the Best Costume award, a distinction that reflected her talent, originality, and commitment to representing Massachusetts with pride. Amid a sea of professionally designed ensembles, her custom-made outfit reflected not only her individuality but also the authenticity and dedication she brings to her causes. The heartfelt design became a symbol of the meaningful work she champions and further highlighted the depth behind her presence on such a prominent platform.
“Massachusetts is rich in our nation’s history and I am so excited to have brought some of the symbolism to life,” she said. “When I walked on that stage, I thought of the countless hours poured into this project with love and gratitude. Every single stone on my costume was delicately placed with every woman and mother in my heart.” v
innovation vs. tR adition:
FINDINg tHE S WEE t Spot IN Fr ANCHISE g roW tH
Franchise growth has always required a careful balance between honoring the systems and practices that built a brand and embracing new strategies that capture modern audiences. Too often, businesses lean heavily in one direction, either clinging to traditional methods or chasing the latest trends without a clear strategy.
In reality, sustainable growth comes from harmonizing the tried-and-true with forward-thinking approaches, particularly in franchise marketing and PR.
the role of tradition in franchise marketing and Pr
Traditional practices remain foundational for any franchise. They provide consistency, build brand recognition, and ensure that every location reflects the values and standards customers expect. From press releases to local outreach, these strategies have proven effective for decades. A strong franchise model relies on replicable processes, which extend into marketing and public relations. Standardized messaging and consistent branding help maintain credibility across locations while reinforcing customer trust. Yet tradition should not be confused
with stagnation. The core principles of franchise marketing and PR can coexist with new methods that elevate the brand. Established practices provide the stability necessary for testing innovative approaches without jeopardizing the brand’s integrity. By anchoring campaigns in familiar structures, franchises can measure the impact of new initiatives more effectively and make informed adjustments as they scale.
integrating Digital marketing and Pr strategies
Modern audiences interact with brands in ways that previous generations could not have imagined. Social media, online
ronn torossian is the Founder & Chairman of 5W Public Relations, one of the largest independentlyowned PR firms in the United States. Since founding 5WPR in 2003, he has led the company’s growth and vision, with the agency earning accolades including being named a Top 50 Global PR Agency by PRovoke Media, a top three nYC PR agency by O’Dwyers, one of Inc. Magazine’s Best Workplaces and being awarded multiple American Business Awards, including a Stevie Award for PR Agency of the Year
reviews, and digital content consumption have transformed how franchises must communicate. Integrating digital marketing and digital PR strategies into a traditional framework allows franchises to reach customers where they are while maintaining the authenticity that defines the brand.
Digital channels offer precision, speed, and flexibility. Campaigns can be tailored to local markets, adjusted in real time, and measured against clear metrics. However, without the grounding of traditional marketing and PR principles, these efforts risk feeling disconnected or inconsistent. The sweet spot lies in blending the old and the new, leveraging digital platforms to enhance brand stories, engage communities, and support franchisee objectives while keeping messaging coherent across all touchpoints.
storytelling and consistency in modern Pr
At the heart of both traditional and digital approaches is effective storytelling. Every franchise has a unique narrative, whether it is about its origin, its culture, or its community involvement. Translating this narrative across various channels requires
a deep understanding of both audience and platform. Effective PR is no longer just about press coverage; it is about shaping perceptions, building trust, and creating meaningful connections with audiences. Consistency is key. Whether a franchise is distributing content via email, social media, or local events, the messaging must align with the broader brand identity. This ensures that regardless of how or where customers interact with the brand, they receive a cohesive experience. Storytelling grounded in tradition, amplified through digital channels, strengthens both brand reputation and customer loyalty.
Leveraging seo for franchise Visibility
Another critical component of modern franchise marketing and PR is search visibility. Franchises must ensure that their digital presence is easily discoverable, whether a potential customer is searching for a product, a service, or a location. SEO practices help franchises appear in relevant searches and maintain a strong online reputation. By integrating targeted keywords, optimizing content, and managing local listings, franchises can bridge the gap between traditional
marketing efforts and modern consumer behavior.
SEO works hand in hand with PR. Positive media coverage, well-crafted press releases, and thought leadership pieces enhance credibility and improve search rankings, while a consistent digital strategy ensures that franchise messaging reaches the right audience at the right time. The combination of these strategies creates a unified approach that drives both awareness and engagement.
embracing the future without Losing your foundation
Ultimately, the key to franchise growth lies in recognizing that innovation and tradition are not opposing forces. They are complementary elements that, when applied thoughtfully, strengthen brand strategy and expand market reach. By preserving the foundational elements of franchise marketing and PR while selectively adopting new digital tools, franchises can remain relevant, competitive, and trusted in the eyes of their customers.
Finding the sweet spot is about balance, not compromise. It requires an understanding of what makes a brand successful and a willingness to evolve intelligently. When franchises embrace both the lessons of the past and the opportunities of the present, they position themselves for sustainable growth, stronger customer relationships, and a lasting market presence. v
s mooth o pe R ations: H Ow TO SE amlESS lY in TEg R aTE
TECH n O lO g Y in TO R ESTau R an TS
The best restaurant technology doesn’t shout – it listens. As technology and AI continue to play greater roles in efficient operations, many restaurants are implementing larger technology stacks to keep up with current trends and remain competitive. While this may seem like the best way to stay on the cutting-edge in the industry, the key is to implement technology with intention and strategy.
When technology is implemented thoughtfully, and quietly, operations aren’t disrupted, guests stay happy, and the flavor stays front and center. At Taco John’s, we partner with technology platforms that work quietly in the background, integrating seamlessly into our systems to support operations.
Digital transformation is here to stay, making it essential for brands to embrace digital channels in ways that align with teams, guests, and brand identity. After decades in hospitality, I’ve watched technology weave into every corner of operations—and I’ve learned that guests
connect best with brands when innovation works quietly in the background, elevating the experience without ever disrupting it. Below are the tips that I’ve found useful in integrating technology seamlessly.
what Brands are missing
In today’s race to implement the latest and greatest tools – whether it’s self-service kiosks, mobile ordering apps, or AI integrated drive-thrus – many brands are laser focused on creating the most efficient experience for guests. However, they often lose sight of the experience of team members, who can easily feel overwhelmed with tech-takeovers and complex systems.
When team members are underprepared, technology can become a bottleneck rather than an efficient solution.
It’s crucial that, as a brand, you take team members at every level into account before implementing new processes. At Taco John’s, we analyze the usability of new tools before rolling out any new technologies. We beta test them with team members in real-world settings to gather feedback which ensures we optimize rollouts to oversee any errors or friction.
Innovation is important, and brands should look to integrate innovative tools into their processes. However, these tools need to be fully vetted, beta tested, and integrated with franchisees, team members, operations, and the guest experience in mind.
transforming operations without overwhelming staff
Successful restaurant technology should feel more like support than a spotlight. When implemented properly, technology can ease the workload for team members, allowing them to focus more of their attention on the guest experience, rather than back-of-house operations.
Taco John’s recently completed a pilot test using AI-powered drive-thru ordering and they are partnering with Presto Voice technology to make the solution available systemwide optionally. Data from the test showed positive trends in strengthening speed, accuracy, and ticket size with guests. Testing also revealed that team members are able to spend more time communicating with guests at the pickup window, leading to a more seamless and efficient ordering process.
Proactive maintenance and monitoring help team members stay ahead of the curve to avoid unexpected errors. Ensuring teams are prepared to manage new technology and taking a team-centric approach is key in transforming operations. When the technology is tested and ready, and team members are able to easily adjust operations, that is when brands will thrive.
Prioritizing flexible and scalable solutions
Seamless integration of technology is key when building a brand to scale – it helps brands grow their operations without the need to rebuild processes from the ground up or sacrifice quality or guest experiences.
Over the past several years, Taco John’s has undergone significant growth, and much of that expansion is attributed to our operationally sound, scalable technology. Systems that can be adapted across different store formats and market conditions are crucial in maintaining a consistent guest experience from location to location. Loyalty programs and mobile ordering platforms, as well as cloud-based POS systems, are easily scalable aspects of technology stacks that involve the same intuitive interface and allow for consistent oversight, regardless of location. Easy to use technology that can be implemented at scale and operated via cloud-based systems is invaluable in building out systems.
Balancing innovation with authenticity
While the restaurant industry is fastmoving and technology is changing every day, it’s impossible to ignore innovation. To remain competitive and stay relevant in oversaturated industries, brands must tap into new technologies and innovations, but it’s critical that brands innovate in ways that are authentic to their mission.
growth and financial Prudence
At Taco John’s, as we accelerate expansion and embrace innovation, we also remain disciplined about the fundamentals that drive lasting success. Growth is only meaningful when franchisees are positioned to thrive, and that requires balancing innovation with financial discipline.
While technology and operational enhancements are vital to staying competitive, we remain mindful of the impact that high initial equipment costs and recurring software fees can have on
Tom Perella is the VP/Technology for Taco John’s. Joining the team in March 2025, he brings more than 20 years of experience in retail technology, integrating digital platforms into restaurants across the QSR industry.
“ Taco John’s recently completed a pilot test using AI-powered drive-thru ordering and they are partnering with Presto Voice technology to make the solution available systemwide optionally. Data from the test showed positive trends in strengthening speed, accuracy, and ticket size with guests.
unit economics. Not every ‘latest and greatest’ tool delivers sustainable value, and we believe in balancing innovation with responsibility to ensure long-term profitability for franchisees.
We will remain focused on technology that enhances the personal connection that our guests feel toward our brand. As technology continues to evolve, so do the expectations of guests, team members, and brands alike. Staying ahead means innovation with intent, and by prioritizing both innovation and prudence, the brand continues to strengthen its foundation for growth while ensuring franchisees can operate profitably and sustainably. v
tW
peaks s t
Responde R s W ith n e W Lunch c ampai G n
Restaurant Chain Furthers Support
for Tunnel to Towers, adding to $530,000+ raised since 2022
Twin Peaks Restaurant continues its longstanding commitment to honoring U.S. military members, veterans, and first responders, having donated more than $530,000 to the Tunnel to Towers Foundation since 2022. To further this support, from Sept. 11 through Nov. 11, Twin Peaks will donate a portion of lunch sales every Monday through Friday to the foundation.
Founded in honor of FDNY firefighter Stephen Siller, who gave his life during the Sept. 11, 2001 attacks, the Tunnel to Towers Foundation supports military members and first responders who have made the ultimate sacrifice for our country. By partnering with the foundation, Twin Peaks helps advance its mission to provide mortgage-free homes for Gold Star families and specially adapted smart homes for injured veterans and first responders.
“We’re proud to stand with the Tunnel to Towers Foundation in honoring the bravery and sacrifice of our military and first responders,” said Kim Boerema, CEO of Twin Peaks. “Our partnership goes beyond campaigns. We’re building a community that supports these heroes and their families every day.”
In addition to its support of Tunnel to Towers, many Twin Peaks locations offer 20% food discounts every day to military veterans and first responders. Some locations also feature additional promotions, including Military Mondays with special offerings. On Veterans Day, Nov. 11, 2025, all veterans and active-duty service members can enjoy a free lunch from a select menu between 11 a.m. and 3 p.m. A valid military ID is required for these discounts and promotions.
For more information on Twin Peaks, visit www.twinpeaksrestaurant.com.
twin hospitality group inc.
Twin Hospitality Group Inc. (Nasdaq: TWNP) is a restaurant company that strategically develops and operates specialty casual dining restaurant concepts with a goal to redefine the casual dining category with its experiential driven brands.
For more information, visit ir.twinpeaksrestaurant.com.
about twin Peaks
Founded in 2005 in the Dallas suburb of Lewisville, Twin Peaks operates 114 locations in the U.S. and Mexico. Twin Peaks is the ultimate sports lodge featuring made-from-scratch food and the coldest beer in the business, surrounded by scenic views and wall-to-wall TVs. At every Twin Peaks, guests are immediately welcomed by a friendly Twin Peaks Girl and served up a menu made for MVPs. From its smashed and seared-to-order burgers to its in-house smoked brisket and wings, guests can expect menu items that satisfy every appetite. To learn more about franchise opportunities, visit twinpeaksfranchise.com.
For more information, visit twinpeaksrestaurant.com.
tunnel to towers foundation
Born from the tragedy of 9/11, the Tunnel to Towers Foundation carries out its mission to “do good,” by providing mortgage-free homes to Gold Star and fallen first responder families with young children and by building specially adapted smart homes for catastrophically injured veterans and first responders. Tunnel to Towers is also committed to eradicating veteran homelessness and helping America Never Forget September 11, 2001.
Visit T2T.org to learn more and follow Tunnel to Towers on Facebook, X, and Instagram.
a roma Joe’s
Founded in 2000, aroma Joe’s is a local destination for handcrafted coffee and espresso drinks, unique flavor infusions, signature AJ’s RUSH® Energy Drinks and all-day food offerings served with positivity, in a friendly and upbeat environment.
headquartered in scarborough, Maine with more than 100 locations across Maine, new hampshire, Massachusetts, Pennsylvania, Florida, rhode island, connecticut and new York, aroma Joe’s is actively expanding.
Beans & Brews coffee house
Beans & Brews coffee h ouse has been around since 1993, when the Laramie family opened shop next to s alt Lake city’s beloved hangout, Liberty Park.
The family refined the process of high-altitude roasting™, which required special tweaks just like high-altitude baking. They soon got the process just right, and they built a reputation for uniquely smooth coffee in a friendly neighborhood setting. Beans & Brews—or “Beans,” as friends call us for short—is now a staple around Utah and its friends, idaho and nevada.
The Laramie family still owns and operates our headquarters, and many baristas from our earlier days have grown into senior roles as managers, directors, and VPs. They carry on our best
J unkco +
Founded on an unwavering commitment to quick and convenient solutions, JUNKCO+ delivers a full range of professional junk removal, property cleanout and demolition services, including furniture and appliance removal, hoarding and estate cleanouts, shed demolition and more.
JUNKCO+ is offering a gateway to a fulfilling business opportunity in the junk removal and demolition service industry. Both new and established JUNKCO+ franchisees enjoy the advantages of a proven business model,
Batteries PLus
Batteries Plus is the nation’s leading battery and power solutions service center, offering a comprehensive selection of products, technical expertise, and customized services through a nationwide network of over 800 locations open and in development. headquartered in hartland, Wisconsin, and
aroma Joe’s is positively impacting people with passion, caring and a commitment to excellence throughout every shop and community. Multi-unit franchise opportunities are available. aroma Joe’s advantages include low franchise fee compared to other coffee business opportunities, varying build-out options, community engagement and an opportunity to positively impact people.
Learn more about aroma Joe’s franchising at https://franchising.aromajoes.com/
traditions and work to create new ones too. Meanwhile, around the region, locally owned franchises brew up our beloved recipes for their own neighbors. Our guests are our reason for getting up in the morning. We love greeting regulars with their favorite drinks, made just the way they like ‘em. and we dig getting to know newcomers and welcoming them to the Beans community.
come in for a cup, alone or with a friend, and make yourself at home. and let us know how we can make your day a little brighter—whether it’s adding extra whipped cream or it’s donating a gift basket to your little-league fundraiser. cheers, and stop by soon.
contact: Kim Falk
Email: kfalk@beansandbrews.com
comprehensive training, and ongoing business coaching, setting the stage for an exciting entrepreneurial journey in an industry full of profit potential.
Investing in a JUNKCO+ franchise provides you with the backing and support of BELFOr Franchise group, a leading global residential and commercial services franchisor. With this, JUNKCO+ owners gain access to a wealth of resources and a vast network of industry professionals, positioning the brand for accelerated growth and expansion. https://junkcoplusfranchise.com/
owned by Freeman spogli, Batteries Plus is dedicated to providing reliable, commercial and residential power solutions – including batteries, lighting, and repair services – to help organizations and customers minimize downtime and maximize efficiency.
For more information about Batteries Plus and its franchising opportunities visit batteriesplusfranchise.com.
cornwe LL Qua L ity too L s com Pany
cornwell Quality Tools has been “The choice of Professionals®” since 1919. For more than 100 years, we’ve been building a reputation for producing the best tools and equipment around, trusted by professionals across the automotive, heavy-duty, and related repair industries.
We proudly manufacture quality tools and storage equipment that’s built to last. and we make it convenient for automotive technicians and shops to purchase what they need, so they can spend more
time focusing on getting their job done. Our franchisees become the go-to source for these professionals in their communities, offering them the tools and equipment they want at competitive prices. Our franchise owners provide excellent, reliable customer service, meeting the demand as they expand and manage all aspects of their tool truck franchise.
For more information contact andrew scott at: Phone: 330-336-3506
robodrone’s work is incredibly interesting and certainly additive to the wider conversation and growth of the digital art and nFT market”- Matthew rubinger, g lobal head of corporate & Digital Marketing, christie’s (world’s most famous art gallery and auction house).
he was awarded 9 Us patents (1997-2001) for digital inventions by the Us Patent & Trademark Office and has licensed, all the technologies in them to some of the largest Us tech companies in the world between 2007 and 2012.
robodrone pioneered social Media-Enabling art, from
freeway i nsurance
Becoming your own boss is a wish held by many, and franchising makes that possible. The insurance industry is an incredible option with a unique mix of limitless potential and true security: People will always need insurance — no matter the state of the economy.
choosing your insurance franchise partner relies on forming an alliance with a company that shares your values, growth expectations and, most of all, offers you the life you envision. Freeway insurance guarantees a franchise model built with your success
h i-t ech Deck
hi-Tech Deck was founded not in a boardroom, but on the open water—born from a moment that changed everything. after slipping and falling while fishing solo 40 miles off the coast of Destin, our founder realized that safety on deck wasn’t just important—it was essential.
But what followed was even more revealing: sourcing high-quality marine decking was nearly impossible, and the industry was flooded with poor service, unreliable delivery, and a lack of accountability.
What started as a frustrating experience became the spark for a new kind of marine decking company. hi-Tech Deck was created to bring craftsmanship, reliability, and
k umon n orth a merica i nc.
high school math teacher Toru Kumon developed the Kumon Method of learning more than 60 years ago in Japan, when his son was struggling with second-grade arithmetic.
realizing that a strong foundation in the basics-addition, subtraction, multiplication and division-was essential for higher-level math, Kumon created a series of math worksheets for his son to work on after school.
2012, based on some of his digital technology inventions including official collaborations with and exhibitions at Meta-Facebook and Twitter-X hQ’s in London.
robodrone’s social Media-Enabling art, has been used and celebrated by some of the biggest stars in hollywood, LOVE isL anD reality TV and members of Monty Python. 2.3 billion people, worldwide, have viewed/shared robodrone’s giFs via giphy.com, the world’s largest library of animated gifs.
For more information: Ph: 1.574.500.6515
Email: velma@camdc.org
Web: robodrone.cam
as top priority. Freeway’s winning culture revolves around people first: You, your customers and your community. simply put, we deliver the best cost, choice and convenience. That’s our customer Trifecta. With Freeway insurance’s established franchise model, focus on diversity and accessibility, and continuous support, we will turn your passion into a winning business.
For more information contact Alex Trachtman at: Phone: 214-505-6973; Email: alex.trachtman@confie.com or visit www.freewayfranchise.com
customer-first values back to the boating world. Built by a lifelong fisherman from Babylon, nY, hi-Tech Deck combines durable, non-skid materials with industry-best turnaround times and a commitment to treating every customer like family.
at hi-Tech Deck, we don’t just install decks—we deliver peace of mind. Our rapid seven-day turnaround, precision workmanship, and deep respect for maritime tradition have made us one of the most trusted names in the business. Whether you’re a commercial captain or a weekend angler, we believe your boat deserves the best. hi-Tech Deck: Built from experience. Powered by integrity. Designed for life on the water.
With daily practice, Kumon’s son gradually expanded his mastery of mathematical skills and by sixth grade was able to solve differential equations and integral calculus problems.
Today, at locations throughout north america, Kumon franchisees apply this method of daily practice and self-paced advancement to children’s math and reading skills.
Phone: 201-928-0444
Website: Kumonfranchise.com
n er D s to g o
Build a future with the computer service industry pioneers and accomplish your business dreams with NerdsToGo!
computers, handheld devices, tablets, and mobile phones are all things that only continue to grow and change the landscape of the technology industry in the 21st century. That is why nerdsTo g o is such a lucrative concept. With businesses, homeowners, and individuals continuing to rely
on technology, handling the repairs, computer service and support, and other computer services that can accompany a technologically based society seems like second nature. This means franchise owners can tend to the high demands of a reliable customer base and reap the financial benefits by taking advantage of a constantly innovative, inventive, and lucrative industry. contact us today to learn why nerdsTo g o is one of the fastest growing computer service and technology franchises in the United States!
n ext h ea Lth
next health is your partner for vitality, longevity, and personalized health. We believe health is not the absence of disease.
health is the abundance of vitality.
The next health journey is a medical, data-driven approach empowering you to live healthier, longer. conveniently offering the latest in technology and medical services in a vibrant atmosphere with white glove hospitality, next health Members and guests can enjoy: naD Therapy, iV Therapy, cryotherapy, infrared Therapy, hyperbaric Oxygen
ohm f itness
OhM Fitness is a franchise that provides a revolutionary fitness experience using wireless electrical muscle stimulation (EMs) technology integrated into a small group setting.
The EMPower suit allows customers to complete an intense 2–3-hour workout in just 25 minutes. it is a low-impact workout that puts minimal stress on the joints, ligaments, and muscles, making it suitable for all fitness levels. OhM Fitness is the first fitness franchise to offer this wireless EMs technology in a group setting.
Pi LL ar to Post h ome
i ns Pectors
at Pillar To Post we are the leader in the home inspection industry, as we have more owners and inspectors than any other home inspection company, highest average invoice, more million-dollar producers, more innovations, more hours of training, and more coaches than any other brand.
We offer an executive model, where the franchise business owner has full-time involvement in the business but does not have to be a home inspector.
Puro cL ean
Puro clean, known as the “Paramedics of Property Damage ®,” is a leading provider of emergency restoration services, passionately dedicated to serving communities affected by water, fire, mold, and biohazard conditions. central to Puro clean’s commitment to community and excellence is the PuroVet program, specifically designed to support U. s. military veterans.
We recognize the invaluable skills and discipline veterans bring to franchising, offering a 25% discount on the initial franchise fee as a gesture of gratitude for their service to the country.
r an Dy’s Donuts
Randy’s donuts: a Franchise built on Iconic history and Fresh Opportunity
Founded in 1952, randy’s Donuts is world-famous for its giant rooftop donut and handmade treats. The brand has grown from a southern california icon to a global sensation featured in film, TV, and pop culture. since 2015, under the Kelegian family’s leadership, randy’s has modernized operations while preserving its legacy of quality and freshness. With over 70 years of donut-making expertise, the brand has earned top franchise rankings and continues expanding through
Therapy, hormone Optimization, Ozone Therapy, and aesthetics.
a s a one-stop shop of premium wellness services and technology, next health gives you the tools you need to live your healthiest life. Our experienced medical team empowers you to achieve optimal vitality & longevity through our personalized, data-driven approach to health optimization. We take health to the next level.
For more information contact Vanessa Kekina at: Phone: 310-295-2075
Email: marketing@next-health.com
Website: www.next-health.com
The technology helps individuals work their muscles more effectively than with conventional workouts, producing better results in less time. OhM Fitness is ideal for health enthusiasts looking for real results without enduring the high-intensity stress of hii T training. it is also a perfect fit for those in recovery or fitness newbies, as well as busy parents and professionals. it doesn’t produce damaging cortisol spikes associated with stress, making it ideal for everyone.
contact: Doug Payne
Phone: (480) 582-2900
Email: franchisees@ohmfitness.com
Website: www.ohmfitness.com
The owner is focused on building a scalable locale team.
With an established brand of 450+ franchises in the Us and canada, with a reputation for integrity and professionalism, inspiring our clients to trust us in every market. By focusing on these values, we have become the largest home inspection franchise in north america and we’re proud of our rapid growth. We are also under the First service Brands umbrella alongside Floor coverings international, certaPro Painters, Paul Davis, and california closets. https://franchise.pillartopost.com/
Puro clean has also introduced the PuroVet Forum—an exclusive community platform where veterans can connect, share experiences, and support one another.
With one in seven Franchise Owners being veterans, this Forum serves as a vital resource, enhancing the veterans’ network within Puro clean and ensuring that they have the resources to thrive as entrepreneurs in the restoration industry.
With Puro clean’s PuroVet program, veterans have a clear path to success, backed by a community that truly understands and values their service.
PuroVet.com
a proven hub-and-spoke model ideal for multi-unit investors. Franchisees benefit from flexible formats, no corporate markups on supplies, and hands-on training and support.
From onboarding to grand opening and beyond, randy’s provides tools, proprietary recipes, and ongoing guidance to help owners thrive. Backed by strong brand recognition, a focus on quality, and multiple revenue streams, randy’s Donuts offers a one-of-a-kind opportunity to grow with one of the most beloved brands in the world.
https://randysdonuts.com
r hea Lana’s franchising s ystems, i nc.
rhea Lana’s is the nationally recognized, awardwinning children’s consignment franchise that helps families save money, earn income, and shop highquality items for their kids.
Founded in 1997, our mission is to serve families with excellence by hosting seasonal, week-long consignment events that feature gently used, name-brand clothing, toys, baby gear, and more at a fraction of retail prices. consignors earn a generous percentage on their items, while shoppers enjoy
r o D izio g ri LL
Established in 1995, Rodizio Grill® The Brazilian steakhouse™ is the first authentic Brazilian steakhouse in the U.s
Founded by ivan Utrera, who wanted to bring this popular Brazilian churrascaria concept, along with cherished family
s er V ice m aster r estoration
By c iocea
serviceMaster restoration by ciocea, established in 2019, is a leading provider of comprehensive restoration and recovery services for both residential and commercial properties. We specialize in water damage restoration, fire damage restoration, mold remediation, and complete reconstruction.
Our expert team also offers pack-out and content management services, weather damage restoration— including storm, flood, and wind damage—and trauma and biohazard cleanup. additionally, we provide
Victra
Victra was founded as a partnership by richard and David Balot in October 1996 in Wilson, north carolina. Victra was incorporated as aBc Phones of north carolina, inc. in 1999. Today, Victra is independently owned and operated in raleigh, north carolina, with more than 200 people in the store support center.
in 2020, Victra opened its Victra contact center in greenville, nc, employing hundreds of team
w ings e tc.
Founded in 1994 in northern indiana, Wings Etc. grill & Pub began as a single location dedicated to creating a casual, welcoming atmosphere where friends and families could enjoy great food, ice-cold beer, and sports on TV.
Over three decades later, Wings Etc. has grown into a thriving brand with more than 80 locations in 13 states, offering a community-focused alternative to big-box sports bars and trendy micropubs.
guests know us for our award-winning jumbo and
incredible value. With locations nationwide, rhea Lana’s has become a trusted name in communitybased resale, combining a professional, organized shopping experience with a heart for giving back through charitable donations. Our proven business model offers franchise owners flexibility, profitability, and the opportunity to make a meaningful impact in their communities.
For more information contact riley norman at: Ph: (501) 499-0009
Email: rileynorman@rhealana.com
Web: www.rhealana.com
recipes, to the Usa from his home country of Brazil. rodizio grill’s all-inclusive menu offers unlimited Brazilian sides, over 30 gourmet salads, and rotisserie grilled meats and grilled items, carved tableside by rodizio gauchos.
For more information, visit rodizio.com.
professional hoarding cleanup and board-up services to protect properties from further damage.
Whether you’re facing unexpected damage or preparing for future protection, serviceMaster restoration by ciocea is committed to delivering prompt, reliable, and highquality services to restore your property to its pre-loss condition.
With a focus on customer satisfaction, efficiency, and industry-leading techniques, our team is available 24/7 to handle emergencies and offer peace of mind during challenging times. We also work closely with insurance providers to ensure a seamless process throughout.
members who handle consumer, Business, and customer care calls, along with Victra store support. a s a company, Victra employs thousands of people and serves guests in more than 1,600 locations nationwide. The Victra team is proud of its legacy of creating secondto-none customer experiences and is excited about the future.
For more information contact Michael Dugger on: 774-253-9387, Michael.dugger@victra.com or visit: Total.victra.com
boneless wings, in a variety of signature sauces and rubs. Our menu also features hand-smashed diner-style burgers, grilled and crispy chicken sandwiches, wraps, salads, and an incredible lineup of appetizers. Kids’ meals, daily specials, local craft beers and signature cocktails round out an experience everyone can enjoy.
From our laid-back atmosphere to our Big-Flavor menu, we’re proud to be the neighborhood spot for “g ood Food, great Times” over 30 years—and counting.
For more information contact g eorge Pasick at: gpasick@wingsetc.net https://wingsetcfranchise.com/
o ut D oor Lighting Pers Pecti V es
imagine owning a business that not only enhances curb appeal but also brings warmth and security to homes and businesses.
Outdoor Lighting Perspectives (OLP) is north america’s premier outdoor lighting franchise, with over 25 years of success and 200,000+ installations.
Whether you’re looking to diversify your existing home service business or start something of your own, OLP offers a low-overhead, high-margin opportunity in a booming $15.3 billion industry.
With multiple revenue streams—residential, commercial, hospitality, and holiday lighting—OLP provides year-round income potential. no electrical or design experience? no problem. Our world-class training, ongoing support, and turnkey marketing solutions set you up for success from day one.
With a flexible, scalable model and a quick ramp-up time, OLP is perfect for entrepreneurs seeking financial growth and independence. step into a business that shines— build a future that’s as bright as the lights you install. now is the time to invest in your success!
www.outdoorlightingfranchise.com
su PPLy P ointe
sUPPLY POin Te™ is a home-Based, B2B Logistics Franchise providing professional Transportation services and packaging supplies to industrial america
The sUPPLY POin Te business model is the culmination of years of industry experience, with a team of specialists providing manufacturers and distributors with a single solution for their shipping needs.
Over the years, we have developed a network of freightforwarding, trucking, shipping, pallet, and packaging companies in multiple markets, supported by some of the industry’s best technologies and communications strategies.
With the sUPPLY POin Te franchise business model at your fingertips, you can leverage this unique opportunity and help manufacturers, service companies, and a range of other enterprises maximize their efficiencies and improve their bottom lines - while you maximize your own potential as an independent business owner in an immense and growing market.
Owning a sUPPLY POin Te Franchise is the perfect way to own and grow a professional sales and service-focused business.
For more information contact adam cahill at: adam.cahill@supplypointe.com www.supplypointe.com
