Franchising USA_14#2-Feb26

VOL 14, ISSUE 2, FEBRUARY 2026 top questions people ask before buying a franchise franchising feature franchises in your price range how to finance your franchise what does it look like when franchises put people first whats new! announcements from the industry how b ritish s wim s chool’s i nclusive e volution i s Powering i ts n ext e ra of f ranchise g rowth COVER stORy

VOLUME 14, IssUE 2, 2026

On the cover:

a shl E y gU ndlach, Pr E sid Ent o F British s wi M s chool.

PRE s I d E nt: colin Bradbury. colin@cgbpublishing.com

PUBLI sh ER : Vikki Bradbury. vikki@cgbpublishing.com

E d I tORIAL d EPAR t ME nt: editor@cgbpublishing.com

A dVER t I s I n G : vikki@cgbpublishing.com advertising@cgbpublishing.com

PRO d UC t IO n: usaproduction@cgbpublishing.com

dEsIGn: Michelle Quinn. michelle@cgbpublishing.com

CGB PUBLIshInG

canadian o ffice: sidney B.c canada

U. s. Office: seattle, wa www.franchisingmagazineusa.com

Welcome to the February 2026 issue of Franchising Magazine UsA

t his issue has lots of great advice and features on Franchise Brands and their Franchisees, as one of the top magazines on Franchising in UsA it is always a pleasure to bring these insights for you and hopefully get the juices flowing toward entrepreneurship. to start us off, we have our Cover story on British swim s chool with Ashley Gundlach, President. We find out how Bss inclusive Evolution is powering its next era of growth. and how the refresh of the brand is unleashing new unit growth. 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 why your experience feels hard to explain and how he personally knows the terrain. g eorge Knauf asks the question what makes a Franchise Proven and why it is one of the most powerful and most misunderstood words in the industry. Evan hackel in this issue tells us the top questions people ask before buying a franchise and how you should be prepared to answer them. Each issue of the magazine we invite guest contributors to give us their take on franchising and this issue is no different with articles from cody teets with her insider tips for first time success, Marshall r eddy on the allimportant question of how to finance your Franchise and claire Benge on what does it look like when franchises put people first.

o ur main Feature this issue is Franchises in your Price r ange always a topic of interest. o ur r esident Expert chris conner t hat major career moves don’t always require big wallets and in franchising some of the smartest opportunities aren’t about how much you spend. we also feature some franchise systems that might wet the appetite.

a s always, we have our Veterans covered in this issue, r ita’s italian i ce and Frozen custard are continuing the mission of explaining why veterans are thriving as r ita’s Franchise owners.

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 d irectory 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

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.

Follow us

Share the tools and resources offered on AtOurFranchise.org/resources

Help us keep the momentum going

Since our launch in June 2016, we’ve reached 1.7 million people through outreach efforts, including events in key cities and states, where we spoke directly with business owners, employees, policymakers, and the media. Additionally, we’ve reached people across America through our website and social media channels, digital advertisements, and the promotion of We the Franchisees on Politico – but there is much more work to do. As a franchisor, franchisee, or franchise vendor, you are a leader in your community – and we need your support, now more than ever.

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Our Franchise @OurFranchise @OurFranchise

You benefit by joining

By joining @OurFranchise, you’ll get access to exclusive stories and resources that can help grow your franchise business, educate employees at all levels about the franchise business model, and share the economic importance of franchising with consumers. You will also have the opportunity to share your franchise success story with your peers.

Visit AtOurFranchise.org

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

This is just the beginning

Make sure you stay up to date with the campaign’s latest efforts through email updates and social media. Visit our website to read and share the latest stories of franchisors and franchisees making an impact in their communities. Become a franchise advocate to help ensure Americans, now and in the future, have the opportunity to start franchise businesses. Take the lead today!

Cover Story

10 Every Age. Every Stage. how British swim school’s inclusive Evolution is Powering its next Era of Franchise growth. ashley gundlach, President British swim school

In every issue

6 What’s New! Announcements from the Industry

35 Feature Supplement: Franchises In Your Price Range

70 A-Z Franchise & Services Directory

Franchisee in Action

30 Fitness Together: From rehab to revenue, a Purpose driven Path to studio ownership by stacy Kykman

Have Your Say

20 Grant Marcks: Building Franchisors Means Building wealth

26 Tracey Walsh: rethinking growth in wellness Franchising

Franchisor in Depth

14 Bun Mee: advances national growth strategy with 3 Unit Manhattan Franchise agreement

18 Dakota London: Joins Franchise Fastlane to scale it’s industry-leading hair Extension concept

25 Golf Envy: capitalizes on indoor golf craze

Expert Advice

12 Lucas Frey: why your Experience Feels hard to Explain

16 Evan Hackel: top Questions People ask Before Buying a Franchise

22 Cody Teets: an insiders tips For First-time success

28 Ronn Torossian: turning Everyday Franchise interactions into Publicity in 2026.

32 Claire Benge: what does it look like when Franchises Put People First?

62 Marshall Reddy: how to Finance your Franchise

64 George Knauf: what actually Makes a Franchise Proven?

VETERANS Franchisor In Depth

68 Rita’s Italian Ice & Frozen Custard: continuing the Mission, why Veterans are thriving as rita’s Franchise owners

Redesigned, Nostalgia Driven s teak ‘n s hake Opened Jan. 21 in Waukee, Iowa

Ryan Winter, owner, opened his second Steak ‘n Shake in the Des Moines area on January 21 in suburban Waukee. The 2,750 square foot restaurant is the first in the company to introduce Steak ‘n Shake’s redesigned, nostalgia driven prototype. steak ‘n shake – which operates 376 locations in 22 states -- is the home of the steakburger, extraordinary homemade milkshakes, and famous beef tallow fries. w inter opened his first steak ‘n shake five years ago in west d es Moines.

t he next generation design of the waukee restaurant harkens to the franchise’s heritage store design and legacy reminiscent in many ways back to the classic 1950’s era. in addition to the iconic signage, the exterior also includes floor to ceiling dining room windows, tile work exterior walls, heritage black and white color scheme, and the addition of a themed drive thru experience coupled with latest technology digital menu board ordering system.

t he restaurant interior greets guests with steak ‘n shake’s new old fashioned shake bar with nostalgic old mixer memorabilia and full “soda fountain” style back bar. Featured are steak ‘n shake’s full

c

line of premium homemade milkshakes still served in the original frosted glasses topped with homemade whipped cream. inside the dining room, customers are greeted with a bright and welcoming layout to include a variety of booths, tables and chairs, and high-top seating options.

o ther heritage touches include classic pendant lighting, heritage wall art including early steak ‘n shake newsletters, old store photos at each booth, and even a neon r oute 66 sign reminding guests of the company’s 1934 founding along r oute 66 in n ormal, illinois.

aring s enior s ervice earns top franchise honors for fifth straight year

Caring Senior Service, a non-medical, personalized home care services company, has been named a Top Franchise for 2026 by Franchise Business Review (FBR), marking the fifth consecutive year the company has earned a spot on the annual list.

caring senior service was one of more than 330 franchise brands representing more than 26,000 franchise owners who participated in FBr ’s 2026 research. Franchisees evaluated their experience across 33 core benchmarks, including

training and support, operations, franchisorfranchisee relations, leadership, culture and financial opportunity. t he complete list of 2026 top Franchises is available at https:// franchisebusinessreview.com/lists/top-200franchises/.

“consistently earning this recognition shows that our franchise model is working and that owners feel supported as they grow their businesses and serve seniors in their communities,” said Jeff salter, founder and cEo of caring senior service. “ when franchisees have the right tools, training and operational support, it allows them to focus on delivering high-quality care and building strong local teams. t his ultimately benefits the seniors and families who rely on us.”

t he firm surveys franchise owners directly and evaluates results using standardized benchmarks to ensure credibility and comparability across brands.

Key findings from caring senior service’s franchisee survey include:

• 96% of franchisees agree they enjoy being a part of the organization.

• 100% of franchisees agree that fellow franchise owners are supportive of one another.

• 86% of franchisees agree that senior management promotes a clear vision.

“Franchisee satisfaction is one of the most reliable indicators of long-term franchise performance,” said Michelle rowan, president of Franchise Business review. “ t his year’s top Franchise winners significantly outperformed industry averages, demonstrating strength in the areas that matter most to franchise owners: leadership, support, innovation, culture and financial opportunity.

Visit https://www.caringseniorservice. com/

Christina Parsons Joins u nited Franchise g roup as Chief Intelligence Officer

United Franchise Group™ (UFG), home to an affiliated family of brands, franchise services and consultants has hired Christina Parsons as its Chief Intelligence Officer. Parsons is responsible for shaping the strategic direction and executing the company’s vision for data-driven integrations – including Pos systems, advertising platforms, and ai -powered tools that improve decision-making and performance across marketing and sales. her work supports both internal franchise development efforts and the company’s more than 1,800 franchisees across the globe.

“ we worked with christina as a vendor partner in the past and most recently brought her on to provide an in-depth analysis of our business – we’re now thrilled to officially welcome her to the UFg family on a permanent basis,” said ray t itus, Founder and cEo of UFg . “her critical thinking and analytical expertise working with multiunit franchise brands paired with her in-depth knowledge of our company will be a tremendous asset to our brands and franchisees.”

Parsons brings more than two decades of digital marketing experience to the role, having supported national brands across multiple industries. Prior to joining UFg, she served as Executive Vice President of Marketing and creative strategy at Marketing. com, a position she assumed following the acquisition of das group—a digital marketing company she founded and led as president.

“i understand the challenges franchisors face when scaling and launching campaigns,” said Parsons. “My history working with UFg positions me to hit the ground running and implement strategies that capitalize on opportunities uncovered through search, attribution, customer modeling, and predictive sales analytics.”

she received her bachelor’s degree from t he University of Miami’s school of Business and an MBa from Florida international University. a native south Floridian who grew up in Miami, she currently resides in Ft. l auderdale.

www.UnitedFranchiseGroup.com.

s ir g rout Expands Southern California Presence

Sir Grout, the nation’s leading hard surface restoration franchise, has awarded territories in Laguna Beach and Orange, California, to multi-unit franchise operators Dan Lundstedt and Ethan Wickersham. This strategic expansion strengthens Sir Grout’s fast-growing presence on the West Coast and reflects the brand’s continued commitment to empowering topperforming entrepreneurs nationwide.

lundstedt and w ickersham bring years of proven success as multiunit sir g rout owners, backed by extensive operational experience and a strong track record of high-performing locations. w ith this expansion, the duo is growing their s outhern c alifornia footprint

and continuing their commitment to delivering best-in-class, service-driven restoration for homeowners and businesses across the region.

rout’s commitment to innovation and operational excellence has made growth a natural next step,” said lundstedt. “ we’re excited to bring our industry-leading hard surface restoration services to more homeowners and businesses throughout aguna Beach and o range.” w ickersham agreed, noting that the expansion allows them to build on their success within the sir rout system while serving even more customers. “ we’re focused on developing strong teams, delivering exceptional results and becoming trusted partners in the community,” he added.

“ we’re excited to see dan and Ethan continue to grow within the sir g rout system,” said Philip gill, Brand leader of sir g rout. “ t heir strong operational performance and proven leadership make this expansion a great fit, and we look forward to watching them strengthen sir g rout’s presence in s outhern c alifornia.”

w ith more than 70 locations nationwide, sir g rout continues to grow by empowering entrepreneurs and delivering exceptional hard surface restoration services across the country.

For more information, visit SirGroutFranchise.com.

Brewing Bold Moves: r oyal aloha co FFee company Appoints Tom Wylie as Chief Operating Officer

Royal Aloha Coffee Company, parent company of Bad Ass Coffee of Hawaii, today announced the appointment of Tom Wylie as Chief Operating Officer. In this role, Wylie will oversee franchise real estate, site selection, construction, and store openings, supporting scalable growth and improved unit-level performance across the system.

w ylie brings more than 20 years of franchise operations experience and a proven track record as a multi-unit operator. a s a part-owner of awa investments, royal aloha’s largest investor, and a multi-unit Bad a ss coffee of hawaii franchisee, he offers a unique, operator-first perspective. his experience spans high-growth brands including Papa John’s Pizza and Burn Boot camp, and he currently operates four Bad a ss coffee of hawaii locations across alabama, Florida, and tennessee.

“at Bad a ss coffee of hawaii, we’re uniquely

positioned at the intersection of a powerful brand story, premium hawaiian coffee, and a scalable growth model,” said w ylie. “our strong unit economics are driven by efficient operations, compelling margins, and a franchise system built for long-term sustainability.”

w ylie’s appointment follows a strategic investment by royal aloha’s Board of directors and investors and is part of a broader senior leadership restructuring focused on operational efficiencies, franchisee profitability, and disciplined national expansion. to support continued growth, the company plans to add 12 new positions by February 2026 across operations, marketing, finance, and real estate.

“ t he addition of tom w ylie represents a meaningful investment in strengthening our systems and accelerating franchisee success,” said scott snyder, cEo of Bad a ss

Bad a ss coffee of hawaii opened 16 new locations in 2025 and anticipates 25–30 openings in 2026, offering franchisees a proven, scalable opportunity rooted in hawaiian hospitality and responsible growth.

WIRELESS HEADSET SYSTEM INTRODUCES ‘FUTURE-READY’ CLOUD INTERFACE FOR QUICK SERVICE OPERATIONS

A DALLAS tech firm is introducing a new cloud-based audio interface for automated order taking (AOT) which will give U.S. quick service restaurant (QSR) providers a ‘practical pathway’ to future cloud-enabled drive-thru operations.

Quail digital, which designs, develops and manufactures digital wireless headset communication systems and is maker of the professional-grade Pro9 Qsr headset system, is this month unveiling the P9ai audio interface — a new hardware solution designed for cloud-based order taking at the drive-thru speaker post.

crucially, the P9ai interface is fully backcompatible with all existing Pro9 systems, allowing operators to adopt future aot technology without needing to invest in additional hardware today. t his approach gives Qsr brands flexibility as companies

can deploy Pro9 now or activate cloudbased order taking when the business is ready.

For operators considering aot in the future but not ready to deploy it immediately, this back-compatible architecture can represent a saving of up to $2,000 per site, compared to systems that require full aot-ready hardware upfront says the manufacturer.

tom downes, Founder and cEo of Quail digital, said: “advances in siP connectivity, voice ai and agentic ai mean headsets are no longer single-purpose tools.

“cloud-based order taking is widely expected to become more common over the next few years as deep learning continues to improve order accuracy, handle language and dialect variation, and as economic models evolve to support

brands transitioning to automated order taking as a way to redeploy staff more effectively.

“Being based in dallas, texas, and recognised internationally for innovation, Quail digital is focused on building practical, future-proof systems that allow operators to evolve at their own pace - without compromise.”

r eplay s ports c ards Awards Franchise Agreement for Nashville Location with Spring 2026 Opening

Replay Sports Cards (“Replay”), America’s first national franchise dedicated exclusively to the hobby, has signed a new franchise agreement with longtime collector and business leader Richard “RJ” Cardente to bring a Replay Sports Cards location to the Nashville area. The shop is slated to open in Spring 2026 and will introduce Replay’s community-first card shop experience to one of the country’s fastest-growing and most passionate sports and entertainment markets.

“nashville is an incredible market for the hobby, and r J is exactly the type of franchisee we look for,” said Brent schepel, co-Founder of replay sports cards. “he’s been collecting for more than 20 years, he understands what makes a great card shop, and most importantly, he’s motivated by building something bigger than himself. while the final site selection is still underway, cardente is evaluating multiple locations across the nashville area, with a

focus on accessibility, community fit, and long-term growth potential.

“i’ve been a collector for years, and this has always been a dream of mine,” said cardente. “ t his year reminded me that when you put your mind to something, you can make it happen. Joining replay feels like the right moment to take that leap and build something i truly believe in.”

cardente also plans to support replay gives Back, the brand’s charitable initiative focused on sharing the hobby with underserved youth.

“r J embodies the heart of what we’re building with replay,” said Mike weinberger, co-Founder and President of Franchising for replay sports cards. “he’s passionate, values-driven, and committed to creating a positive impact through the hobby. we’re thrilled to welcome him to the replay family and expand into the nashville market.”

Visit replaysportscards.com/franchise for more information.

Batteries plus Promotes Jon Sica to President in Order to Drive B2B and Franchise Momentum

Batteries Plus, the nation’s leading battery and power solutions service center, today announced the promotion of Jon Sica from Chief Operating Officer to President. This advancement recognizes Sica’s visionary leadership across B2B sales, franchise development, operations, marketing, technology, and other key areas that have powered the company’s growth and market leadership.

Under sica’s direction, Batteries Plus relaunched as “ t he Experts in charge”, emphasizing repair services, tailored B2B solutions, and technology-driven support. t hat focus has fueled robust demand and strong year-end results. t he brand continues to deliver record-breaking commercial and B2B sales growth while attracting over 60 new franchise signings annually from entrepreneurs eager to join the Batteries Plus family. in his new

role as President, sica will spearhead the company’s ai transformation, focusing on driving greater B2B sales productivity and four-wall profitability across its nationwide network of stores.

“Jon’s strategic vision and operational excellence have been critical to our transformation,” said s cott w illiams, cEo of Batteries Plus. “ we continue to see recordbreaking results in our commercial/B2B sales growth, and we’re welcoming over 60 new franchise signings annually from owners who want to join our Batteries Plus family.

Beyond his leadership at Batteries Plus, sica is a strong advocate for the franchising industry and the domestic energy supply chain. his ongoing engagement with policymakers on c apitol hill underscores his commitment to advancing both U. s critical mineral priorities and the mission

of the international Franchise a ssociation (iFa). t hese efforts will remain central to his work as President.

“ t his company’s success has always come from empowering experts: whether they are our franchisees, our team, or our customers,” said sica.

Visit batteriesplusfranchise.com.

Ev E ry Ag E. Ev E ry StAg E.

How BritisH s wim s c H ool’s inclusive

e

volution

is Powering i ts n ext

era of franc H ise g rowt H

Four-year-old Laine doesn’t experience the world the same way many children do. She is deaf, has balance challenges, and can be hesitant in unfamiliar environments. But in the water, something changes. Swimming gives her freedom of movement, confidence, and joy.

When Laine’s family enrolled her at British Swim School, the goal was water safety. What they found was something more. Her instructors learned basic American Sign Language so they could communicate with her directly. The pool became a place where she felt safe to explore, socialize, and grow stronger. For Laine, swimming isn’t just a skill, it’s empowerment.

Stories like hers capture the heart of British Swim School’s evolution as we celebrate our 45th anniversary this year. They also illustrate why we’ve embraced a simple but powerful brand promise: Every Age. Every Stage.

a Brand Built on purpose and proof

British Swim School was founded on a belief that water safety should be accessible to everyone. For decades, that mission guided our growth and shaped our reputation as a leader in gentle water acclimation and survival-based swim instruction.

Today, that same mission is fueling one of the most exciting periods in our history.

British Swim School has experienced significant growth since 2021, including a 188% increase in newly opened territories. System-wide momentum has been driven by a balanced mix of new franchise development, expansion by existing owners, and strong same-store performance.

Our existing franchise locations grew meaningfully last year. Combined with new openings and expansions, that momentum pushed system-wide revenue past $100 million, with another significant increase projected for 2026. But while

growth metrics matter, what makes this moment truly pivotal is how that growth is happening.

For me, this is a moment where a lot of intentional work is finally coming together. We’ve matured as a franchise system, invested heavily in support and technology, and built national pool partnerships that materially change how fast and responsibly we can grow.

From a moment to a movement

For years, British Swim School was best known for teaching young children how to survive in the water. That work remains core to who we are but it’s no longer the whole story.

We teach babies, young children, teens, adults, seniors, essentially, anyone who wants to feel safer and more confident in the water. We serve swimmers with physical, cognitive, and sensory differences. And increasingly, we see families staying with us for years, as their needs evolve.

As we celebrate 45 years, our brand repositioning to “Every Age. Every Stage.” reflects this reality.

The shift wasn’t about abandoning our roots; it was about telling the full story. It acknowledges the emotional and practical impact of learning to swim at any point in life and expands awareness of the breadth of our offering. Most importantly, it aligns our external messaging with what has long been happening inside our schools.

Consider Randall, a 32-year-old adult learner who enrolled at one of our schools in Garnerville, New York. Like many adults who never learned to swim, he carried uncertainty and fear around water. He chose British Swim School because we offer adult-specific programming and a learning environment that felt approachable to him.

After completing lessons, Randall left with the ability to float confidently, transition

from backstroke to freestyle, and perhaps most importantly, the confidence to put his head underwater without fear. “The instructors were friendly, attentive, and informative,” he shared. “The outcome was overwhelmingly great.”

These stories aren’t unique in the British Swim School family. They’re evidence of a model designed to serve people throughout a lifetime.

Franchise growth with infrastructure to match

As our brand has scaled, we’ve made significant investments to ensure our infrastructure keeps pace with our ambition. That shows up in better onboarding, stronger technology, clearer data, and tools that help franchisees make smarter decisions day-to-day.

Our national partnerships have been particularly transformative. Because

we operate an asset-light model with no brick-and-mortar buildout and no owned pools, franchisees can enter markets faster, with lower upfront investment and greater flexibility. It’s a model that works in both emerging and established markets and supports multi-territory expansion.

“Prospective franchisees today want more than a fun concept,” says Dave Warn, Vice President of Franchise Development. “They want proof, support, and a clear path to scale. British Swim School offers recurring demand, multiple revenue streams, and something that can’t be replaced by technology. You can’t download a swim lesson.”

That combination has translated into strong franchisee engagement, reinvestment, and expansion. Many owners grow from single locations into sophisticated, multi-unit operators, supported by what we often describe as the collective “brain trust” of a 40-plus-year-old brand.

Quality growth, grounded in mission

As we look ahead to 2026 and beyond, what excites me most is not just our growth, but the kind of franchise partners we’re attracting - ones who are aligned with our purpose, committed to their communities, and focused on building sustainable businesses.

At the same time, our mission around water safety and drowning prevention has never been more relevant. Swimming remains a life skill, not a luxury, and access to inclusive, high-quality instruction matters deeply, especially for families seeking programs that meet them where they are.

Watching franchisees grow, communities become safer, and swimmers like Laine and Randall gain confidence remind me why this work matters.

At 45 years old, British Swim School isn’t just celebrating longevity. We’re entering our next chapter clear in purpose, inclusive in vision, and positioned for meaningful growth.

Because learning to swim isn’t a moment, it’s a journey.

And we’re here for Every Age. Every Stage. v

Why your ExpE riE nc E

FEE l S hArd to Expl Ain

So here we are in a new year full of hope and uncertainty.

You’ve spent years proving you’re reliable, consistent, and valuable.

You roll up your sleeves when things break.

You show up when it matters.

Not everyone does that with your consistency.

Those are assets, not your ceiling.

I know this terrain personally. After retiring from the fire service in 2018 and selling my franchise business, I spent the next couple of years in what I can only describe as a professional fog.

I knew I was capable. I just didn’t know how those capabilities translated outside

badge numbers, ranks, and laundry delivery routes.

In 2020, I started working with a career coach. Something clicked.

My experience stopped feeling like a résumé with gaps.

It started feeling like a toolkit.

This article starts there.

With a simple idea that sounds obvious, but rarely is: Your career story is an asset, unless you frame it like a ceiling.

This is the first step in a framework I’ll unpack over the next several issues in this column and on an upcoming podcast I’m co-hosting. We’re not naming the podcast yet, so consider that a teaser, not a pitch.

Why this matters

If you’re transitioning from long-term employment, military service, or first response work into business ownership or a new career path, there’s a familiar fog that shows up.

What are my skills worth in the private sector?

What comes next?

How do I translate decades of service into something meaningful now?

That fog isn’t weakness. It’s conditioning.

For years, your value was measured by compliance. Follow instructions. Execute the plan. Integrate into and follow the systems.

That’s how employees are trained. Military and civilian alike.

Business owners and CEOs are measured differently. They aren’t evaluated on how well they followed the plan.

They’re evaluated on the plans they build and leading others to execute the plans.

Same person.

Different scorecard.

We’ll walk that shift systematically.

Today, we start with how you tell your story to yourself first because earned confidence is the key.

a look at the landscape

Before we zoom in on your personal narrative, it helps to anchor this reality.

Veterans are not outliers in entrepreneurship. In fact, they’re significantly more likely to pursue selfemployment than non-veterans. One widely cited study found that veterans are about 45% more likely to be self-employed than their civilian peers.

There are nearly 1.9 million veteran-owned businesses operating in the U.S. today. Together, they generate over $1.3 trillion in annual revenue and employ millions of people.

Translation, this transition isn’t theoretical. It’s been done repeatedly.

You have a unique story and skillset but you’re not an anomaly.

That said, there’s nuance here. Veteran business ownership rates have shifted over time as demographics change and access to capital and civilian pathways evolve. Data alone doesn’t guarantee outcomes.

Which is why this matters: The data doesn’t decide your future. How you frame your experience does.

shift your Frame (Without the Fluff)

Here’s a subtle trap many transitioning professionals fall into.

They describe what they were instead of what they did.

“I’m a Sergeant.”

“I’m a Lieutenant.”

“I spent 20 years as a firefighter.”

Luke 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.

That’s how employees describe themselves, with titles, roles, and functions.

Here’s the CEO lens: Those are outputs, not impact.

Decision-makers think in terms of decisions made, problems solved, risks managed, systems improved, and people led. That’s how capability is recognized whether you’re starting a business or stepping into a new career lane.

So this week’s task is simple.

It’s not easy, and may be a bit uncomfortable. Growth happens here.

action step: rewrite your career story

Take a few minutes in your quiet time, and rewrite your career story in three clean bullets.

No titles.

No ranks.

No departments.

Not this:

• “I was an Army Captain.”

• “I was a Fire Lieutenant.”

Try this instead:

• Led teams through high-stress situations with real consequences.

• Designed and executed real-time strategies under uncertainty.

• Managed people, equipment, and budgets with zero tolerance for failure.

That’s the difference between history and transferable impact.

That’s how owners think.

That’s how decision-makers gauge capability.

If this feels uncomfortable, good. That’s a sign you’re changing lenses. When you change the lens, you change what you notice, and that’s where clarity starts.

Why this is the First step

This isn’t theory.

It’s not a motivational poster.

It’s drafting your mental model. The one you’ll use when things get ambiguous.

Our brains are literal. If your internal script still says, “I was an employee,” your future behavior will keep defaulting to employee patterns, even if you own the business or hold the title.

This exercise isn’t about ego. It’s about clarity of capability.

Clarity, aka self-awareness, always comes before good decisions.

a Quick podcast tease

Beginning in January 2026, I’m co-hosting a new monthly live podcast series focused on people standing exactly where you are.

Not selling outcomes.

Not pushing ownership.

Not dismissing career paths.

Illuminating options clearly explained.

Clarity before choice.

We’ll shine light for veterans and first responders who are navigating this transition on different timelines and in different directions. Same questions. Different answers.

Think of this newsletter as the framework. The podcast brings the lived experience. Together they’re possibilities in action.

close

This week isn’t about choosing a path. It’s recon to see the terrain clearly.

#CareerTransition

#VeteranToCEO

#LeadershipMindset

#BusinessOwnership

#WeeklyShift

Bun M EE AdvAnc ES nAtion Al ith

Bun Mee, the gourmet Vietnamese sandwich eatery profiled by Bloomberg and Forbes, enters 2026 with its first franchise partner and a multiunit development deal that will take Bun Mee from sunny San Francisco to Manhattan, NY.

With a proven system, a differentiated category position, and the advantage of being an emerging franchise in the

undersaturated Vietnamese cuisine space, Bun Mee offers early adopters the rare chance to secure territory ahead of a brand poised for national scale.

Bun Mee’s franchise opportunity is backed by strong unit economics, which have exponentially increased every year.

The brand’s 2025 FDD numbers indicate explosive demand for the brand’s offerings in the undersaturated Vietnamese cuisine space, delivering an impressive AUV of $1,327,806.50 at traditional locations and

3 u nit Agr EEME nt

$4,683,228.50 for non-traditional airport locations.

In 2025, Bun Mee saw national, regional and industry-wide recognition, with accolades from both Bloomberg and SFGATE as one of the top airport restaurants in the world and San Francisco Airport. Additionally, Bun Mee was included again on Fast Casual’s Top 100 Movers and Shakers of 2025, a testament to the industry’s recognition of the brand’s innovative footprint, authentic offerings and ambitious growth.

“2025 was an incredible year of continued momentum and model validation for Bun Mee,” said Founder and CEO Denise Tran. “We delivered a 25% companywide sales increase, secured a multi-unit development deal in less than 1 full year of offering the franchise opportunity, and secured our first New York City franchise partner— Growing in Manhattan validates the scalability of our model in one of the most competitive markets in the country.”

As a fast-casual gourmet restaurant franchise known for its modern take on banh mi and Vietnamese-inspired street fare, Bun Mee is well positioned to emerge as a leading player in New York City’s growing Vietnamese food scene. The brand offers flexible franchise options, thriving in diverse settings such as airports, malls, stadiums, and highly walkable urban or suburban neighborhoods.

Denise’s passion was ignited during a solo journey through Vietnam in 2008. Traveling through the night markets of Ho Chi Minh City to the streets of Hanoi, she was captivated by street vendors’ craftsmanship and their dedication to perfecting a single, specialty dish. That experience became the foundation for Bun Mee—a fast-casual concept devoted to elevating traditional Vietnamese street

food, most notably, the iconic banh mi sandwich.

Born in Vietnam, raised in New Orleans, and shaped professionally on both the East and West Coasts, Tran brings a uniquely broad perspective to food in America. Her lived experiences have deepened her understanding of how regional tastes, cultural identity, and accessibility influence how Americans connect with food— insights that directly inform Bun Mee’s inclusive and scalable approach.

Now, she is bringing this fusion cuisine to New York City, one of the most diverse food landscapes in the world. The Vietnamese food scene in New York City is vibrant and growing. This cultural momentum combined with an increased demand for higher-quality, fast-casual Asian dining options makes it a particularly strategic moment for a banh mi focused brand to enter the market as a leading competitor.

“As we look ahead to 2026, we’re energized by the next chapter for Bun Mee. Our purpose has always been about more than delicious food—it’s about culture, community, and creating something meaningful. Getting to take our first steps

into a new market while New York is experiencing an unprecedented burst of Vietnamese culture and food is surreal and exciting,” Tran said. “The year ahead represents an opportunity to build on our momentum through thoughtful expansion, deeper investment in our people and infrastructure, and the pursuit of a strategic partner who shares our long-term vision for building an enduring, values-driven brand as we bring Bun Mee to more cities across America.”

Technology-driven solutions like online ordering and contactless payment further establish Bun Mee as a cuttingedge, fresh, and modernized franchise opportunity in the fast-casual space. The brand’s commitment to the ultimate customer experience is matched only by its dedication to the well-being and preservation of the planet. Bun Mee prioritizes the use of mindful and sustainable ingredients and demonstrates environmental responsibility through the use of compostable to-go items.

The brand also offers robust, hands-on support for franchisees including extensive site selection support, operations training both at corporate headquarters and on

site, comprehensive marketing guidelines, and regular field visits to ensure ongoing operational excellence. Bun Mee ensures accessibility and support for a diverse range of investors, making it an appealing choice for those seeking a reliable and scalable business model.

Bun Mee is committed to building value and aiming to be the first premier gourmet Vietnamese fast-casual dining option in cities nationwide. With a “franchiseefirst” model, eco-friendly footprint, and unique, elevated takes on street food, Bun Mee provides an unmatched franchise opportunity in an undersaturated market. Often dubbed to be the “Shake Shack of Vietnamese Sandwiches,” the brand is proud to represent the rich VietnameseAmerican heritage of their founder while drawing inspiration from the uniquely beautiful sights, sounds, and flavors of Vietnamese street food.Bun Mee is selectively partnering with seasoned operators and growth minded investors ready to secure early access to a category defining brand on the rise.

For more information, please visit https://bunmee.co/franchise.

pE oplE A S k BEForE

Buying A Fr AnchiSE top

On first glance, you might think that potential buyers of your franchise don’t have much in common. Some are men, some are women. Some are millennials, others are at mid-career, or are even later in their careers. Some potential buyers went to college, others did not. Some were born and bred in America or Canada, but many come from other countries.

Yet although they are different in many ways, they tend to have a number of similar questions in mind when they are thinking about buying your franchise.

In my experience, here are the questions that are on their minds. They are the questions you should be prepared to answer when you are selling to new owners.

g roup o ne: Questions almost all Buyers have

Q1: How much money will it really cost me to get started?

Every potential buyer wants answers to this question. They want the full picture, including the franchise fee, the costs of equipment, the cost of renting or buying a premises, projected cost of hiring new staff – everything. They will then compare those costs to the amount of up-front capital they have to invest in your franchise. They will also compare these expenses to the cost of owing other franchises. Do your best to make it clear what those costs are, and do not downplay them.

Q2: How much money can I expect to make?

They’re looking for data on what top vs. average performers earn. So make it as clear as possible what potential income can be, explaining variables such as location of the franchise, payroll costs, selling seasons, and more. An educated buyer is most likely to make a considered decision about whether or not to buy, and least likely to be disappointed after the purchase is complete.

Q3: What kind of training will I receive?

Buyers want to know if you will actually train them to succeed or just hand them a manual. The better your training, the more likely it is that you will sell franchises because great training sends a clear message that you are fully invested in your franchisees’ success. I would also encourage you to invite potential new owners to sit in at your training sessions before they commit to buy your franchise. Your excellent training can be among your most effective selling tools.

Q4: Are good locations available?

Potential buyers want to know where they can locate their franchises if they decide to buy. They also want to know whether competing businesses are already established in the locations you are suggesting, or are planning to arrive. The more information and guidance you can give, the more likely it is you will sell your franchise to potential new owners.

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

Q5: What rules and procedures will I be required to follow – and what will the penalties be if I fail to do so?

Potential owners want to feel some healthy freedom to run their businesses as they want, but should also be made aware of required activities and procedures they will be required to follow. If penalties are charged for non-compliance, spell out what they are. I would also suggest establishing a variance procedure for franchises to follow if they do not want to strictly adhere to one of your requirements.

Q6: What are the ongoing fees?

Royalties, marketing fund contributions, technology fees, renewal fees, requirement to take part in your marketing programs, tell them everything. Buyers want transparency. And be sure the fee structure is spelled out carefully in your franchise owners’ manual.

Q7: How happy are current franchisees?

This is one of the biggest trust indicators, and one of your most powerful sales tools. Prospects want to talk to existing owners and hear the truth.

Q8: What kind of ongoing support can I expect from you?

Potential owners understand that they will need prompt and considerate answers to questions that arise as they run and expand their franchise operations. So make it clear. One effective way is to present videos during the sales process that illustrate how actual owners have confronted challenges and received support from you on how to solve them.

g roup tWo: Questions many Buyers have

Q9: Will I be part of an active and vibrant community of owners?

Not all potential owners are concerned with this question, but some are. Some simply want to own a profitable business they can operate without deep personal commitment. But many other potential buyers want to be part of a community of individuals who own your franchise. They want to attend your annual franchise conference or convention. They want to aspire to be part of your owners’ council. Again, be sure to tell potential buyers everything.

Q10: How can I expand into new locations?

Not all potential buyers are concerned with adding new locations, but some are. They want to know the costs of expansion, and they want specific case studies of existing franchises who have done so. Be prepared to explore this issue in depth if potential owners ask.

and two Bonus Questions

. . .

What is it like to sell a franchise after a suitable amount of time?

Yes, new owners are excited to know everything about coming on board and running your franchise successfully. Yet they would also like to know the specifics on how they can sell their franchises at some point in the future. Again, case studies of your current owners can go a long way toward painting a full and detailed view of how that will work.

Can I be an absentee owner?

Some potential owners are hoping that they can hire employees who will do most of the work of running their franchises when they are elsewhere. Others are expecting to be on the premises full-time. Do not avoid these questions, be ready to answer them. v

dAkotA london

Join S Fr Anchi SE

FAS tlAn E to Sc AlE it S

induS try- lEAding hAir

ExtE n S ion conc E pt

Founder-Led Brand Leverages Proven Systems, PeopleFirst Culture, and Exclusive Products to Drive Franchise Expansion Nationwide

After 13 years of building a premium hair extension concept, husband-and-wife entrepreneurs Scott and Katy Cotten are partnering with Franchise FastLane to accelerate nationwide growth. Their brand, Dakota London, launched its franchise program in 2025, becoming the first hair extension-only salon brand to offer franchising opportunities.

dakota london’s Founding story

• After training at the Long Island Beauty School in Manhattan, Katy Cotten opened and sold multiple salons before identifying a clear gap in the market for high-quality hair extensions paired with consistent service, transparent pricing, and a supportive salon culture.

• What began as AZ Strands, the first hair extension-only salon in Arizona, quickly evolved into Dakota London, a proprietary brand built around exclusive hair sourcing, specialized training, and a refined client experience.

• As of January 2026, Dakota London operates three corporate locations in Chandler, Phoenix, and Scottsdale, with a goal of expanding its luxury salon experience to new markets across the country through franchising.

• The brand emphasizes a people-first culture, high employee retention, and proprietary products available exclusively to franchise locations, while also offering a specialized focus on hair extensions, same-day service, and builtin recurring revenue.

“When I started in this industry, I saw firsthand how many salons lacked a supportive environment,” said Katy Cotten, co-founder and co-owner of Dakota London. “Building Dakota London has always been about creating a space where customers feel confident and stylists feel valued. Franchising gives us the chance to share the same culture, training, and experience with new markets, and to create opportunities for people who are passionate about this work as we are.”

Scott Cotten, who brings a background in business administration, marketing, and supply chain management, has been instrumental in building the operational backbone that now makes franchising possible.

aBout Franchise Fastl ane:

Franchise FastLane is a leading franchise development company trusted by emerging brands across the country. Since launching in 2017, it has helped award more than 9,600 franchise units and placed over 3,600 entrepreneurs into ownership, changing lives and communities along the way. Since launching, Franchise FastLane currently partners with approximately two dozen franchisors in its full-service FastLane program and works with another 14 brands via its CarPool program. CarPool is FastLane’s coaching and administrative support service designed for brands that want to control their own development speed and pace in-house. Partners in the CarPool program can utilize FastLane’s proven process and technology to develop the right way, right away.

aBout dakota london:

Founded in 2012, Dakota London is a luxury hair extension salon concept focused exclusively on high-quality, semipermanent extensions. The brand delivers natural-looking results using advanced techniques and premium hair, without chemicals or traditional color services. Based in Arizona, Dakota London operates multiple corporate locations and launched its franchise program in 2025 to expand its proven, people-first model nationwide.

“Franchising wasn’t something we wanted to rush into,” said Scott Cotten, co-founder and co-owner of Dakota London. “We took the time to lock in sourcing, pricing, training, and systems so franchisees could step into a business that’s truly plug-andplay. Partnering with Franchise FastLane allows us to stay focused on our operations, while leveraging their expertise for scaling at a healthy pace.”

Franchise FastLane is intentional about the brands it adds to its portfolio. Before partnering with any franchise, its executives evaluate several criteria, such as its value proposition, key differentiators from its competitors, unit economics and marketplace conditions. With Dakota London, the alignment was clear due to the brand’s niche focus, exclusive product offering, and operational readiness.

“From our initial conversations, it was clear how much intention and care Scott and Katy have poured into Dakota London,” said Tim Koch, President & COO of Franchise FastLane. “This is a concept that truly doesn’t look like anything else in franchising, strengthened by the passion, expertise, and operational discipline behind the brand. We’re excited to support Dakota London’s expansion and

introduce this unique model to the rest of the country.”

As a leading franchise development company, Franchise FastLane provides comprehensive franchise development support, empowering partners through every stage of growth. Their services include territory checks, lead registration, marketing, compliance oversight, operational support through their proprietary tech stack, and collaboration with franchise consultants. This fullservice approach ensures that franchisors are equipped with the tools, systems, and strategies needed to accelerate expansion effectively and efficiently.

All partners also have access to Franchise Fastlane’s exclusive MasterMind program, where brands can meet with other FastLane Founders and connect regularly to share insights, explore innovative ideas, and strengthen their systems. These sessions foster open discussion to help leaders refine franchisee support, address challenges, and identify growth opportunities. The collaborative environment encourages both professional and personal development.

To find additional information about Franchise FastLane and its services, please visit FranchiseFastLane.com.

Building Fr Anchi S or S MEAn S Building WEAlth

It’s no secret that private equity firms love investing in franchisors. The economics are well-known, the royalty streams are recurring, and with a beautifully aligned business model comes beautiful growth. Some of that is driving activity in the industry, but drilling down to specific trends, franchisors in the service sector have seen even more consolidation and investment. compelling opportunities –But not risk Free

There’s a good reason for all that activity. Service-based franchisors are generally asset-light, enjoy high customer loyalty and the recurring revenue that accompanies it, provide recession-resistant, nondiscretionary services and can scale quickly.

That said, success is hardly guaranteed. When partnering with a franchisor, it’s crucial to get some basics right. Be sure the unit economics make sense, talk to franchisees to understand their pain points, expectations and openness to

“ Riverside strives to find or create great brands with powerful stories that create meaningful wealth opportunities for franchisees. Becoming a franchisor should be much more than “buying yourself a job.”

support and guidance along the way. Be wary of risks like regulatory changes or poor brand reputation. And be sure that the infrastructure exists (or can quickly be built) to allow for rapid expansion –otherwise your growth projections will be painfully optimistic.

Finding the right partner

Picking the right service sector franchisor to build, however, is critical. And choosing the right franchisor with whom to partner is just the first step. Getting the buildup right takes a lot of expertise, experience and resources.

Riverside’s ongoing build of EverSmith Brands, a provider of an array of services to commercial clients that currently has seven concepts, illustrates how transformative the consolidation trend can be.

EverSmith didn’t exist in December of 2020 when Riverside invested in Clintar, a Canadian provider of snow-removal and landscaping services. Just five years later, Clintar has grown into EverSmith, reflecting our thesis to build the industry’s first ever platform dedicated solely to commercially focused facility maintenance services.

Getting EverSmith on its meteoric growth trajectory took a lot more than sourcing and integrating acquisitions. It is a story of our commitment to excelling in the sector, building upon decades of experience and laying a foundation that allows us to move quickly and effectively along the way. A big part of that is leadership. EverSmith CEO Justin Ghadery came up through Riverside’s Executive-in-Residence program, having served on the board of Best Life Brands, a Riverside franchise platform meeting senior care needs through six concepts. Mr. Ghadery started as COO of EverSmith and worked his way up. EverSmith’s marketing has been buoyed by Riverside Senior Director of Marketing

“ Picking the right service sector franchisor to build, however, is critical. And choosing the right franchisor with whom to partner is just the first step. Getting the buildup right takes a lot of expertise, experience and resources.”

Excellence Irene

LaCota, whose significant franchise experience has helped EverSmith accelerate growth, adding more than 300 franchisees and more than 150 new territories last year alone.

EverSmith’s growth last year was also evident in corporate headcount growth from 77 to 117, alongside 11 internal promotions. It’s also a proud participant in the International Franchise Association and supporter of VetFran, the organization committed to offering veterans franchising opportunities.

the importance of add- ons

Adding concepts is a lot easier through acquisition. That means finding the right add-ons and ensuring they’re successfully integrated. None of that is possible without tremendous operating resources and deep franchising industry experience.

Part of that experience means choosing the right franchisors with whom to work. Riverside has had some missteps and learned from past mistakes, and it’s clear that not all franchises are potential growth engines.

concepts that work

Riverside strives to find or create great brands with powerful stories that create meaningful wealth opportunities for franchisees. Becoming a franchisor should be much more than “buying yourself a job.”

The best franchise brands provide a chance for people to make an investment that pays back as a wealth-creation opportunity that encourages entrepreneurship.

We like to think that other franchisor

service brands in Riverside’s portfolio fit this bill. The aforementioned Best Life Brands has added four concepts since Riverside’s investment. Head to Toe Brands, a franchisor of salon concepts, has added three, and Threshold Brands, a franchisor of home care concepts, has added seven concepts since Riverside’s original investment. Evive, a provider of non-medical homecare services, has added six concepts under Riverside’s tutelage. These stories share a common thread that goes beyond the industry trend of consolidation and private equity investment. They illustrate a commitment to rapid growth based on a commitment to franchising that dates back to Riverside’s first franchise investment – a small provider of household services brands called The Dwyer Group. That company grew to a multibillion-dollar national brand in Neighborly through three separate Riverside holds.

the Future is Bright

It’s likely that this trend of consolidation of service franchisors will continue or even accelerate, as the overall M&A market keeps thawing and private equity firms need to put dry powder to work. This can give optionality to entrepreneurs and their brands to take some liquidity and de-risk themselves, while continuing to participate meaningfully in the upside and helping their businesses grow. Franchisors get access to experienced capital with meaningful operating resources as they continue to scale. It’s an exciting time and we’re delighted to continue to play an active role in this wonderful industry. v

An in S id E r’S tip S For Fir S t-ti ME Succ ESS

As an avid proponent of franchising and the creation of generational wealth, I have experienced first-hand the success that comes with this business model. For emerging entrepreneurs, the best news comes from recent data projecting franchising growth at 2.4% for 2025, outpacing the broader U.S. economy’s expected 1.9% GDP growth.

With this comes the expectation that more than 210,000 jobs will be created and more than 20,000 new business units coming online across the country.

While the franchise model offers flexibility and opportunity, it’s not without its own unique set of challenges, particularly for first timers. After 25 years in the franchise business, I’ve seen plenty of people make mistakes.

A few insider tips to keep front and center can help new owners successfully make the leap to a rewarding second act in

franchising while avoiding the pitfalls that could trip them up.

tip #1: follow your passion

Think back on your past career and which aspects you did and didn’t enjoy. What are you passionate about? Do you advocate life balance? Maybe a spa franchise is your best fit. More of a numbers person? A tax and accounting business might better align with what matters most to you.

The franchise world is demanding, and the hours can be long, so if you don’t pick a business that you’re genuinely passionate about, it’s going to be an aggravating business journey. There are literally hundreds of different types of franchise businesses out there, so find your match.

tip #2: now thyself

Consider this the structured, strategic cousin of ‘follow your passion.’ Whether you take a personal assessment like the Clifton’s Strengths assessment, revisit performance reviews from your past job, or solicit constructive criticism from friends and family, it's really important that you know yourself, especially your strengths and opportunities.

For example, are your people management skills a bit of a weak spot? If you know that about yourself, you can consider a smartphone repair franchise that can be staffed just by you and one other person rather than a restaurant that might require dozens of employees. Play to your skills and don’t try to “swim against the current.”

tip #3: do your homework

Make sure you fully understand some of the words and meanings of your franchise agreement, including details like where you can open a location. I’ve encountered franchisees who invested months in training for a franchise, expecting that a location would be available in their home territory by the time they finished. Instead, they discovered they’d have to move to a different state to open because no local openings came up.

Another pro tip on the homework front? Go to the city where you plan your purchase and review the construction plans for the roadways in your area. Is there a multiyear

water-main project that will choke off access to your chosen site for half the year? Best to know that ahead of time. Ask as many questions as necessary to ensure the brand matches your brilliance, not just your budget.

tip #4: have a cash buffer

Everyone knows you need enough money up front to buy the business and get it up and running, but you also should aim to have a minimum cash reserve of 12-months of operating cash flow to see you through any unexpected bumps the business might run into. If you are buying an existing franchise with at least 3 years of financial statements, you may be able to reduce this cash reserve based on past business trends. Think about COVID – no one saw that one coming. Or, you might have a set of employees who hear that ICE is in the neighborhood – and even though they have green cards, they don’t want any hassles, so they decide to lay low for a couple weeks, or maybe not come back at all. No matter how good of a business planner you may be, things will come up that are outside your control.

tip #5: expect to be entrepreneurial, but only to a point

A big draw of franchising is the chance to scratch an entrepreneurial itch. But keep in mind that when you buy a franchise,

you’re buying an established system, with its own branding and marketing guidelines, required uniforms, suppliers, point of sale systems, and even service offerings.

Let’s say you buy a spa franchise and decide that you’d like to offer microneedling to your customers, in addition to the other services. Well, it may turn out that the franchisor doesn’t want to put the cost of a microneedling machine on all their franchisees, so they don’t want microneedling services as part of their current model. Entrepreneurism is built into the DNA of the franchise model, but it has its limits.

In the end, franchising rewards those who bring both heart and discipline. By keeping these key tips in mind, first-timers can successfully pivot to a rewarding and exciting long-lasting career – without the rookie mistakes that can make those early days harder than they need to be.

Franchising can be more than a business — it can provide a legacy. With the right brand, a clear roadmap, and aligned partners, you don’t just create income, you create impact. You build something your family can grow into. That’s the power of franchising done right — a bridge from ambition to ownership, and from ownership to generational wealth. v

golF E nvy c ApitAli ZES on indoor golF cr AZE

wit H ra PiD franc H ise growt H nationwi D e

As one of the world’s oldest and most esteemed sports with origins dating back to 15th century Scotland, golf has continually evolved and captured the interest of millions of participants around the globe.

Currently, the sport is enjoying a renaissance largely due to an overwhelming demand for indoor golf facilities that offer year-around accessibility and technology that is shaping the way today’s golfers practice, train, and play the game. At the forefront of the golf explosion is Golf Envy, one of the nation’s fastest-growing indoor golf franchises that combines a high-end private club

atmosphere with cutting-edge simulators to create an immersive golf experience.

“We’re witnessing a golf resurgence, especially with Gen-Z and younger demographics who value experiences, technology, convenience, and social connection. Golf is evolving in all of these areas,” said Cole Arranaga, Golf Envy’s Co-founder and Chief Operating Officer.

“Simulators, social venues, creator driven golf content, and shorter play formats have made the sport more accessible. Golf is no longer viewed as an all-day commitment. It is now an experience that fits into modern lifestyles.”

With the ambiance of a prestigious country club and a membership-based approach, Golf Envy provides an unparalleled environment for golf enthusiasts who

eschew traditional outdoor courses with unreliable weather conditions, crowded fields with slow play, and limited tee times. Focused on serious golfers aiming to improve their skills, Golf Envy offers members access to world-class coaches across multiple time zones through a partnership with GOLFZON Leadbetter Academy, the global leader in golf simulator technology.

“Our facilities are open 24/7 so members can practice any time it’s convenient for them,” Arranaga explained. “We have the ability to bring hundreds of the world’s most renowned golf courses, including the famed Pebble Beach or the Old Course in St. Andrews, for our members to play in under an hour. This flexibility, along with GOLFZON Leadbetter Academy instruction and advanced swing analytics

from GOLFZO simulators, positions Golf Envy as the premier destination for golfers to improve and refine their game.”

With the global simulator market estimated at $1.92 billion in 2025 by Forbes Business Insights, Golf Envy expanded rapidly with sales of 19 franchises nationwide. Founded in 2023 with its headquarters in La Verne, California, locations are opening

in Arizona, Florida, Georgia, Idaho, New Mexico, Pennsylvania and Texas. At least 20 to 40 additional locations are slated to open in 2026 with strong demand in the Midwest, Southeast, Northeast and on the West Coast. Franchise fees are $45K for one territory, $75K for two territories, and 100K for three territories. Qualified veterans can receive a 10 percent discount on initial franchise fees.

“Our franchise business model ensures low overhead and streamlined operations, making it a financially sound investment,” said Arranaga. “The growing popularity of year-round indoor golf combined with our unique offering provides a lucrative opportunity for passionate golf enthusiasts eager to turn their love for the game into a rewarding business.”

Golf Envy franchisees receive comprehensive training and ongoing support from initial setup to daily operations. An assigned team works with franchisees every step of the way to help deliver an unparalleled golfing experience for customers.

“Years ago, it would have been impossible to offer privacy and a premium club feel without the cost of a traditional country club.” Arranaga added. “Our locations feature a distraction-free environment that is quite different from social entertainment golf venues with food, beverages, and games. Our members also benefit from a realistic and challenging golfing experience, including dynamic moving plates that simulate various terrains. They can focus and train with real data that allows them to improve faster than on a driving range.”

As interest in off course golfing continues to surge, one of the trends for 2026 is that indoor golfing memberships will come with bragging rights, particularly for younger golfers. For those accustomed to gaming with friends indoors for hours, the allure of playing golf on a simulator is often intriguing. Golf Envy franchisees and staff members have noticed junior golfers as well as members new to the sport admitting they are less intimidated by learning to play indoors instead of on a traditional course.

“Golf Envy will remain committed to offering new or experienced players a comfortable, controlled environment where they can learn at their own pace,” said Arranaga. “Our simulators and coaches can help build confidence before transitioning to a traditional course.”

For more information about Golf Envy franchising, check out www.golfenvy.com

rE thinking g roW th in WE llnESS Fr AnchiS ing:

W HY L ESS C AN B E M ORE AT S WEAT H OUz

SWTHZ is challenging the sector’s growth mindset by capping franchisees, creating larger territories, stronger support and a healthier system, says Chief Franchise Experience Officer Tracey Walsh.

When I joined SweatHouz, one of the first things I noticed was how differently we approached growth. While most wellness brands chase rapid expansion, we actually limit the number of franchisees we bring on board — intentionally.

It’s an idea that was actually set in motion early by our founder, Jamie Weeks. But it’s a principle I continually embrace. Keeping our network small allows SWTHZ to grow high-quality franchise owners who are deeply invested in their businesses and in the brand.

Limiting growth isn’t about restricting opportunity. It’s about building a system

that works. With fewer franchisees, we’re able to encourage stronger teamwork, faster execution and direct communication. In wellness franchising, operators often attempt to scale from one unit to multiple units quickly, which can cause stress that has a negative impact on systems, technology and support. By keeping our growth deliberate, we can ensure our operations scale alongside owners at the

local level, maintaining the high standards our brand has become known for.

keeping Quality Front and center

Let’s be honest: Rapid expansion can be accompanied by real risk, so it’s important to prioritize. Attempting to scale too quickly can cause operational quality to dip. Technology may falter as well, and the guest experience can suffer. At SWTHZ, we do our best to navigate these potential pitfalls by staying close to our franchisees while maintaining open lines of communication. We also operate as a multi-unit franchise ourselves, so when issues arise, we feel them too. That perspective helps keep us grounded. It also helps us approach potential issues in a proactive manner instead of merely reacting.

Capping the number of SWTHZ franchisees also helps to enhance accountability. It’s easier to hold a single owner responsible for multiple locations than hundreds of franchise owners with a smaller footprint. It helps franchise owners become more invested because when operators have real “skin in the game,” they’re more engaged. Managing details from technological reliability to guest satisfaction helps to strengthen the system as a whole.

putting Franchisees First

When it comes to priorities, most franchisors claim to put their franchise owners first. But for SWTHZ, being a “franchisee-first” brand is more than just a slogan; it’s actually a central component of our general operations. With a limited number of owners, we can maintain meaningful, boots-on-theground relationships. We can connect by holding group discussions, one-on-one conversations and regular check-ins to help us to better understand business challenges, share insights and celebrate successes. Every local franchise owner has a voice. That collection of voices delivers a real-time perspective that helps us deliver measurable change within the system. It’s an approach that creates an almost joint venture-type of relationship. We don’t

want to function as a distant corporate office issuing mandates. We’d much rather work alongside our franchisees in a mutually beneficial fashion because they are partners, and we consider franchisee input a vital part of any internal leadership decision. That type of engagement is rare. Honestly, it’s something that becomes much more difficult to achieve in larger systems that could be growing too quickly. That’s when franchisees can start to feel like they’re not a priority.

choosing the right partners

Selecting the right franchise owners is critical to the success of SWTHZ. We look for operators who love the product, are fully committed and share our mission. Our recruitment process remains oneon-one because that’s what allows us to take a deep dive into the details of what it means to run a SWTHZ business. This approach helps ensure that we find local operators who are in proper alignment with our philosophy. It elevates the system as a whole.

Ideally, our franchisees treat SWTHZ as their main mission rather than a side project. That type of focus means that the feedback we’re receiving comes from owners fully invested in their business. These are the insights that actually help us improve and evolve continually. For our leadership team, it’s an invaluable perspective. And it’s directly responsible for decisions that strengthen the brand in the long term.

large territories, Big advantages

Another benefit of this growth strategy is the way it helps shape franchise territory planning. Our franchise owners enjoy larger, protected areas, free from the worry of cannibalization because franchising should be about running a business effectively as opposed to living in fear of nearby competitors within their own system. That’s an unnecessary distraction. And, by removing those distractions, our franchisees are freed up to focus more closely on execution, delivery of an exceptional guest experience (and, yes, growth).

sustainable growth for the long haul

Controlled, deliberate growth will protect the brand. Scaling thoughtfully helps maintain operational quality, unit economics and talent depth within the system. Rapid saturation, on the other hand, often results in uneven execution that can be both costly and difficult to fix. We prefer to avoid that. Deliberate growth compounds operational strength over time. Our unique growth strategy positions SWTHZ for sustainable success going forward. Franchise partners that are properly vetted help by providing ongoing feedback and insight that helps us continually evolve without compromising quality. We view our franchisees as talent, and talent is critical to the brand’s longterm growth.

less is more

There’s a very simple core message here. We hear it a lot, but it’s true: less is more. Fewer franchisees means a stronger voice in the system, fewer headaches and more attention. Yes, it’s a different approach. But it can lead to stronger businesses, better systems and deeper partnerships, whereas scaling too rapidly can achieve the opposite. At SWTHZ, we’re continually developing a brand built for sustained success. We don’t want to be a flash in the pan. And by growing intentionally, we’ve created a healthier, more successful franchise system that pays dividends for everyone involved. v

aBout sWeathouZ:

SweatHouz is a first-of-its-kind wellness concept offering private contrast therapy experiences with infrared sauna, cold plunge and Vitamin C showers in luxury, technology-forward suites. Designed for recovery, longevity and convenience, SWTHZ uses smart engineering and a membership-based model to make highperformance wellness accessible and effortless. With franchise opportunities available in select markets, SWTHZ is redefining the recovery space — one studio at a time.

For more information, visit https://sweathouz.com/

turning Ev E rydAy

Fr Anchi SE intE r Action S into Pu B licity in 2026

In 2026, franchise marketing is no longer confined to traditional campaigns or sweeping national advertisements. The most effective growth strategies increasingly come from the subtle, everyday interactions that occur across franchise locations.

Every customer touchpoint, whether it’s a conversation at the counter or a community event, can be leveraged to generate meaningful publicity and strengthen brand reputation. By intentionally framing these interactions through a strategic PR and digital PR lens, franchises can amplify engagement while remaining authentic and human.

the value of everyday interactions

Every interaction a customer has with a franchise is an opportunity to shape perception. In 2026, consumers expect more than products or services; they are looking for experiences that resonate personally. This is where strategic franchise marketing comes into play. By training franchise teams to recognize and respond to these moments, brands can transform ordinary exchanges into compelling stories that naturally attract media attention and online conversation. These stories, when shared effectively,

serve as a foundation for broader campaigns, bridging local engagement and system-wide recognition.

aligning teams around publicity goals

A critical step in turning everyday moments into publicity is aligning franchise teams around clear goals. Staff should understand that marketing is not just the responsibility of a corporate office; it is embedded in daily operations. Through franchise marketing strategies that integrate PR thinking into training and workflow, teams can be empowered to identify moments worth highlighting. Whether it is a particularly thoughtful customer interaction or a local initiative, employees who feel confident and supported are more likely to share content that enhances brand credibility.

leveraging digital platforms

Digital channels are where these interactions can have the most extended reach. Social media, blogs, and review sites provide the perfect platform for showcasing authentic experiences. Franchises can utilize digital marketing and SEO strategies to ensure that these stories are discoverable and engaging. Incorporating relevant keywords, tagging locations, and linking to local initiatives increases visibility, while creating a consistent online narrative strengthens brand trust. By thoughtfully crafting content around everyday interactions, franchises can

amplify local impact and improve search engine performance without requiring expensive campaigns.

measuring impact and iterating

Generating publicity from everyday interactions is not a one-time effort; it requires consistent monitoring and iteration. Measuring social engagement, media pickup, and local sentiment provides insight into what resonates with audiences. Data-driven evaluation allows franchises to refine messaging and identify trends, ensuring that marketing resources are focused on activities that yield the greatest return. A feedback loop between franchisees and corporate teams can facilitate continuous improvement and

help maintain alignment with broader PR objectives.

Building a culture of authentic storytelling

At its core, turning everyday interactions into publicity is about creating a culture where storytelling is second nature. Franchises that encourage employees to share genuine moments, customer successes, and community involvement foster an environment where marketing and PR are woven into daily life. These authentic narratives resonate far more than scripted campaigns and contribute to longterm brand equity. In 2026, audiences are highly attuned to sincerity, and franchises that embrace transparency and human connection will gain a competitive edge.

conclusion

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

The next wave of franchise marketing in 2026 is driven by the ability to recognize the extraordinary in the ordinary. By treating everyday interactions as opportunities for publicity and leveraging modern digital PR and digital marketing tools, franchises can strengthen brand perception and extend their reach without

relying solely on large-scale campaigns. Aligning teams, empowering employees, and optimizing content for SEO ensures these moments contribute to meaningful growth. Ultimately, 2026 will reward franchises that view every touchpoint as a strategic opportunity, turning routine interactions into authentic publicity that resonates with customers, communities, and the media alike. v

Fro M rEhAB to rE v EnuE: A Purpose-Driven Path to Studio Ownership

by Stacy Dykman

For many athletes, an injury can be life-changing. One moment you’re playing the sport you love; the next, you’re unsure if you’ll ever play again. When I tore my ACL, the injury disrupted the start of my collegiate soccer career and forced me to redshirt my freshman year. The inactive period to attend rehab and recover opened the door to a new purpose and inspired my decision to pursue my passion for health and wellness.

I had been an athlete my entire life, with fitness at the core of my success. My dedication earned me a full Division I soccer scholarship, and I eagerly signed my letter of intent only to suffer the ACL injury shortly after. While continuing my college education, I committed myself to rehabilitation, balancing recovery with academics. During my senior year, I transferred schools and changed my major to exercise science. Less than two years later, I graduated in the top 1% of my class and launched a career dedicated to helping others become the healthiest and happiest versions of themselves.

Walking in my purpose

I began my career at WTS International, where I supported its growth into one of the first full-service gyms in the D.C. area. The experience deepened my knowledge of health and wellness and allowed me to play a meaningful role in expanding access to gyms, trainers, and wellness resources within my community. That work strengthened my desire to help others and ultimately led me to Fitness Together.

My path to business ownership began with Fitness Together in 2005. I was driven by a clear purpose of reaching as many people as possible and supporting them through life’s transitions by providing the space and resources to achieve what matters most to them. I started working at the Bethesda location, where I trained clients, built strong community connections, and formed lasting relationships. After six and a half

years in the role, I had the opportunity to purchase the brand’s Georgetown studio, and I couldn’t pass it up. I never imagined that the work we would do there would eventually make it the top revenue-producing location in the system nationwide.

Fitness Together was a natural fit for my goals and values. The brand’s mission is to create a welcoming environment where anyone can succeed, regardless of their goals, limitations, or injuries. Each studio is staffed with experienced personal trainers who design fully personalized one-on-one programs for weight loss, weight management, muscle building, and injury recovery. As a former injured athlete, I strongly aligned with Fitness Together’s approach and believed more people deserved access to this level of personalized care and community.

When I took ownership of the Georgetown location, I saw an opportunity to elevate the studio and create even greater value for our members and our teams.

Building community through strength

Owning my first Fitness Together franchise taught me the power of community, and the franchise system provided me with a strong business model to follow, as well as the creativity and independence to enhance the studio for both members and staff. My priority was meeting members where they were. I took time to understand their experiences, strengthen relationships, and develop programs that truly supported their individual needs.

By listening closely, I learned that many members, especially those new to exercise or struggling with their weight, felt uncomfortable being seen while working out. That insight inspired me to use our private training studios, which allowed members to train in a more comfortable, supportive environment and reshaped their outlook on both fitness and our studio. The improvement of the base model’s one-onone system and recruitment of like-minded team members inspired new members to begin their wellness journeys with our studios.

Throughout my ownership journey, I’ve remained focused on the belief that the studio’s success is only possible due to the work of our team. As a leader, I prioritize creating an environment where my team can grow professionally, provide for their families, and feel empowered to share ideas and take ownership of their work.

I worked to ensure our trainers had access to healthcare and benefits, full-time salaries, and opportunities to plan for retirement. These investments created a stronger, more loyal, and committed team and the trust we built together ultimately inspired me to pursue multi-unit ownership.

The relationships I built with two longterm employees led them to deepen their investment by becoming minority partners in the Tysons and McLean locations, while continuing in leadership roles at the Georgetown studio. McLean became my third location, which I opened in partnership with one of those team members and a long-term client.

strengthening people, teams, and communities

As I continue to own and operate my three Fitness Together studios, in Georgetown, Tysons and Mclean, I reflect on all we’ve been able to accomplish and I’m grateful. The work isn’t done yet. There is so much I know our team will be able to achieve and I’m committed to the growth of each location, our staff and members.

I’ll continue to share my knowledge and experience with individuals passionate about health and wellness and collaborate with my community, other Fitness Together franchisees and leadership to improve systems, help our members and empower professionals.

Fitness Together has changed my life and I’m proud to be a part of an organization helping to improve the lives of so many nationwide. The future of this brand is bright and what we can accomplish together will change lives for the better. v

Practically every business claims to put its customers first, but some mean it differently than others.

Take the biohazard remediation industry, which provides cleanup services for homeowners following accidents and other tragedies. Professionals in this field come alongside individuals and families during particularly challenging seasons, and they do the kind of work that most people would not be willing to do.

This is just one example of what a truly people-first business mentality really looks like.

Of course, having a mindset that prioritizes people isn’t limited to cleanup crews, nor

even to home services. Any company can adopt a people-first mentality, and in doing so, they may position themselves for even greater long-term success.

One of the best ways to internalize this mindset, and to reap all the related benefits, is by joining a franchise system, where centralized training and other resources can help cultivate trust and goodwill.

centering customers and community

First things first: What does it really mean to be a people-first business?

The simplest way to define it is by saying that these businesses exist primarily to help people—to listen to their needs, to figure out solutions to their problems and

to provide both practical and emotional support as needed. At my company, we summarize this idea with a simple tagline: Help first, business second.

This business mentality doesn’t only prioritize going to market in an effective way, though it is important to be financially and operationally sound. Having a people-centered mentality balances these concerns with the desire to connect with the surrounding community, and to earn a reputation for trustworthiness, empathy and respect.

how franchise systems can prioritize people

While any business owner can commit to customer-centric principles, franchises offer some particular advantages, supporting local owners in their desire to help members of their community as they navigate particular challenges.

One reason for the franchise advantage is that franchise systems are communities in and of themselves. Indeed, one of the primary draws to the franchising model is the chance to connect with other owners who are working within the same business structures, enjoying mutual support.

Our company saw this firsthand in the wake of Hurricane Helene, where many of our North Carolina locations were significantly damaged by severe storms. Other franchise owners from throughout the area rose to the occasion, sending trucks, clean water and other supplies to help their peers get back on their feet.

This is what the people-first spirit is all about—showing selfless empathy and care for community members.

There are other ways in which franchise systems cultivate leaders who prioritize people. For example, system-wide training can equip new owners not only with technical skills but also the interpersonal skills they need to succeed. While owners should already have some sense of empathy hardwired, training can help direct that empathy, providing the correct protocols for extending sympathy and understanding to clients facing difficult times.

creating a culture where community comes first

People- and community-centered business mentalities don’t just happen; they require intentionality and strategy. There are a couple of practical solutions to consider here.

One way for franchise owners to embody a “help first, business second” mindset is to consider employee screening and recruitment protocols. New hires should be considered not only on the basis of their technical acumen, but also their desire to provide help and to extend emotional support to clients enduring difficulty. Empathy should be considered a prerequisite. For franchises, this should be the expectation systemwide.

Another practical way to embody peoplecentered principles is simply to be an active and visible participant in the community—showing up to local events not just for business development but out of a real desire for connection with neighbors and with other local business owners. This means volunteering to flip burgers at the local policemen’s or firemen’s picnic, or doing whatever else it takes to show a sense of neighborliness.

Franchises can enter into this community spirit in a unique way. On the one hand, national recognition and a clear brand identity helps franchises convey a sense of professionalism and expertise; these brands are known quantities with proven track records. At the same time, local owners can bring firsthand knowledge of the community their serve—and that knowledge can be a guiding light for franchises seeking to put people-first principles into place. v

In every issue

38 What’s New! Announcements from the Industry

Have Your Say

48 Chill-N: Uses technology and seasonal Flavours to drive traffic and Build loyalty

54 Dr. Corey Riser: the top secrets to scaling in regulated industries without risking it all

58 Project LeanNation: ignites a nationwide Movement for health

Franchisee In Action

46 Chicken Salad Chick: inside chicken salad chick’s strategic Expansion across Florida.

56 TruGolf: From Physical therapy to indoor golf

Franchisor In Depth

52 HTeaO: closes out 2025 with 36 openings and a Focus on Beverage innovation and community impact

60 Outdoor Lighting: thoughtful outdoor lighting can transform hospitality Properties

Expert Advice

42 Chris Conner: access Points now open: Finding Franchise ownership

50 Sam Phelps: the Biggest impact on Franchise growth in 2026? time saved

hungry hoW ie ’s WELCOMES NEW FORT WORTH STORE WITH A UNIQUE ONESTOP SHOP LOCATION

Hungry Howie’s, the originator of the Flavored Crust® pizza franchise, is excited to celebrate its first Fort Worth location, owned and operated by 27-year-old entrepreneur Jatinder “Jay” Dhaliwal. The new store is uniquely positioned within a newly built complex that includes a gas station and liquor store, creating one of the region’s most convenient “one-stop” shopping and dining destinations.

“People in texas appreciate convenience, and we wanted to create a true one-stop destination to better serve this community,” said d haliwal. “ w here else can you fuel up your car, grab a hot, freshly made pizza, and pick up drinks for the weekend, all under one roof? t his concept has been my goal and i ’m excited to see it come to fruition.”

d haliwal chose hungry h owie’s after researching several franchise options and finding the brand especially willing to collaborate on a footprint of this size.

“From day one, hungry h owie’s worked closely with us to design a layout that fit our space without compromising my vision,” said d haliwal. “ t he support has been hands-on, personal and

extremely collaborative. it’s also one of the best pizzas out there. t he flavor, quality and value surpass major competitors, and there’s huge potential to grow the brand in Fort worth, especially among families and younger consumers.”

“ t his convenience center with our new hungry h owie’s is meant to be the staple of the neighborhood,” said d haliwal. “ we’re already planning academic recognition rewards for students, partnering with nearby schools and working with local churches on outreach events.”

To learn more about Hungry Howie’s, visit HungryHowies. com For franchising opportunities, visit the Hungry Howie’s franchising page.

Tire and Automotive Maintenance Issues are “No Big Deal” for Big o t ires in New Nationwide Campaign

Big O Tires, an industry-leading tire and automotive repair franchisor and subsidiary of TBC Corporation, announced the launch of its new advertising campaign, “No Big Deal,” which showcases that even the biggest of vehicle troubles are no big deal for the experienced teams at Big O Tires.

“o ur new ads incorporate larger than life imagery, including comically oversized versions of a nail and check-engine light, to juxtapose how small things can show up as big problems for customers, but no problem is too big for Big o t ires,” said g ary skidmore, chief operating officer for Big o t ires. “a s a trusted neighborhood stop for top-quality tires and expert auto care for more than 60 years, our franchisees are dedicated to delivering above-and-beyond car care with a long list of services to help keep drivers on the road, worry-free.”

t he new campaign, available with advertisements in both English and spanish, are now playing across social media and on television, radio and streaming platforms in select markets across the United states. t he ads also highlight how Big o turns the

advantage of Pro-tec+, a comprehensive protection plan that is automatically included with the purchase of any Big o -branded tire and available for purchase with other brand-new tires at Big o franchise shops. t he Pro-tec+ plan goes beyond a tire’s standard factory warranty to help give customers peace of mind for anything they might come across while on the road.

For more information, visit www.bigotires.com.

Game On, America. Friendly Fire Announces U.S. Expansion

Friendly Fire, a premier gaming café franchise and esports hub born and based in Croatia, has announced plans to expand into the United States—marking a defining moment in the company’s growth and a major acceleration of its global vision.

t he planned expansion represents the next chapter in Friendly Fire’s evolution, bringing its social gaming café experience to one of the world’s largest and most influential gaming and esports markets. By entering the United states, Friendly Fire aims to replicate the formula that has fueled its European success while adapting to local gaming cultures and communities.

t he U. s . expansion is expected to initially launch in Florida and texas—two of america’s largest and fastest-growing gaming markets—with plans to open multiple locations across major metropolitan areas in both states over the next few years.

“ t his announcement marks a defining moment for Friendly Fire. o ur expansion into the U. s . reflects both the strength of our franchise model and our commitment to building socially engaging spaces for gamers around the world,” said founder and cEo david Kosir. “ we are all social beings. People want to play together.

Underscoring the brand’s strong momentum and international appeal, Friendly Fire currently has more than 200 additional locations in various stages of development across the United Kingdom, austria, Belgium, luxembourg, the n etherlands, Poland,

and spain. among the brand’s franchisees is one of Europe’s largest d omino’s Pizza operators.

Esports legend and global gaming icon luka “Perkz” Perkovic, who recently joined Friendly Fire’s ownership group, added, “ w hat makes Friendly Fire work is that it brings gaming back into the physical world. you’re not alone at home. you’re sitting next to friends, talking, reacting, and playing together. Expanding into the U. s . is an exciting opportunity to bring that same energy to a new audience.”

Visit www.friendlyfireesports.com.

pi ZZ a g uys Expands in Orange County with New Westminster Location

Pizza Guys, the Sacramento-based pizza franchise known for its fresh, highquality ingredients and bold flavors, is proud to announce the opening of its newest location in Westminster, California. The restaurant, located at 6476 Westminster Blvd, officially opened in January marking another milestone in the brand’s continued growth across Orange County and expanding access to Pizza Guys’ handcrafted pizzas and signature specialty menu items.

t he new westminster location is owned and operated by h ooman h orbakht, a local entrepreneur and experienced multiunit Pizza g uys franchisee who also owns a nearby Pizza g uys restaurant in l aguna woods. after seeing strong local support and customer demand at his first location, h orbakht chose to expand his footprint with a second restaurant, bringing the

same commitment to quality, service, and community involvement to westminster.

“after opening my l aguna woods location, i saw firsthand how much people appreciate great food and service that makes them feel valued,” said h orbakht. “ i am proud to be a local franchisee here in o range county and take a lot of pride in serving the community. w ith westminster, my goal is to create a place families can count on.”

d esigned to serve local families, residents, and nearby businesses, the new westminster restaurant aims to become a go-to destination for fresh, flavorful pizza made with premium ingredients in a welcoming, community-focused setting.

“ h ooman is exactly the kind of operator we look for when growing the Pizza g uys brand,” said shahpour n ejad, cEo and

co-Founder of Pizza g uys. “ h e has built a strong reputation with his l aguna woods restaurant and we are excited to see him bring that same direction to westminster. o range county continues to be a strong market for us, and we’re excited to see this location thrive.”

Visit www.pizzaguys.com.

l a m adeleine Brings Back Complimentary Bread and Jam

French-inspired bakery and café la Madeleine invites guests to “break bread” together with the return of its complimentary bread and jam at all locations, reviving a signature touch that has shaped the brand from the very beginning.

available with each order, the refreshed experience features a thoughtfully curated selection of three complimentary freshly baked breads, including signature s ourdough, 7- g rain and seasonal apple r aisin, sliced and paired with la Madeleine’s house-made strawberry and blackberry jams. g uests can enjoy the experience in the café or add bread and jam to takeout and delivery orders.

“complimentary bread and jam is one of la Madeleine’s signature touches, and we’re proud to bring it back,” said John d illon, cEo and president. “ it’s something our longtime guests have been asking for, and it’s also one of the first things people mention when they talk about la Madeleine. n ow the wait is over, and we’re excited to invite guests to break bread with us again, now with more choice and care than ever. it’s our version of that little something that makes a meal feel more complete, a simple ritual that feels generous, memorable and uniquely ours.”

d illon added, “ t he return sets the welcome from the moment guests sit down and is a clear expression of who we are at la Madeleine. it brings to life the warmth and hospitality that have always been part of our dna , from that first slice to our tomato basil soupe, salades, sandwiches and bakery favorites. and we’re just getting started, with more meaningful innovation coming this year to deepen connection, spark joy and make every visit even warmer and better.”

Visit lamadeleine.com.

t eriyaki m adness Kicks Off 2026 with Double Protein

New year, new goals… and now, even more massive bowls of awesomeness. Teriyaki Madness is starting 2026 with Double Protein, giving guests more of what they crave. The Seattlestyle teriyaki brand is launching the year with a lineup of offers designed to hit where it counts: protein, value, and highquality, fresh ingredients guaranteed to satisfy.

leading the charge is the debut of d ouble Protein, which lets guests stack their bowls exactly how they want — with up to a full pound of premium chicken, steak, salmon or tofu.

h ere’s the crazy part: teriyaki Madness’ regular protein portion already rivals what many fast casuals consider “ wow.” d oubling it means guests aren’t just getting more — they’re getting downright delicious, made-to-order, healthy bowls capable of satisfying any gym bro (or a bowl worthy of two meals for the average person).

t he launch arrives as consumers place renewed focus on health and wellness at the start of the year, particularly when it comes to protein-forward meals.

“January is when people start paying attention to what they’re eating, but they still want something that feels worth it,” said nate weir, culinary director of teriyaki Madness. “ d ouble Protein gives guests control with fresh ingredients, generous portions and bold flavors that actually deliver. it’s a straightforward way to build a meal that works for your goals while leaving you feeling good about yourself.

From January through March, teriyaki Madness is bringing back Mad dash Mondays, offering $2 off $10+ orders for curbside pickup — perfect for fast, hot meals without ever leaving the car. l ater in January, guests can enjoy Free d elivery week from Jan. 19–25, making it even easier to bring the Madness straight to their door.

teriyakimadness.com.

Factory Opens

New Arvada Location Marking Brand’s Second Store in the State

MilkShake Factory, the neighborhood dessert destination known for its handspun milkshakes and small-batch, premium chocolates, is expanding its Colorado footprint with the opening of a new store in Arvada. The new location, owned and operated by local franchisee Nathan Hackos, officially opened on Saturday, January 24, 2026, at 5324 Wadsworth Blvd., Unit C, Arvada, CO 80002.

to celebrate the grand opening, Milk shake Factory arvada hosted a special openingday promotion from 12:00 to 4:00 PM, offering buy one, get one free shakes, sundaes, and molten cups for guests who stopped by to celebrate.

t he arvada opening marks Milk shake Factory’s second location in colorado, following strong performance and enthusiastic community response at its colorado springs store. t he continued

expansion reflects the brand’s growing momentum across the Mountain west as demand rises for premium, handcrafted desserts rooted in family tradition.

“colorado has been an incredibly welcoming market for Milk shake Factory, and the success we’ve seen in colorado springs has made us even more excited to grow in the state,” said dana Edwards Manatos, Founder and cEo of Milk shake Factory. “arvada is a vibrant, communitydriven area, and nathan shares our passion for creating a place where families, friends, and neighbors can come together over something sweet. we’re proud to bring our second colorado location to life here.”

Milk shake Factory is more than just a dessert shop; it is a brand built on over a century of family tradition and chocolatemaking expertise. Founded in 1914, the company began as a small soda fountain and chocolate shop in Pittsburgh, Pa , where generations of chocolatiers crafted premium confections using time-honored techniques and the finest ingredients.

Visit www.milkshakefactory.com

m o’ Bettahs Brings Aloha Spirit Family-Friendly Dining to North Ogden

Mo’ Bettahs Hawaiian Style Food officially opened its newest location in North Ogden on Dec. 29 at 365 E 2600 N, across the street from the Northview Fire District and the North Shore Aquatic Center. Strengthening its presence in the Beehive State, this is the brand’s 37th location in Utah and its 72nd systemwide. The restaurant is surrounded by several prominent neighborhoods and shopping hubs, providing the community with convenient access to authentic Hawaiian plate lunches and the warm hospitality the founders grew up with.

a s part of its n orth o gden debut, Mo’ Bettahs invites guests to experience the brand’s aloha-driven hospitality while enjoying classic island flavors made fresh daily. g uests who join the Makana r ewards program can begin earning points with every purchase and receive a free mini

plate after their first visit, along with access to future rewards, birthday treats and exclusive offers.

in addition to dine-in and takeout, Mo’ Bettahs offers island-style catering options, including group meals and family-style bundles, making it easy to bring authentic hawaiian flavors to holiday gatherings, celebrations and community events.

“Food is part of our family story,” said Kalani Mack. “Every plate reflects how we were raised in hawai‘i and how much we value gathering together in community. g uests in n orth o gden are going to feel that connection the moment they walk in.”

Mo’ Bettahs serves classic hawaiian plate lunch with steamed rice and macaroni salad. signature dishes include teriyaki chicken, Kalua Pig, Katsu chicken and Pulehu chicken.

Founded in Bountiful, Utah, in 2008 by brothers Kimo and Kalani Mack, Mo’ Bettahs has grown from a single restaurant into a multi-state brand known for authentic hawaiian plate lunch and genuine hospitality.

Visit mobettahs.com.

oWn E r S

Major career moves don’t always require big wallets. In franchising, some of the smartest ownership opportunities aren’t about how much you can spend — they’re about how efficiently you can utilize the resources at hand. For entrepreneurs weighing their next chapter, franchises often provide an on-ramp to business ownership that’s already paved and proven.

Unlike starting a business from scratch, franchising offers a built-in value proposition that quietly saves money long before revenue ever comes in. Established branding reduces the cost of market education. Proven marketing systems avoid wasted ad spend. Refined operations shorten the learning curve. Preferred vendor relationships save mishap headaches down the road. Collectively, these advantages help franchisees sidestep the costly trial-and-error phase that can negatively impact the budget from the get-go.

Franchising doesn’t just reduce risk. Investing in a franchise reduces costly mistakes. And when budgets matter, this perk of franchising makes a huge difference.

you’re not cutting corners By Buying in Budget

There’s a subtle misconception that lower investment franchises are somehow lesser opportunities. But, in reality, affordability can truly reflect intentional design. Many franchisors today have streamlined their models to eliminate unnecessary overhead, allowing owners to focus on revenuegenerating activities instead of expensive infrastructure.

Home-based and service-oriented franchises are prime examples. Without the burden of retail leases, extensive buildouts, or large inventories, franchisees can direct capital toward growth. Really, with any business for that matter, the key to investing in a franchise is not how much

you spend on day one—but how quickly and sustainably you can grow after launch.

recession- resistance and lean overhead

Service-focused franchises continue to attract budget-conscious buyers for good reason. These models typically require minimal equipment, limited staff at startup, a vehicle or two, and straightforward operations all while delivering essential services that remain in demand regardless of economic shifts.

Gutter Brothers exemplifies this approach. As a home-based service franchise focused on gutter installation and maintenance, the model keeps overhead low while addressing a consistent homeowner need and reinforcing value by saving the homeowner from costly repairs. The company has created a welloiled machine that results in 80% of their business coming from happy customer referrals. Franchisees aren’t weighed down by storefront costs or complicated supply chains, allowing them to focus on customer acquisition and operational efficiency. Similarly, residential cleaning services such as Lily Maids illustrate how simplicity can be a strength. Cleaning franchises benefit from predictable demand, repeat customers, and scalability through additional crews rather than additional real estate. In a similar way, a pet-sitting business, such as Calling All

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

With businesses like these, franchise owners can start small, establish a local customer base, and expand service

capacity as revenue grows—all without overextending their initial investment. The value remains evident through the elimination of guesswork — as with any franchise, you’re in business for yourself, but not by yourself.

For many entrepreneurs, these types of franchises represent a practical entry point into ownership. Service-based franchises are manageable, scalable, and designed to grow within your comfort level and resource availability.

not your average Franchise model

Not all franchises fit neatly into service or retail categories. Direct sales franchises offer an alternative path to ownership for individuals who excel at relationshipbuilding and community engagement.

Heartbeat Christian News, for example, operates on a localized publishing and advertising model that allows franchisees to build revenue through sponsorships and partnerships within their communities.

With no physical storefront and limited overhead, this model demonstrates that franchising can succeed well outside traditional brick-and-mortar concepts.

Another type of franchise that could fit here is a B2B sales model. Excel Merchant Systems builds revenue through integrated POS systems, online ordering platforms, loyalty, and payment processing solutions for retailers and restaurants. This model and concept is robust against economic downturns and allows a franchisee to build recurring monthly revenue as their client base grows.

With both of these business types, you need time over money and people skills

over warehouse space. These opportunities are especially appealing to owners who value flexibility, autonomy, and community involvement while still benefiting from a structured franchise system.

access points Beyond cash on hand

Even the most streamlined franchise model doesn’t require franchisees to write a single check and just hope for the best. One of the most overlooked advantages of franchising is the breadth of funding strategies available to qualified buyers— many of which are designed specifically for franchise ownership.

From SBA-backed loans to self-directed retirement funding and blended financing structures, today’s franchisees often enter ownership by leveraging capital more strategically rather than depleting savings. These funding pathways allow buyers to preserve working capital, maintain financial flexibility, and avoid the pressure that can come from being overleveraged on day one.

Importantly, many franchise systems are built with financing in mind. Proven concepts, established unit economics, and documented performance histories make franchises more approachable for lenders than independent startups. These models are validated on multiple levels: the inspiration to franchise is rooted in prior success; the decision to develop comes from careful inspection of profitand-loss statements; and the decision to purchase represents yet another layer of due diligence by the buyer. Viewed through this lens, it becomes clear why lenders are often more willing to finance a franchise opportunity than a business built entirely from scratch.

When paired with lower-overhead models such as service or direct sales franchises, financing becomes less about stretching dollars and more about opening doors.

ownership is at your Fingertips

Whether through home-based services, direct sales models, or professional consulting franchises, today’s market offers multiple access points for entrepreneurs ready to take the leap, without biting off more than they can chew.

Finding a franchise that aligns with your budget, your strengths, and your vision for growth is key. My team and I can help guide you in the direction that best fits your needs. Find franchise resources and connect with the Franchise Marketing Systems team at www.fmsfranchise.com. If you need help navigating the franchise financing world, visit our partner Franchise Funding Solutions at www.franchisefundingsolutions.com

in S id E c hick E n S Al Ad c hick’S

Str AtEgic ExpAn S ion Acro SS FloridA

As Americans continue to seek fresh, flavorful, and community-centered dining options, Chicken Salad Chick is strengthening its footprint across the Southeast.

In 2025, we signed six new franchise agreements to expand our presence in Florida, a market that strongly reflects our brand’s commitment to warm hospitality, neighborhood connection, and made-fromscratch food that is served with heart. With an additional 13 Florida restaurants currently in development, Chicken Salad Chick is creating new opportunities for local business owners while introducing

guests to an experience rooted in consistency, care, and connection.

a growth market that matters

Chicken Salad Chick was founded less than 100 miles from the Florida state line in Auburn, Alabama. From the beginning, hospitality has been embedded in our operations as a standard for how guests are treated and how teams show up every day. When paired with a simple yet differentiated menu, that commitment to hospitality has helped Chicken Salad Chick grow from a local favorite into a fastcasual concept with a passionate national following.

At the core of that growth has been the belief that made-from-scratch chicken salad can be at the center of a dining experience that is focused on connection and community. While menus evolve and consumer preferences shift, guests continue to gravitate toward food that feels familiar and thoughtfully prepared. That balance has allowed our brand to resonate across markets while maintaining a consistent identity.

One of the country’s top markets for growth, our rapid expansion in Florida is a testament to the momentum and enthusiasm for the Chicken Salad Chick concept. The steady population growth, strong entrepreneurial communities, and

a mix of urban, suburban, and coastal lifestyles creates an environment where franchise businesses can thrive.

supporting local entrepreneurs

Each of our franchise partners shares Chicken Salad Chick’s philosophy that restaurant success starts with the people, whether it’s their team members, the guests they serve, or the community organizations they support. Investing in operators who understand their communities is a tenet of our franchise strategy. We seek partners who are not only skilled in business operations, but whose values align with Chicken Salad Chick’s mission to spread joy, enrich lives, and serve others. That approach takes shape differently in every market. On Florida’s Space Coast,

Cathy and James Brown, along with Allison and Stuart Gibson, are a family team bringing Chicken Salad Chick to residents and visitors alike with a neighborly dining destination. Holly and Chris Eakes are introducing the brand to Lakeland, where the tight-knit community is known for its strong local pride.

Franchise development has a tangible, real-world impact. Each new restaurant serves as a critical contributor to the local economy by creating jobs and offering opportunities for professional growth while also providing a welcoming place where families, friends, and neighbors can gather to connect over a meal. At Chicken Salad Chick, community engagement is part of our foundation. Our franchise partners actively support their neighborhoods by hosting fundraisers, partnering with

“ At the core of that growth has been the belief that made-fromscratch chicken salad can be at the center of a dining experience that is focused on connection and community.

”

local non-profit organizations, and collaborating with schools and food banks. From celebratory giveaways to charitable initiatives, our operators go beyond the four walls of the restaurant to strengthen the communities they serve. Ultimately, franchise growth is more than opening a new location. It’s about building lasting economic and social connections.

Building sustainable momentum

As Chicken Salad Chick continues to scale, Florida represents more than a single growth market. It’s the blueprint for how we approach thoughtful expansion into new regions, intentionally focusing on places where our brand values resonate and where demand exists for a fast-casual concept rooted in quality, consistency, and hospitality. As the brand grows, it’s important to stay true to these values that make Chicken Salad Chick unique. By prioritizing the right operators, infrastructure, and community alignment, we are laying the groundwork to set our franchise partners up for sustainable, longterm success.

Looking ahead, our expansion strategy will continue to be guided by purpose as much as performance. It’s crucial to maintain the culture and standards that have defined Chicken Salad Chick from the beginning. Each new market is an opportunity to deepen our impact economically, culturally, and within the communities we serve. By keeping people first, we can continue to build our connection to more guests and neighborhoods across the country. Most importantly, we are excited to introduce even more people to the Chicken Salad Chick experience, where every scoop of chicken salad is made with care and every guest is welcomed like family. v

c hill- n uSES

tEchnology And S EAS on Al Fl Avor S to d riv E tr AFFic

And Build loyAlty

In today’s restaurant landscape, standing still is the fastest way to fall behind. Consumer expectations evolve quickly, competition is intense, and loyalty has to be earned on every visit.

At Chill-N Nitrogen Ice Cream, we’ve learned that sustainable growth doesn’t come from a single initiative—it comes from a constant commitment to innovation and guest experience.

Two of our biggest drivers of traffic have

been operational technology and seasonal flavor innovation. Together, they allow us to operate more efficiently while creating excitement that keeps customers coming back.

Chill-N was built on liquid nitrogen ice cream, but we’ve taken that foundation much further by developing proprietary dispensing technology inside our stores. Our system, called LOLA, automates key steps in the ice cream-making process. This improves consistency, reduces waste, speeds up service, and limits employee error. We’re currently rolling out software upgrades that allow us to compare POS

orders directly with LOLA entries, giving us real-time insight into inventory accuracy and training gaps. That level of visibility protects margins and creates stronger operational discipline across our franchise system.

We’re also introducing automatic mixing modes that help stores handle rush periods with limited staffing. Instead of relying solely on employee experience, the system assists with timing and consistency, ensuring every guest receives the same quality product—even during peak hours. Our goal isn’t to replace people, but to give them better tools to succeed.

One of the biggest challenges in the custom ice cream space is speed of service. Many concepts rely on fully manual steps—hand-pouring bases, manually dispensing nitrogen, and depending heavily on individual employee skill. That often leads to long wait times and inconsistent experiences.

At Chill-N, speed is a core performance metric. We track speed of service weekly across every location and share the data system-wide. Our fastest stores are averaging just under 4.5 minutes per order, and our brand-wide goal is to keep every store under seven minutes on average. That matters because faster service means higher throughput, shorter lines, and a better guest experience.

Thanks to automation, we can produce four ice creams simultaneously—something h o W

most competitors simply cannot do. By streamlining base dispensing, nitrogen delivery, and mixing consistency, we’ve removed the heavy reliance on specialized labor. Any well-trained team member can now deliver the same high-quality product every time. We’ve managed to preserve the fun “theater” of made-toorder ice cream while operating at a speed that rivals traditional scoop shops—a rare combination in this category.

We’re also exploring deeper automation through QR integration, which would allow team members to scan orders directly into our system instead of manually entering them. That means fewer mistakes, faster service, and better labor efficiency during high-volume periods. For franchisees, that translates directly to stronger margins and smoother operations.

While technology strengthens our operations, seasonal flavors drive emotion. They give guests a reason to return and create organic social buzz around the brand. Some of our top-performing limited-time flavors include Passionfruit, Tres Leches, Pistachio, Mango, and Key Lime Pie.

Passionfruit shines during warmer months with its bright, tropical profile that keeps customers coming back for something refreshing. Tres Leches has become one of our most emotionally resonant flavors, inspired by the iconic Latin dessert. Guests often tell us it reminds them of home, creating a deep cultural connection to the

brand. Pistachio appeals to a more refined palate and consistently increases average ticket size, while Mango is universally loved across generations. Key Lime Pie, a Florida classic, honors our roots and allows us to tell a regional story through flavor.

Every seasonal launch is supported by in-store storytelling and social engagement so our team members can explain the inspiration behind each flavor. This transforms every scoop into an experience, not just a product. Limited-time offerings also create urgency. Customers know that if they don’t try it now, it may not be available next month—and that scarcity drives repeat visits and word-of-mouth marketing.

Technology has also allowed us to diversify revenue beyond walk-in traffic through catering, fundraisers, birthday parties, corporate events, and B2B partnerships. These additional channels give franchisees

new ways to drive sales and connect with their communities.

Everything we build is designed to support our operators. We’re looking to implement monthly P&L reporting and system-wide benchmarking, giving franchisees visibility into how they compare and where they can improve. Transparency builds stronger operators—and stronger brands.

Looking ahead, we’re focused on AIpowered forecasting, deeper automation, and enhanced loyalty tools. Innovation isn’t a one-time project—it’s a mindset.

At Chill-N, we don’t believe technology replaces hospitality—it enhances it. By removing friction behind the scenes, our teams can focus on what matters most: creating memorable moments for guests. Seasonal flavors keep us fun. Technology keeps us smart. Together, they drive traffic, loyalty, and sustainable growth. v

thE Bigg ES t iM pAct on Fr

Anchi SE

g ro W th in 2026? ti ME S Av E d.

Introducing a revolutionary approach to the franchise funding process…

We live in an era defined by speed. Artificial intelligence, real-time data, and digital platforms have reshaped how capital moves, how businesses form, and how decisions get made. Yet in much of the franchise industry, the sales and development process still moves at a pace that belongs to a different decade.

Even in 2026, few insiders would describe the journey from prospect to operating franchise as fast or efficient — and that gap is becoming harder to ignore.

The reasons are not hard to identify.

On one side, franchise recruitment and funding workflows have grown layered and procedural, often reflecting legacy systems rather than modern expectations. On the other, today’s candidates arrive with a very different sense of urgency, shaped by an economy where deals, capital, and information now move far more quickly. None of this diminishes the importance of proper diligence — thoughtful underwriting and franchisee qualification remain essential to long-term success. But when it comes to what will drive franchise growth in the years ahead, the most decisive variable is not branding, software, or messaging. It is time.

Reducing the distance between interest and action, between commitment and launch, will matter more to franchise systems in 2026 than any marketing innovation. Faster, more predictable pathways to ownership will translate directly into stronger conversion rates, better candidate experiences, and healthier franchise networks.

an effort to redefine What Franchise growth means

This piece is an effort to examine how a more thoughtful approach to capital can improve one of the most critical parts of the franchise sales and development process. Over more than a decade in small

business and franchise lending, I have seen what works, what doesn’t, and where unnecessary friction slows otherwise strong deals.

My time working inside Tenet Financial Group provided firsthand insight into how traditional franchise funding helps businesses get launched — but also how manual workflows, phone calls, and sequential approvals can stretch timelines and drain momentum. That experience shaped the foundation for FranchiseNow, which brings together modern technology, AI-enabled workflows, and a team with deep experience in franchise and SBA lending to move capital through the system with greater speed and clarity.

is the President of Franchise Now, Inc., a franchise funding firm focused on improving how capital moves through the franchise development process. Through its DreamStart™ Funding Program, the company uses AI-enabled workflows and real-time data to pre-qualify candidates and advance franchise fees upon execution of a franchise agreement, bringing greater accountability, control, and transparency to the path from commitment to business launch — and significantly reducing the traditional 60–120 day funding

He can be reached at sphelps@franchisenow.com.

is the variable that most often determines whether a deal ultimately closes.

“ time kills deals”

The goal is not disruption for its own sake, but a more practical, common-sense way to help qualified owners move from commitment to operating businesses — without losing months along the way.

speed the deal and Build the dream

A little over a year ago, our team set out to take a hard look at how franchise funding actually works in practice. The objective was not simply to make the process faster, but to make it structurally better — to identify where time is lost, where risk is introduced, and where the system could be redesigned in a way that benefits both franchisors and franchisees over the long term.

That work began with a clear-eyed assessment of the current environment. SBA-backed franchise loans are inherently detailed, requiring significant documentation and layered underwriting. When a file stalls or an issue surfaces late in the process, weeks — and sometimes months — can be lost. Franchise systems also vary widely in how they are evaluated by lenders, and unit-level financials are rarely interchangeable. Add to that the reality that every borrower brings a different balance sheet, credit profile, and collateral position, and many transactions require complex structuring and thirdparty compliance. None of this is wrong — but all of it consumes time, and time

Many of these dynamics are simply part of franchise finance. The need for diligence, underwriting, and compliance will not disappear — nor should it. But recognizing that reality does not mean accepting unnecessary delay. With that in mind, our team took a different approach to accelerating franchise growth, guided by a simple truth the industry knows well: time kills deals.

FranchiseNow was created around that principle. The objective was not to shortcut the process, but to rethink how it is sequenced and executed so that qualified candidates are not left waiting while momentum fades. In that sense, what we developed was less a bold experiment and more a practical response — a way to let strong deals move forward without being slowed by the limitations of traditional workflows.

the Future of Franchise Funding starts here

What if the industry stopped treating funding as a finish line and instead made it part of the starting process? By pre-qualifying candidates earlier and advancing the franchise fee once an agreement is signed, qualified owners can move immediately into training, onboarding, and the work of building their businesses — rather than waiting months for capital to clear.

Under this kind of structure, franchisees begin operating sooner, brokers and consultants are compensated more quickly, and franchisors see stronger conversion rates and earlier royalty streams.

Momentum is preserved, not lost. The experience improves for everyone involved, not because diligence has been removed, but because it has been aligned with how deals actually move forward.

When capital, commitments, and onboarding are synchronized, the result is not just faster deals — it is a healthier franchise system. And in that environment, all participants stand to benefit.

Why now…

The question is not whether the franchise funding process needs to change, but whether the industry is ready to acknowledge how much time it is losing under the current model. Across franchise development teams, lenders, and brokers, there is growing agreement that traditional funding timelines no longer match the pace at which modern franchise systems are trying to grow. Even within a process that must remain rigorous, too much momentum is still lost to delays that serve no meaningful purpose.

As the industry moves into 2026, funding is no longer a back-office function — it is a strategic lever for growth. How quickly qualified candidates can move from commitment to opening their doors now directly affects conversion rates, franchisee experience, and the long-term health of franchise brands. The systems that support that transition are evolving, and the organizations that adapt will be the ones that scale.

Our work is focused on building a funding framework that brings greater speed, accountability, and transparency to that critical window between agreement and operation. Not because it is trendy, but because the economics of franchise growth now demand it. v

htEAo c lo SES o ut 2025 W ith 36 o pE ning S And A FocuS on BE v E r Ag E innovAtion And co MM unity iM pAct

Steady expansion, a strong Q4 finish, and an ongoing investment in the guest experience

HTeaO, the nation’s leading iced tea franchise, closed out 2025 with 36 new locations, including 14 openings in Q4 alone. The strong finish capped a year defined by disciplined expansion, committed franchise partners, and continued investment in the guest experience, alongside the brand’s focus on Brewing Purpose in the communities it serves.

Throughout 2025, HTeaO broadened its national footprint with growth across Texas, Oklahoma, and New Mexico, while also entering Arizona, Tennessee and Colorado as new states. With these openings, HTeaO now operates in 11 states nationwide.

Grand opening celebrations remained a meaningful way for HTeaO to connect with new communities and welcome first-time guests. Across all openings for the year, the brand served over 11,000 free cups of tea and sold over 13,000 half-priced gallons, introducing the HTeaO experience while celebrating each community it joins.

“2025 was a year of intentional growth while remaining true to the HTeaO experience,” said Shane Clark, Chief Development Officer of HTeaO. “That momentum is a direct reflection of the strength of our franchise partners and the demand we continue to see across the country.”

He continued, “As we look to 2026, we’re planning for more than 40 openings and expansion into new markets including Scottsdale and Sarasota.”

Beyond store growth, HTeaO continued expanding what guests can enjoy from the brand through seasonal beverages, new categories, and strategic partnerships, while keeping tea at the center of the experience. The brand also continued building digital engagement after launching its new app and loyalty platform in December 2024; in 2025, HTeaO surpassed 1,250,000 loyalty accounts, averaging 38,000 new signups per month. Among the year’s standout limited-time launches was Fizzy Refreshers, a new twist on HTeaO’s popular Refresher lineup featuring Maison Perrier sparkling water. Available August 1–31, the limitedtime offering marked the brand’s first carbonated Refresher, bringing together vibrant fruit flavors, natural energy, and an effervescent finish. The Desert Pear flavor

became the most successful LTO in brand history.

HTeaO also leaned into brand collaborations that brought fresh energy to the menu. The brand partnered with poppi twice in 2025, activating across two separate campaigns that introduced flavor-forward offerings and helped drive guest excitement. In the fall, HTeaO partnered with Tony’s Chocolonely, the Dutch chocolate impact company on a mission to end exploitation in cocoa, to launch the Tony’s Chocolonely Peanut Butter Latte, blending HTeaO’s Free Rein Homestead coffee with Tony’s signature milk chocolate. That seasonal momentum carried into winter with the Snickerdoodle Latte and Peppermint Mocha, continuing to grow HTeaO’s coffee lineup with flavors built for colder-weather cravings.

To round out the year, HTeaO debuted holiday cups nationwide for the first time across all iced drink sizes, paired with limited-edition green straws to create a cohesive seasonal in-store experience, one that’s sure to turn into a tradition HTeaO guests look forward to year after year.

Community impact remained a key priority for HTeaO throughout 2025. In May, the brand’s partnership with Alex’s Lemonade Stand Foundation raised $147,311.57, funding more than 14 months of pediatric cancer research. That commitment continued in October with HTeaO’s fourth annual Round-Up campaign, which raised $150,110 for the Ryan Palmer Foundation Breast Cancer Initiative, marking the program’s most successful year to date.

“In 2025, we stayed focused on growing thoughtfully, bringing HTeaO to more communities, introducing seasonal drinks guests get excited about, and showing up for causes that matter,” said Heath Nielsen, President of HTeaO. “That same approach will carry into 2026 as we keep building on what our guests and franchise partners love most about the brand.”

With a strong close to the year, HTeaO enters 2026 focused on continued expansion, seasonal beverage offerings, and long-term community impact.

For more information on HTeaO and franchise opportunities, please visit HTeaO.com/franchise

induS triES Without r i S king it All

Deciding to leap into broader franchise expansion can expose franchisors to significant hidden risks, especially in highly regulated industries. While rapid growth is often celebrated, many high-potential brands ultimately fail because they begin to scale before their infrastructure, safeguards, and systems are ready.

Scaling in any sector requires a clear strategy, but highly regulated industries raise the stakes, demand high-level expertise, and awareness. From navigating complex compliance requirements to protecting brand reputation and building repeatable systems that can scale safely, it’s crucial that franchisors build solid operational foundations to use as they grow.

At QC Kinetix, we saw rapid growth nearly instantly, forcing our team to learn and adapt quickly as we opened new clinics and faced unexpected challenges across the country. In taking the time to transform our brand to strengthen operations, improve clinic performance, and significantly boost unit-level profitability, we can now effectively navigate scaling in a regulated industry. Building a brand

in a highly regulated industry will always involve risk, but a clear growth path, anchored by strong systems, operational discipline, and a focus on culture, can dramatically reduce vulnerability. Here are the key insights I’ve learned for scaling responsibly in high-stakes industries.

Building strong operational Frameworks for scalability

A strong operational framework is one of the biggest determinants of success or failure when a franchise begins to scale. As a franchise network expands and your brand enters new markets, cracks in the foundation will quickly appear if you do not take the time to properly prepare. This holds especially true for industries with complex or nuanced business models. Franchises that have a significant impact on public safety, consumer health, national security or economic stability generally require more regulations, designed to protect prospective franchisees and consumers. Without clearly defined systems, growth can reveal inconsistencies in operations that jeopardize brand credibility.

From a franchisor’s perspective, having a strong foundation based on transparency, operational efficiency, and a robust training and support system can create a clearer growth path. At QC Kinetix,

we’ve sharpened our focus on our service lines, solidifying our initial foundation and strengthening our reputation. We’ve also taken the time to expand our support systems to equip franchisees with tools and resources to execute more effectively, allowing them to open more clinics and grow our multi-unit franchisee portfolio. Regularly reassessing the framework of your brand, identifying potential cracks in the foundation, and making enhancements to operations for franchisees supports sustainability, minimizing risk as you move forward.

maintaining culture, Quality, and compliance When scaling

It can be easy to lose sight of the core values your brand was founded on as you expand, but these values must remain the driving force for growth. Culture, quality, and compliance are deeply connected, particularly in regulated industries where one misstep can result in fines and lawsuits, which can be difficult to bounce back from. Preserving the culture and standards that define your brand not only protects your reputation, ensuring consistent customer and franchisee experiences, but it mitigates damaging legal or financial risks.

From day one, set clear standards that align with your brand’s mission, then reinforce those standards through consistent leadership and communication. Regardless of the size of your brand, maintaining alignment around core values is essential for sustaining growth. If you believe your franchise network is straying away from

these standards, quickly intervene through additional training programs, system-wide communication, or in-person engagement. At QC Kinetix, continuous education is a cornerstone of our approach, providing franchisees with comprehensive support to reiterate our mission. A refreshed cultural alignment not only mitigates risk, but strengthens morale, bringing teams together around the customer experience and business success.

the strategic role of mentorship and centralized support

Equally as important as a strong foundation and maintained standards is mentorship. Franchising is a partnership –when one franchisee struggles, it reflects the entire system. Mentors like executive leaders, successful franchisees within the system, or professional consultants play a vital role in the long-term success of franchisees, offering guidance through operational challenges, learning from both success and setbacks.

Just because an industry may be highly regulated, it does not mean franchisees must have prior experience in that specific field. Our QC Kinetix franchisees come from all walks of life, and what enables their success is a robust support structure. On-site support, hands-on training, and continuous coaching ensure consistency and compliance across the network, mitigating risk in the long run.

It’s important to remember that scaling in a regulated industry is not about growing as quickly as possible but about growing as intentionally as possible. Investing early in strong operational frameworks, continuous education, and immersive support and guidance requires additional planning and resources before franchising a brand, but these factors are necessary to protect your brand’s culture and standards.

While regulation introduces complexity and new challenges, it also creates an opportunity to build strong brand credibility and trust with franchisees and consumers. By prioritizing infrastructure and leading a people-first mentality, franchisors can confidently scale and build sustainable brands. v

Fro M phy S ic Al thE r Apy to indoor g olF

Why I’m Building the Future of Golf on Long Island

For more than two decades, my career has been rooted in one core belief: when technology, performance, and accessibility intersect, people thrive.

I’ve spent 27 years as a licensed physical therapist in New York, helping patients restore movement, rebuild strength, and return to the activities they love. In 2008, I took a leap of faith and opened my own private practice. I started small, working

two half days a week in my first location, handling everything myself. Over time, that single office grew into something much bigger. Today, I operate 22 outpatient clinics across Long Island and Queens, with three more in development this year. That journey taught me how to scale thoughtfully, how to lead teams, and how to build businesses that serve both people and communities. It’s also what ultimately led me to indoor golf.

discovering a Bigger opportunity

Like many entrepreneurs, I didn’t set out looking for my next venture; it found me. I’ve always been drawn to technology, particularly innovations that enhance realworld experiences. When I learned more about the evolution of indoor golf and the technology behind TruGolf, it immediately resonated with me.

What really caught my attention was the company’s roots in gaming technology. As someone who spent plenty of time gaming in my younger years, especially on Xbox, I understood how powerful immersive, data-driven experiences can be. Seeing that same level of sophistication applied to golf, with realistic graphics, precision analytics, and advanced simulation, was compelling.

But this wasn’t just about golf. It was about what indoor golf could become.

the healthcare connection

My background in healthcare plays a much larger role in this business than people might expect. Many of my colleagues, doctors, surgeons, chiropractors, attorneys, and diagnostic-facility owners are passionate golfers. On Long Island, golf is part of the culture. But the reality is that outdoor golf is highly seasonal here. For eight or nine months of the year, weather conditions make consistent play difficult, and many golfers simply put the game on hold.

Indoor golf changes that.

From a physical therapy and performance perspective, golf is an incredible tool. It supports balance, coordination, posture, rotational strength, and mobility. With the

right technology, players can analyze their swing mechanics, reduce injury risk, and improve performance in ways that aren’t always possible on a traditional course. That intersection of health, performance, technology, and accessibility is where I see indoor golf truly excelling.

Why i Went all in

I originally signed on as a single-unit operator. But as I dug deeper into the concept, the technology, and the longterm vision, it became clear that this was

something much bigger. The regional developer model offered the opportunity not just to open locations, but to help build an entire ecosystem across Long Island. Today, my focus is on developing a network of indoor golf locations that serve both avid golfers and newcomers alike. Our initial rollout priorities include Westbury, Farmingdale, Dix Hills, Ronkonkoma, and Miller Place communities with strong demographics, active professionals, and a deep appreciation for the game.

This model also allows me to support other

entrepreneurs. Recruiting and mentoring franchisees, providing local operational support, and helping owners succeed at the unit level are something I take seriously. I’ve spent years building teams in healthcare, and those same principles training, accountability, culture, and systems, translate directly into franchising.

more than a game

Indoor golf today is about far more than entertainment. It’s a social hub. It’s a training environment. It’s a wellnessadjacent experience. And it’s accessible to people who may not have the time, flexibility, or physical ability to spend five hours on a traditional course.

What excites me most is how inclusive the concept can be. Beginners feel comfortable learning the game. Experienced golfers can fine-tune their performance. Friends, families, and coworkers can gather yearround in a setting that blends competition, technology, food, and community.

That’s the future I’m working toward on Long Island.

Building With purpose

Every business I’ve built has been grounded in service serving patients, teams, and communities. Indoor golf allows me to extend that mission in a new way. It’s about keeping people active, engaged, and connected, regardless of the season.

As we expand, my goal is to ensure that each location reflects the same standards that guided my healthcare career: professionalism, innovation, and a relentless focus on the customer experience. Whether someone walks in looking to improve their handicap, spend time with friends, or simply try something new, they should leave feeling energized and excited to return.

Long Island deserves a next-generation golf experience. I’m proud to be building it one location at a time. v

pro JEct lEAn nAtion i gnitES A

nAtion W id E Mov EME nt For hEAlth

Leading Wellness Franchise Fuels National Growth Through Award-Winning Franchise Opportunity

Project LeanNation, known for its innovative combination of chef-crafted prepared meals, one-on-one nutrition coaching, and intuitive technology that help individuals build healthier habits and achieve meaningful transformations, is redefining how Americans experience nutritious, convenient meals and weight loss programs through its franchise expansion.

Named a Hottest Brand of 2025 by Entrepreneur Magazine, Project LeanNation is becoming one of the most sought-after franchise opportunities in the nutrition and wellness space, driven by scalable operations, strong demand, and unprecedented expansion.

With 34 locations open and another 47 in development, the brand is looking for franchise partners in all major FL markets, Nashville, Phoenix, Boston, and Houston to lead the evolution of healthy eating while delivering products that genuinely transform the way people approach their wellness.

tackling

america’s

health crisis through nutrition and support

With nearly 75% of Americans overweight or obese, Project LeanNation is built around a mission to change the country’s health trajectory by putting proper nutrition front and center. Project LeanNation isn’t driven solely by economics; every product, program, and touchpoint supports the goal of helping individuals and families build sustainable, healthier futures.

“Our mission is to build the health of our communities by empowering individuals with support, education, technology, and nutritious meals. Being a purposedriven company does not mean being the biggest. It means being the best in terms of member value, our commitment to the client experience, and consistent, predictable growth,” said Tim Dougherty, CEO of Project LeanNation “We provide an experience in which people feel both challenged and cared for, and where transformation is a shared mission rather than a transaction.”

Project LeanNation is at the intersection of hybrid nutrition, technology, coaching, and community. This attracts entrepreneurial, mission-driven people who want

responsibility, growth, and meaningful work. Of the 34 open locations, 26 are led by female franchise partners (76%) with a mix of single & multi-unit operators.

Built for Franchise scalability and modern consumer demand

The Project LeanNation model is designed to scale, supported by centralized production, low operational complexity, and a growing consumer shift toward convenient, healthy meal solutions, all of which poise franchise partners for longterm success.

“Project LeanNation gives franchise partners the advantage of being in the booming health and nutrition space

without the complications of running a traditional restaurant. There’s no backof-house chaos thanks to a centralized kitchen that keeps operations simple and efficient,” said Brandon Hudson, Director of Growth. “Franchise partners only need a single-digit employee team to run a store, making labor easier to manage and dramatically reducing the staffing challenges that typically come with food or retail concepts.”

internally Built all-in- one operating system and proprietary packaging

Project LeanNation provides franchise partners with technology that streamlines operations and reduces the need for constant oversight. For customers, the Project LeanNation app makes healthy living simple. With just a few taps, they can order meals, schedule deliveries, track progress, and manage routines.

Meals are packaged with peel-away packaging that makes it easy to open and heat, while freeze-flashing systems preserve quality. Every meal is microwavable and flash-frozen to lock in flavor and texture, supporting a menu of chef-crafted products.

Franchise partners also build community impact through local events, success stories, and outreach programs that create jobs, promote healthier habits, and offer guidance to neighbors who need accessible nutrition.

For more information on franchising with Project LeanNation, please visit https://projectleannation.com/ franchising.

thoughtFul o utdoor lighting cAn tr An SFor M

h o S pitAlity

propE rtiES

Outdoor Lighting Perspectives Maximizes Value for Customers

Outdoor lighting serves many purposes – security, safety, comfort and aesthetics. More often than not, an outdoor lighting plan must meet these requirements simultaneously. For hospitality brands, a strong lighting scheme not only checks these boxes but also maximizes the value of a property by creating multiple uses for the same space. This is especially true for coastal properties, where outdoor activities are prioritized but available real estate is at a premium.

The team at Outdoor Lighting Perspectives (OLP) in Naples has been working with customers across Southwest Florida to design, install and maintain exceptional commercial and residential outdoor lighting. For more than 20 years, OLP has provided an outstanding level of service and support for the hospitality industry, helping differentiate a wide variety of properties.

hospitality Brands can leverage outdoor lighting trends

Hotels, clubs and restaurants fortunate enough to sit on or near the water are among the most sought-after leisure destinations. A well-executed lighting plan differentiates one property from the next, creating versatile spaces that elevate the guest stay. Visitors increasingly seek memorable “experiences,” and distinctive lighting helps property owners customize their real estate with the ambiance that keeps guests happy. Satisfied guests are more likely to socialize their satisfaction and become loyal return customers.

Advances in lighting technology over the past decade have dramatically expanded the options available to property owners and managers. Innovation continues to fuel today’s top trends, particularly in coastal environments:

• Outdoor Rooms. From cozy to grand, lighting defines spaces and guides guests from one area to the next. When paired with landscaping, outdoor lighting can create unique “rooms,” each with its own personality.

• Illuminated Structures. Architecturally interesting buildings or standalone structures such as pergolas and fences are increasingly illuminated for both aesthetic appeal and functional value.

• Layering. Gone are the days of cornermounted floodlights. Uplighting, path lights, LED accents and architectural spotlights work together to create depth and visual interest while enhancing safety and security.

• “Smart” Controls. LED technology and smartphone-based apps allow property managers to quickly and efficiently tailor lighting moods and perform routine maintenance.

• Sustainability. Materials and construction quality are top priorities, especially in coastal areas. Salt, air, wind and water intrusion can shorten maintenance cycles and equipment life spans. Sustainable materials reduce replacement costs and minimize environmental impact.

• Low Natural Impact. In Florida and other coastal states, lighting plans must follow guidelines such as low mounting heights, long wavelengths and shielded light sources to avoid disrupting sea turtles and migratory birds.

dramatic results and improved infrastructure

In the hospitality industry, lighting plays a central role in the overall guest experience. Kurt Shearer Owner and Project manager with OLP Naples, shared insight into the franchise’s recent work on two resort projects. While the projects varied widely in budget and scope, both incorporated leading lighting trends to enhance the property and elevate the guest’s stay.

At the Ritz-Carlton, Tiburón, Shearer explained that his team helped create an additional outdoor reception area at the popular, family-friendly resort.

“We worked with the hotel manager to define the area to be transformed,” Shearer

said. “The project centered on five 20foot aluminum towers. Outdoor Lighting Perspectives had the posts powder-coated for durability, and we implemented a minimally disruptive construction plan. The towers are anchored in concrete and can be removed for maintenance or when the space does not require them.”

Strings of bistro lights create a fun, playful and safe outdoor setting that families appreciate. By implementing a relatively simple system of durable structures, OLP helped transform an underutilized lawn into a defined, highly functional outdoor gathering space.

In Bonita Springs, well known for its nature preserve, OLP managed a significantly larger project for The Club at Barefoot Beach, a members-only residential community on the Gulf.

“This was a very different project,” Shearer said. In addition to entrance and clubhouse exterior lighting, OLP installed new “rooms” surrounding each of the community’s 11 pools.

“Each pool serves six to eight residences and faces the Gulf. We used a variety of lighting types to create an ambiance that matched the club’s exclusive aesthetic.” Special care was taken to minimize light pollution that could affect nearby homes as well as sea turtles and other wildlife.

lighting solutions drive Franchise success

One key differentiator OLP emphasizes is the team’s ability to solve multiple client challenges at once. For hospitality clients, lighting is a critical component of the guest experience, making vacations, special meals, golf outings and reunions much more memorable. It also plays an essential role in ensuring guests feel safe and secure in their surroundings.

“A good outdoor lighting plan has a lot to accomplish,” Shearer continued.

“We combine the latest technologies with a healthy measure of common sense to deliver customized solutions for our clients. It’s remarkable how much lighting can change the perception of an experience, and we love being part of that transformation.” v

h oW to Fin Anc E your Fr AnchiSE

As Artificial Intelligence begins to eat more and more management jobs, executives are looking to business ownership to secure their earning future. The answer, for many, is joining what Ford CEO Jim Farley calls the “essential economy”—which he defined as everything that gets “moved, built or fixed.”

Services that require humans to perform them will always be with us. The essential economy jobs aren’t glamorous: heating and A/C replacement and repair, home maintenance, plumbing, roofing, painting, car repair… but when we need those services, we can’t dial the phone fast enough. There will always be a market for home and business services. Here are some ways you can fund a service franchise if you’re considering it.

Personal or family debt. This is the OG funding source: taking out a second mortgage, a home equity line of credit, using your life insurance policy or credit cards, or borrowing from friends and family. If you have the credit rating and assets to make this work, you’re betting on yourself – no approval from strangers needed. You take all the risk and you reap all the rewards (after you’ve paid back Uncle Denny.)

But it also puts some of your future at risk. The reason I recommend franchises to people who want to own their own business is that they have a proven track record and the support of a corporation that has created a model that works. They’re much less risky than starting your own venture, but not completely risk-free, or course.

Average success rates are important, because 94% of U.S. startups fail within 5 years. Even a business that’s not a startup has a strong risk of failing: 20% fail during the first year, 50% by year 5, and nearly 66% by year 10. Those aren’t great odds, no matter how smart and hardworking you are.

Franchises have a 90% success rate overall, because they’ve already proven that the business model is profitable and meets the needs of its customers. Prospective owners are carefully screened and required to spend some time inside a franchise unit before being approved for a purchase.

Traditional bank loans and SBA loans. The 7(a) Loan Program, SBA’s primary business loan program, provides loan guaranties to lenders that allow them to provide financial help for small businesses. You can borrow up to $5 million to finance or expand a business, and you have a team of lenders on your side helping you find the right fit for your business plan.

You have to be an operating business to qualify for and you must be creditworthy enough to convince a lender to provide the funds. The qualifying process can take some time, and, for example, during the government shutdown of 2025, application approvals ground to a halt.

Funding from your own 401(k) or your IRA. The ROBS (Rollover as Business Start-Ups) program has a proven track record lasting almost thirty years. The program has helped thousands of entrepreneurs receive funding in a way that is safe, effective and legal, since it was designed in cooperation with the IRS. It’s also quick – many business owners receive their funding in as little as 10 business days.

Some entrepreneurs worry that they’re

putting their retirement at risk, but it’s a legitimate way to fund your new company without paying traditional interest and loan fees. To avoid early withdrawal penalties and preserve tax-deferred status, financial planners work with you to create a new retirement plan, taking into account your business plan. You move your existing funds (or the portion you plan to use for your business) into this new retirement plan. I’ve written an article about this process and its advantages. With this program, you become your own banker, which means you don’t start out with debt from a traditional bank.

New programs that finance service companies. The SBA has developed a new program that’s aimed at starting up homebased service companies. SOHO (Small Office Home Office) loans are designed specifically for start-ups, franchises, small businesses, and existing businesses. They are perfect for home-based franchises of all types and service businesses. Lenders will approve up to $350,000 in startup financing with only 10% down and a 10year repayment term. Traditionally, loan programs have required 20 – 25% down and required securing the loan with a personal asset, such as a home or property.

For credit-worthy applicants, this is a fast option (approval in as little as one day and closing within a couple of weeks) with relatively low costs. The only caveats are that an applicant must have a credit score of 720 or higher and be able to meet postclosing liquidity requirements.

Tax reforms, lower inflation, and a strong essential economy service industry are indicators that may make 2026 the right year for you to buy a franchise. If you’re thinking about becoming a business owner, start with my free online assessment. v

“ Franchises have a 90% success rate overall, because they’ve already proven that the business model is profitable and meets the needs of its customers. Prospective owners are carefully screened and required to spend some time inside a franchise unit before being approved for a purchase.”

Wh At ActuAlly M Ak ES

A Fr Anchi SE “ prov E n”?

the definitive answer

A franchise is “proven” only when it demonstrates repeatable unit-level success, durable economics, and long-term franchisee survivability across multiple owners, markets, and economic conditions. Popularity, rapid expansion, or rankings alone do not make a franchise proven.

After more than three decades working in franchising—as an operator, advisor, and investor advocate—I’ve learned that proven is one of the most powerful and most misunderstood words in the industry.

Why “proven” is so often misused

Many franchise buyers assume a concept is proven if it has:

• A recognizable brand

• Hundreds of units sold

• A long operating history

• Strong marketing or list rankings

These indicators may signal momentum, but momentum is not the same as investment reliability.

The real question buyers should be asking is much simpler—and much harder:

Can an average, properly capitalized owner follow this system and achieve sustainable results over time?

To answer that question objectively, buyers need more than opinions. They need a framework.

the 5 proof points of a proven Franchise

Over the years, I’ve applied the same criteria across industries, investment sizes, and economic cycles. I call them The 5 Proof Points of a Proven Franchise.

1. Unit Maturity — Not Unit Count

A high number of sold units does not prove a system.

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 Orcazee.com (Orca Franchising ), a program for elite franchise owners seeking to build portfolios and exit to private equity. 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.

A proven franchise shows:

• A meaningful percentage of locations operating three years or longer

• Units that have survived ramp-up, staffing changes, and local market challenges

• Performance beyond the early “honeymoon” phase

Early success is common. Long-term durability is not.

2. Repeatable Unit Economics

One or two exceptional operators do not prove a model.

A proven franchise demonstrates:

• Consistent financial performance across many owners

• Predictable margins within a reasonable range

• Unit economics that do not rely on extraordinary effort or unrealistic assumptions

If success requires exceptional operators, the system—not the buyer—is the risk.

3. Franchisee Survivability

Proven franchises don’t just open locations—they keep owners in business.

Key indicators include:

• Low closure and forced resale rates

• Franchisees reinvesting or expanding voluntarily

• Minimal litigation tied to unit-level financial failure

Survivability matters more than speed of growth.

4. Leadership Pattern Recognition

Strong franchise systems are led by executives who have experienced adversity. Look for leadership teams with:

• Prior franchise operating experience

• Exposure to economic downturns, not just expansion cycles

• A track record of evolving systems as the network scales

Leadership quality becomes most visible when something breaks.

5. Capital Survivability

This is the most overlooked—and most dangerous—proof point.

A proven franchise:

• Aligns startup costs with realistic revenue timelines

• Allows adequate ramp-up without repeated capital injections

• Does not rely on optimistic assumptions to reach breakeven

Many franchises fail not because the concept is flawed, but because capital expectations are unrealistic.

the economic cycle test most Buyers ignore

One of the clearest indicators of a proven franchise is how it performs outside of ideal conditions.

Truly proven franchise systems show resilience during:

• Economic slowdowns

• Labor shortages

• Rising interest rates

• Increased competition Franchises that only work when capital is cheap, labor is abundant, or demand is surging are far more fragile than they appear. Buyers should look for evidence that units remained viable—even if growth slowed—during less favorable cycles. Durability matters more than velocity.

What a proven Franchise is not

A franchise is not automatically proven because it:

• Appears on a “Top Franchise” list

• Uses celebrity endorsements

• Is expanding rapidly

• Promotes aggressive financial projections

None of these validate whether the system works consistently for real owners.

Why Buyers misjudge

“proven”

Most franchise buyers begin with the wrong first question:

“Which franchise should I buy?”

The better starting point is:

“What level of risk, time involvement, and capital exposure am I prepared to manage?”

A franchise can be proven—and still be the wrong investment for a specific buyer.

Fit matters as much as proof.

Frequently asked Questions

Is a proven franchise safer than starting a business?

Yes. Franchising generally reduces startup risk by providing tested systems, brand recognition, and support. However, it does not eliminate risk. Capitalization, execution, and franchise selection still determine outcomes.

Does franchise age matter?

Age alone does not determine whether a franchise is proven. What matters is how many units have matured successfully

and whether results are consistent across owners and markets.

Are large franchise systems always proven?

No. Size can conceal unit-level weaknesses. Some large systems experience high turnover, frequent resales, or declining franchisee satisfaction beneath the surface.

How can buyers determine if a franchise is truly proven?

By validating with long-tenured franchisees, reviewing mature unit performance trends, assessing leadership experience, and stress-testing capital

assumptions—not by relying on rankings or marketing claims.

Final takeaway

A proven franchise is not a brand.

It is not a feeling.

It is not a list position.

A proven franchise is a system that works repeatedly, predictably, and survivably for ordinary operators over time.

Understanding this distinction is what separates informed franchise investors from disappointed franchise buyers—and it is where smart franchise decisions begin. v

continuing thE Mi SS ion:

Why vE tE r An S Ar E

thriving AS r itA’S Fr Anchi SE oWnE r S

For veterans, service doesn’t end when the uniform comes off. it grows!

After nearly 5 years in the U.S. Air Force, I can attest that the traits drilled into us every day discipline, accountability, operational precision, teamwork and leadership don’t disappear when military service concludes. They become the foundation for what comes next.

For thousands of veterans, what comes next is business ownership. And increasingly, franchising has become the pathway that allows veterans to continue serving their communities while building something lasting for themselves and their families.

I know this firsthand, both as a veteran

and as someone who has spent my career supporting franchise operators across the country.

At Rita’s Italian Ice & Frozen Custard, we’ve seen how veterans can thrive inside a franchise system and elevate entire markets. Their leadership, work ethic and commitment to mission are unmatched drivers of performance.

Why veterans e xcel in Franchising

According to VetFran, 97% of franchisors say their veteran franchisees are excellent operators. That’s no surprise. The franchise model is built on playbooks, leading teams and disciplined execution the same

principles that shape every military career.

Veterans come into franchising with:

• Respect for established systems and playbooks

• Practical leadership experience

• Ability to lead and manage teams

• Comfort navigating high-pressure situations

• Operational discipline

They also bring something equally important: grit.

Opening and running a business requires long days, adaptability and resilience. Veterans are uniquely prepared for this reality.

a new chapter of service: the shivers’ story

One of the most compelling examples in our system comes from Christopher and Ashante Shivers, two U.S. Air Force veterans who opened the first-ever Rita’s in Louisiana this year.

While stationed near Washington, D.C., Rita’s became part of their family routine, a place where busy days ended in celebration and connection. When they moved back to Louisiana, their daughter kept asking for it, but Rita’s wasn’t there. That simple request sparked an idea: What if we bring Rita’s here ourselves?

That spark ignited a grand opening in Slidell that drew more than 100 guests, community leaders, local sports teams and even the mayor. The Shivers hired local teens, filled a void in the market and immediately became community anchors.

“Serving others has always been at the core of who we are.” — Ashante Shivers, U.S. Air Force veteran & Rita’s franchisee.

“Customer service was ingrained in us during our time in the Air Force. We’re bringing that same standard of excellence to every guest who walks through our doors.” — Christoper Shivers, U.S. Air Force veteran & Rita’s franchisee.

Their service didn’t end when they retired it simply moved into their community.

Why rita’s is a strong Fit for veteran entrepreneurs

The frozen desserts category is booming, especially across warm-weather regions where year-round demand is strong and Rita’s has significant White Space. Rita’s franchise system is intentionally designed with veterans in mind.

• A simple, operationally clean model

With just two core products, Italian Ice and Frozen Custard, Rita’s offers low complexity, fast training and consistent execution.

• An accessible investment opportunity

Lower startup costs and streamlined operations make Rita’s an attractive entry point into food franchising.

• A 20% franchise fee discount for qualified veterans

As longtime members of VetFran, we are committed to making franchise ownership accessible for service members transitioning into entrepreneurship.

• A brand rooted in community and celebration

Rita’s is built around joy, nostalgia and family moments. Veterans who love

aBout the author:

Lawrence Brown is Chief Development Officer for Rita’s Italian Ice & Frozen Custard and a U.S. Air Force veteran. His career spans leadership roles in franchising, development, finance and real estate strategy for major global brands. At Rita’s, he oversees franchise and real estate development, expansion strategy and the company’s nationwide growth focused on key markets, including the Sunbelt and Midwest regions.

connecting with their communities find that the brand naturally positions them as local leaders.

Look at franchising as your continuation of service. It allows you to lead teams, support communities and build something meaningful for the next generation.

If you’re considering franchise ownership, my advice is simple: Choose a brand you love and believe in. Passion matters.

At Rita’s, we are proud to support veterans through flexible business models, meaningful financial incentives and a community-centered brand that reflects the values many of us carried through our military careers.

For veterans ready for the next chapter, franchising offers a mission worth pursuing. And for many, Rita’s can be the place where service continues one guest, one team and one community at a time.

a roma Joe’s

Founded in 2000, aroma Joe’s is a local destination for handcrafted coffee and espresso drinks, unique flavor infusions, signature a J’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.

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, w isconsin, and

British sW im s chool

British swim school is a leading swim education franchise dedicated to building confidence in every stroke and safety for life. w ith over 45 years of experience, British swim school empowers swimmers of all ages and abilities with essential water survival skills that last a lifetime.

serving communities across the United states and canada, British swim school offers expert-led swim lessons through a progressive, skill-building program designed to meet swimmers where they are, whether they are just getting comfortable in the water or refining advanced techniques. lessons are held at

c amp B oW WoW

camp Bow wow is the premier dog care franchise, built upon a proven, scalable business model successfully operating for 25 years. recognized as a leader in brand awareness, we offer an emotionally rewarding and robust business opportunity through four key revenue streams: d oggy daycare, o vernight Boarding, grooming, and training/Enrichment.

t he “camplife” experience is defined by an uncompromising focus on safety and fun. d ogs

color g lo i nternational

color glo international is a world leader in restoration and reconditioning, offering patented, environmentally safe, and iso -certified products that serve automotive, residential, commercial, marine, and aviation markets. Founded in 1976, color glo has grown from eight proprietary products to more than one hundred, empowering franchisees with unmatched quality, global demand, and a system designed for long-term success.

today, color glo enters a new era of expansion under the leadership of cEo James M., cFo anthony V., 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/

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.

convenient, accessible pool locations and taught by highly trained instructors in a warm, welcoming environment.

British swim school’s inclusive approach ensures that everyone, from infants and toddlers to adults and individuals with special abilities, has the opportunity to become a safe and happy swimmer. t hrough trusted instruction and a proven method, British swim school helps families swim smarter, safer, and stronger at every age and every stage.

For more information contact a shley gundlach at: Phone: 844-576-2796

Email: goswim@britishswimschool.com website: https://britishswimschool.com/

enjoy supervised, all-day play in dedicated yards, overseen by our certified camp counselors® who are trained in pet first aid and cPr we provide pet parents peace of mind with 24/7 live-streaming webcams. w ith over 220 locations and high multiunit ownership, camp Bow wow offers a strong, established system for entrepreneurs passionate about dogs.

For more information contact Mark l . Jameson at : Phone: 214-346-5679

Email: Mark.jameson@propelledbrands.com web: www.campbowwow.com/franchising/

President Mike a ., whose combined vision, analytical discipline, and global development expertise are propelling the brand forward. w ith extensive franchise training, ongoing support, world-class r&d, and Faa-compliant processes for aviation interiors, the company continues to raise the bar for quality and professionalism.

recognized among Entrepreneur Magazine’s top global Franchises for 2025, color glo international remains committed to innovation, opportunity, and international growth. www.colorglo.com

corn W ell Quality tools company

cornwell Quality tools has been “ t he 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

c reative a rts m anagement i nc.

robodrone’s work is incredibly interesting and certainly additive to the wider conversation and growth of the digital art and nF t 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 o ffice 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

Free Way i nsurance

Becoming your own boss is a wish held by many, and franchising makes that possible. t he 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

k eys tone Financial

Key stone Financial began in 2018 and made a commitment to offer a better loan product through proprietary lending models, fairness, transparency and superior customer service setting us apart from other competitors.

Key stone franchises are dedicated to smashing stereotypes associated with the small loan lending industry and setting a new industry standard for the ethical and fair treatment of customers.

we provide small personal short-term installment loans in the amount of $200 – $5000 to customers who may

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.

time focusing on getting their job done.

o ur franchisees become the go-to source for these professionals in their communities, offering them the tools and equipment they want at competitive prices. o ur 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

Email: Franchise@cornwelltools.com https://cornwellfranchise.com/

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 island reality t V 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. t hat’s our customer trifecta. w ith 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

have limited credit histories and/or some historically slow payments. all loans are underwritten using proven models as well as ensuring the customer has the ability to repay the loan.

we are one of the only small business franchise opportunities in america in which you function as the banker. t his lending business model offers a remarkable opportunity in which you can potentially earn a high yield on your investment.

For more information contact Jody anderson at: Phone: 443-934-3066

Email: Jlanderson@keystonefranchising.com website: www.keystonefranchising.com

w ith 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 erds 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. t hat is why nerdsto g o is such a lucrative concept. w ith businesses, homeowners, and individuals continuing to rely

ohm Fitness

ohM Fitness is a franchise that provides a revolutionary fitness experience using wireless electrical muscle stimulation (EMs) technology integrated into a small group setting.

t he 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.

on technology, handling the repairs, computer service and support, and other computer services that can accompany a technologically based society seems like second nature. t his 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!

t he 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 hiit 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: d oug Payne

Phone: (480) 582-2900

Email: franchisees@ohmfitness.com

website: www.ohmfitness.com

nspectors

pillar to p ost h ome i

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.

r andy’s d onuts

Randy’s donuts: A Franchise Built on Iconic history and Fresh Opportunity

Founded in 1952, randy’s d onuts is world-famous for its giant rooftop donut and handmade treats. t he brand has grown from a southern california icon to a global sensation featured in film, t V, and pop culture. since 2015, under the Kelegian family’s leadership, randy’s has modernized operations while preserving its legacy of quality and freshness. w ith over 70 years of donut-making expertise, the brand has earned top franchise rankings and continues expanding through

r hea l ana’s Franchising s ystems, i nc.

rhea l ana’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

t he owner is focused on building a scalable locale team.

w ith 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/

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 d onuts offers a one-of-a-kind opportunity to grow with one of the most beloved brands in the world.

https://randysdonuts.com

incredible value. w ith locations nationwide, rhea l ana’s has become a trusted name in communitybased resale, combining a professional, organized shopping experience with a heart for giving back through charitable donations. o ur 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

r odi Z io g rill

Established in 1995, rodizio grill® t he 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 ervice 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.

o ur 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

s tratus Building s olutions

stratus Building solutions offers one of the most powerful Master Franchise opportunities in the industry.

ranked consistently among the top commercial cleaning franchises, stratus empowers entrepreneurs to build scalable businesses by granting exclusive regional rights to develop their own network of unit franchisees.

a s a Master Franchise o wner, you step into a proven $100+ billion industry with multiple recurring revenue streams, low overhead, and recession-resistant demand. stratus provides unmatched training, marketing,

v ictra

Victra was founded as a partnership by richard and david Balot in o ctober 1996 in w ilson, 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

Wings e tc.

Founded in 1994 in northern indiana, w ings 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 t V.

o ver three decades later, w ings 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

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.

w hether 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.

w ith 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.

technology, and back-office support so you can focus on growth, recruiting and leadership.

t his isn’t just another franchise it’s a business empire in a box. w ith more than 93 Master Franchise territories awarded across north america, stratus is changing the way ambitious professionals enter franchising, offering stability, scalability and true legacy-building potential. if you’re ready to control your future, stratus is the opportunity that puts you at the top.

For more information contact rob l ancit at: Phone: 516-551-4773

Email: rlancit@stratusclean.com web: www.stratusfranchsing.com

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. t he 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. o ur 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 t imes” over 30 years—and counting.

For more information contact g eorge Pasick at: gpasick@wingsetc.net https://wingsetcfranchise.com/