Franchising Magazine USA May 2023

VOlumE 11, iSSuE 5, 2023

On the cover: g En Erator sU pErcEntr E

pRES id E n T: colin Bradbury. colin@cgbpublishing.com

publi S h ER : Vikki Bradbury. vikki@cgbpublishing.com

E di TOR ial d E pa RT m E n T: editor@cgbpublishing.com

adVERT i S ing: vikki@cgbpublishing.com annie@cgbpublishing.com.au

Edi TOR ial TE am: Michelle Quinn rob swystun

pRO du CT i O n: usaproduction@cgbpublishing.com

dESign:

Jejak graphics. jejak@bigpond.com

Cgb publiShing canadian o ffice: sidney B.c canada

u.S. Office: 800 5th ave, #101 seattle, Wa 98104-3102 www.franchisingmagazineusa.com

VOL 11, ISSUE 5, may 2023 The magazine for franchisees • WWW.franchsingmagazineUsa com COVER STORY annOunCEmEnTS fROm ThE induSTRY RethinkingtRaining foR fRanchise success SpECial fEaTuRE senioR caRe fRanchising 4 steps to cReate YouR fRanchise cultuRe sgeneRatoR upeRcenteRProviding reliable Power SolutionS through FranchiSing fRanchising news

Welcome to our may issue of franchising magazine uSa

With an exciting packed issue this month, our front Cover features g enerator Supercenter, a franchise providing reliable power solutions through franchising. We spent some time with g lenn l eingang the Chief d evelopment Officer of franchising to learn what is powering this ground breaking brand. You can read more about this unique franchise on page 10.

a s usual we have a number of regular experts and we introduce a few new faces this issue such as, Mark Wasilefsky who is the head of t D Bank’s r estaurant Franchise g roup his topic is challenges and o pportunities Facing r estaurant Franchises. stefan Figley is the brand president of 1-800 packouts and he takes a look at training for franchise success. a hot topic at the moment is ai (artificial intelligence) g eorge Knauf digs into this subject and shows us how, with right tools you can build a outstanding business and free up some of your time also.

o ur Main Feature this issue is s enior c are Franchising. o n the feature cover we have Brightstar c are and we meet Daniel piper who has been a dedicated franchise owner and president at Bright star c are of Leesburg, Va since 2016. We discuss with Daniel the benefits of owning multiple franchise locations. t he Feature supplement has Franchisees and Franchisors from the likes of always Best c are, g riswold, american Family c are, and synergy to name just a few, plus we have our resident experts. chris conner discusses t he g olden age of s enior c are Franchises, as we all know, there are few things in life that are certain, but one thing is for sure — not one of us is getting any younger. Franchising in the s enior c are market benefits everyone and you can read more about this in our feature article. Evan hackel explores the two different types of franchise owners and h ow to r ecruit the i deal o wners for s enior c are Franchises.

o ur Veterans in Franchising supplement takes us on a journey with some great stories on franchisees who are successful business owners and love what they do. t he range of options out there for veterans is amazing and we meet a diverse range of franchises, such as petbar, atwork, clean Juice, i cryo, pancheros and n - hance to name just a few.

i really hope you enjoy reading this issue and don’t forget to take a moment to scroll thorough to our a-Z Directory at the back of the magazine. happy r eading.

SUPPLIER

proud member of the ifa: international Franchise a ssociation 1501 K street, n.W., suite 350 Washington, D.c.

Vikki Bradbury | Publisher Franchising Magazine USA

information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. opinions expressed in the articles contained in this publication are not necessarily those

of the publisher. the publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.

Women in Franchising

24 The Bar method: stephanie schon’s road to success

Franchisor in Depth

14 German Donar Kebab (GDK): gDK Blosters its global Leadership

62 The Cleaning Authority: a Lucrative investment for all

66 Kelly’s Roast Beef: the Discovery of a happy accident

Expert Advice

12 George Knauf: ai for Franchise success

16 mark Wasilefsky: challenges and opportunities Facing restaurant Franchises

20 Paul Woody: states need to Understand how cannabis regulations impact the Use of the Franchise Model

28 Stefan Figley: rethinking training for Franchise success

61 Charles Bonfiglio: Leveraging Multi Unit Franchise ownership to Maximize Future growth

64 Lucas Frey: 4 steps to create your Franchise

WAte R s e DG e WI ne RI es® Establishes New Partnerships with Family-Owned Wineries in Italy, Armenia

Waters Edge Wineries®, an innovative urban winery system bringing the cultural experience of wine to communities across the country, today announced it is expanding its international wine selection through two new partnerships.

t his spring, Waters Edge Wineries will begin rolling out an elite collection of wines from one of the most well-known wine regions in the world, tuscany, italy. in addition, in 2023, the franchise will introduce a rare collection of wines from armenia.

“ partnering with family-owned wineries from across the globe to import their outstanding wines will create another opportunity for our guests to learn more about viticulture and the winemaking process,” said Ken Lineberger, president and founder of Waters Edge Wineries. “ in the past, we’ve sourced grapes internationally to make our unique wines in-house, which we will, of course, continue to do, but through these new connections we can now also offer a selection of unique wines made in other parts of the world.”

t he first new wines to be introduced will be from the renowned Baracchi Vineyard in tuscany, italy. available now at select Waters Edge Wineries locations, these wines will be imported into the

U. s . and sold alongside in-house wine selection. Dating back to 1860, the Baracchi Vineyard, located in the rolling hills of the Valdichiana, has been producing wine for five generations. t he wines produced at the Baracchi Vineyard are an evolution of an ancient family tradition.

WatersEdgeWineries.com

tI nt Wo R lD® Continues Growth in Texas with Benbrook Location

Tint World® Automotive Styling Centers™, a leading auto accessory and window tinting franchise, announces the opening of its new location in Benbrook, Texas.

t int World® Benbrook, owned by Mike richards, offers drivers throughout the Fort Worth area premium automotive aftermarket performance and style accessories and services, including the industry’s most reliable window-tinting solutions.

richards is also the owner of t int World® locations in grapevine, texas, and rowlett, texas.

“We deliver everything automotive enthusiasts in north texas are looking for, from ultra-premium window tint, paint protection film, and nano ceramic coatings to audio and video, performance upgrades, and safety and security technology,” richards said.

“With t int World®’s comprehensive, industry-leading selection of products and services, plus our team of highly trained professional technicians and installers, customers know they can depend on us for their vehicle’s performance and styling needs.”

“Mike has shown a passion for meeting the needs of t int World® customers throughout north texas,” said charles J. Bonfiglio,

president and cEo of t int World®. “ t he success he and his team are delivering is evidence of his dedication to the community as well as a reflection of t int World®’s proven franchise system and processes. our innovation and franchisee support help t int World® owners differentiate themselves from the competition and offer unique opportunities for growth.”

https://www.tintworld.com/franchise-opportunities

Intern At I on A l Select I on

o FFI ce e VolU t I on CELEBRATES 20 YEARS OF BUSINESS AND ANNOUNCES PLANS FOR EXPANSION

Office Evolution®, a leading provider of flexible workspace solutions for entrepreneurs, small businesses, and enterprise clients, is proud to celebrate its 20th anniversary in business this year. Since its inception in 2003, Office Evolution has been committed to helping businesses of all sizes achieve their goals by providing affordable, professional, and flexible office space solutions. With 80 locations across the united States, Office Evolution has become one of the fastest-growing workspace providers in the country.

o ffice Evolution has evolved in several ways over the past two decades. Locations have grown in size and the brand has zeroed in focus on development in suburban areas with ample parking and accessibility to local businesses. o ffice Evolution has also placed a significant emphasis on culture, with a focus on community, family, and a sense of belonging for all members and staff.

“We’re thrilled to be celebrating 20 years of business and proud of the continued growth and expansion we’ve seen in recent years,” said Jason anderson, president of o ffice Evolution. “We remain committed to providing exceptional workspace solutions that help businesses thrive, and we look forward to continuing to grow and serve our members for many years to come.”

a s part of its 20th anniversary celebration, o ffice Evolution is proud to recognize franchise owners who have been with the brand since its early days. o wners such as s cott Baroway and Lisa & r olland Medrano have been instrumental in o ffice Evolution’s overall growth and success.

www.officeevolution.com

PARI s BAGU ette’s Conscious Real Estate Process Positions Franchisees for Success

The franchisor prioritizes convenience and visibility when selecting real estate to support franchisees in building the most successful bakery café possible. Paris Baguette, the bakery café franchise with more than 4,000 units globally, has quickly

become an american consumer favorite due to its made-fresh cakes, breads and pastries. a s the brand continues to grow, taking on lofty expansion goals in 2023, the corporate team is working diligently to support franchisees in optimal site selection.

r egardless of where a franchisee intends to develop their location, the corporate team has resources on hand to evaluate and select prospective locations. t hrough partnerships with both local and national real estate brokerages, paris Baguette compiles a short list of suitable sites that it then presents to the franchisee.

after evaluating the list, the owner makes a final selection and begins working on a letter of intent and lease negotiations.

t he franchisor embraces second-generation locations, which often carry a notably lower build-out cost. approximately 80% of bakery cafés are in second-generation spaces, but it is not unheard of for paris Baguette franchisees to pursue new construction in freestanding or shopping center buildings. Ultimately, paris Baguette emphasizes flexibility. With its 3.0 prototype in mind, which incorporates modernized, rich-feeling furniture, ceilings, lighting, flooring and more, the franchisor conducts a “test fit” to optimize plans prior to construction.

after drawings are put together and construction begins, staff begins training, and the bakery cafés are generally ready to open in about four months — or nine months from the time of the franchise agreement execution. t hroughout the process, and after the grand opening, franchisees have the consistent support of the paris Baguette corporate team to ensure they have the practical support necessary in addition to the franchise business model.

H t e Ao Recognized by Inc. Regionals 2023: FastestGrowing Companies in the Southwest

HTeaO, America’s largest iced tea franchise, ranked No. 59 on Inc. magazine’s fourth annual Inc. 5000 Regionals Southwest list, the most prestigious ranking of the fastest-growing private companies based in Arizona, New m exico, Oklahoma, and Texas. Born of the annual Inc. 5000 franchise, this regional list represents a unique look at the most successful companies within the Southwest economy’s most dynamic segment–its independent small businesses.

t he inc. r egionals recognizes additional up-and-coming fastgrowth companies in key regions across the country. htea o was one of 166 companies recognized for its two-year revenue growth from 2019 to 2021 and southwest expansion. htea o experienced a two-year r evenue g rowth of 240 percent.

“g rowing regionally has always been our strategy to test, perfect, and enhance our business model as we bring it to more communities across the United states,” said andrew hawes, chief Development o fficer of htea o. “We’re honored that our expansion has been recognized by inc. Magazine for our efforts expanding across the southwest region.”

t he companies on this list show a remarkable rate of growth across all industries in the s outhwest region. Between 2019 and 2021, these 166 private companies had an average growth rate of 557 percent and, in 2021 alone, they added 16,116 jobs and nearly $5.5 billion to the s outhwest region’s economy. companies based in the austin, s cottsdale and Fort Worth areas had the highest growth rates overall.

https://hteao.com/

BUDDY’s Home Furnishings

Awards

Two Locations In Washington

the youngest franchise owners at Buddy’s. Mcn eal has a blended background in manufacturing and rent-to-own, while Bocook’s prior experience is in construction and general contracting.

Buddy’s Home Furnishings, a retailer specializing in the sales and rental ownership of furniture, electronics, appliances and home accessories, has awarded two locations in Washington. The deal brings the rent-to-own retailers’ footprint to 338 locations operating nationwide.

Business partners Myles Mcn eal and Jacob Bocook of J&M Franchising will develop the two locations. Bocook said, “Buddy’s has a strong presence in the eastern United states. For us, this is an exciting opportunity to piggyback on a proven concept and pioneer new markets out west—starting with Washington.”

Both Mcn eal and Bocook are under the age of 35, making them

“ in addition to the earning potential and scalability of the business, we were both attracted to the fundamental benefits of rent-to-own,” said Mcn eal. “ it is a business based on relationships, and there is demand for it in every community. Everyone needs an affordable way to get home necessities, so we need to be there to provide it.”

since adopting the franchising model in 2009, Buddy’s has established a strong history of multi-unit success, which is why 88% of Buddy’s franchisees own multiple units.

“We’re excited to partner with Myles and Jacob on these two locations,” said Mitchell Lee, Director of Franchise Development at Buddy’s. “ t hey share in Buddy’s goal of growth and service to their respective communities, and i look forward to witnessing their inevitable success.”

BuddysFranchising.com.

FA stest-G R oWI n G AUst RAlIAn FI tness B RAn D

Unle A s H es lI m I tless Potent IA l WI t H U. s . lAU nc H

Named the fastest-growing Australian fitness brand with more than 200 worldwide locations open or coming soon, Fitstop officially announces its entry into the u.S. market this year. A leading functional fitness brand with performance, progression, technology and community at its core, Fitstop takes an athlete-inspired approach to group training with a science-backed program that blends strength, metabolic conditioning and endurance.

t his May, s anta Monica will become home to the first U. s . location of the growing franchise brand, with plans to open 10 U. s locations by the end of the year.

Unique to Fitstop, the fitness franchise combines its own proprietary technology stack with a focus on a world-class member experience. Backed by science to optimize outcomes, sessions are 50 minutes long and present a fitness fusion of four specific types of workouts offered in progression each week across the globe: Lift, perform, condition, and sweat. Fitstop, which has attracted fitness

enthusiasts, former and current athletes, leading personal trainers and prospective business owners, is also known for making community impact.

“Fitstop’s entrance into the U. s . fitness market marks a major milestone for our brand and we look forward to helping as

many people as possible to move more to live more,” said Fitstop Founder and Managing partner pete hull.

To inquire about bringing a Fitstop location to your local market, visit fitstop.fitness

Fo RD’s GARAG e , The Service Station-Inspired Restaurant, and Bozard Ford Forge A Unique Collaboration

Bozard Ford in St. Augustine, Florida, is the nation’s first auto dealership to add a Ford’s Garage restaurant franchise to its property. Car sales are growing rapidly – and the first-of-itskind collaboration for the restaurant franchise is catching everyone’s attention.

“Ford’s g arage is where the community comes to fill up on fun in an entertaining, nostalgic setting,” said s cott Estes, Vice president of Business Development & Franchise r elations for Ford’s g arage and its parent company, icon r estaurant g roup. “Being a Ford o fficial licensee and having that theme as a headliner in the restaurant’s design, offers obvious synergies for both restaurants and dealerships, and we want to expand this type of partnership in other markets.”

it’s a unique relationship that drives customer traffic organically between the dealership and the restaurant, designed like a 1920s service station. t he brand has become a dining destination throughout the country, drawing customers with its nostalgic style and hand-crafted american fare, like Burgers of Fame, named after local celebrities and community leaders.

While the company is looking to increase its stand-alone locations throughout the country with an immediate focus in the s outheast, it hopes to also attract franchisors interested in replicating the unique relationship Ford’s g arage has created with Bozard Ford.

For information on starting the franchising process, including to view the company’s Franchise Disclosure Document, visit www.fordsgarageusa.com/franchise.

g ene R ato R s upe R cente R : ProVI d ING r el IA ble Power Solut I o NS throu G h Fr ANC h ISING

When natural disasters strike or power outages occur, having access to reliable backup power is crucial. That is where Generator Supercenter comes in, offering comprehensive power solutions for homes and businesses.

With 46 locations across the United States, and another 48 territories that have been awarded and are currently in production, Generator Supercenter has become a trusted name in the industry. We spent some time with Glenn Leingang, Chief Development Officer-Franchising for Generator Supercenter to learn what is powering this ground breaking brand.

Leingang, a seasoned franchise executive

with over 20 years of experience, has been instrumental in the growth and success of Generator Supercenter. In this exclusive interview with Franchising Magazine USA, Leingang shares his insights on the franchising industry and the secrets to building a successful franchise system.

Q: How did you get involved in the franchising industry, and what inspired you to pursue a career in this field?

I cut my teeth in this industry by looking to add another revenue stream to our personal finances and looked into franchising. My wife and I decided to purchase a franchise in the restaurant industry. Neither my wife nor I had previously spent one day working in the restaurant industry. We were simply committed to executing the system we had

Glenn Leingang, Chief Development OfficerFranchising for Generator Supercenter

just invested in. We did. We eventually sold the franchise business and made some money. From that time on I became enamored with franchising. I was inspired by the idea of working with passionate entrepreneurs who were eager to build their own businesses and achieve financial independence. That’s when I knew that franchising was the right path for me. I get to make dreams come to life.

Q: What drew you to Generator supercenter, and how did you become its chief Development officer?

I joined Generator Supercenter in 2021. I was immediately impressed by the company’s commitment to providing reliable whole- home power solutions to its customers. It was clear to me after several meetings with our CEO Matthew Metcalfe and partner Steve Cruise, they were committed to being the best possible franchisor to our franchise partners. This was vital to me. I saw an opportunity to help grow the brand through franchising and worked closely with our founders to develop a comprehensive franchise system to ensure the continued growth of our brand and system. The team that has been built in the last two years is a testament to our leadership’s commitment to continue to invest to support our franchise partners.

Q: What are the challenges and opportunities facing the franchising industry today, and how is Generator supercenter adapting to these changes?

The franchising industry is constantly evolving, and it’s essential to stay ahead of the curve. One of the biggest challenges we face is attracting and retaining top-quality franchise partners who are passionate about our brand and committed to its success. To address this challenge, we have

developed a comprehensive franchise recruitment strategy that focuses on identifying the right candidates and providing them with the support they need to succeed. We have a process that is extremely intentional in helping us identify the right partners.

Another significant opportunity facing the franchising industry is the growing demand for reliable power solutions. With climate change causing more frequent and severe weather events, the need for backup power is only going to increase. We see this as an opportunity to expand our brand and provide critical services to communities across the United States and beyond. We can power the future.

Q: Generator supercenter also has a recurring revenue model, what is this?

Recurring revenue is a type of revenue that a business generates on a regular basis, typically in the form of subscription or membership fees, service contracts, or ongoing maintenance and support fees. This revenue model provides a predictable and stable source of income for businesses, allowing them to better plan and invest in their future growth and development.

One of the key advantages of recurring revenue is that it provides a strong foundation for long-term business success. Rather than relying solely on one-time sales or transactions, businesses that generate recurring revenue are able to

build a loyal customer base and establish ongoing relationships with their clients. This not only helps to increase customer retention and satisfaction but can also lead to a more sustainable and profitable business model.

Franchises that operate on a recurring revenue model, such as Generator Supercenter, can benefit greatly from this type of revenue stream. By offering ongoing maintenance and support services for their power solutions, Generator Supercenter is able to generate consistent revenue from its customers on a regular basis.

Q:

I’ve seen some of your franchise partners wearing red jackets. What is the significance of these jackets and how do they fit into Generator supercenter’s overall brand and culture?

We celebrate. We are passionate. We believe in people. This is who we are.

As our system continues to grow and develop (remember we have only been franchising since 2018). Steve Cruise said, we need to reward our franchise partners that surpass the $10mm revenue mark. It was in that moment that the Red Jackets were birthed. We currently have six partners in this category. This year we also had a partner receive an upgrade to their jacket because they surpassed the $20mm in revenue mark. Yes, we have an upgrade for the $30mm when it is reached.

“ With climate change causing more frequent and severe weather events, the need for backup power is only going to increase.”

ai fo R fR anchise s uccess

As you grow your franchise you will look for new and better ways to minimize the mundane tasks so that you can focus more time on your customers and employees.

One way they can achieve this is by implementing artificial intelligence (AI) in their operations. With the right tools, you can build an outstanding business and free up more of your own time.

You may find some open market tools that you can employ, but over time your franchise brand will likely incorporate AI tools into various systems you already have.

AI is a technology that allows machines to simulate human intelligence, which includes learning, reasoning, and self-correction. It can analyze vast amounts of data, identify patterns, and make predictions, which makes it an ideal tool for improving efficiency in franchises. Here are some ways AI can help franchises become more efficient:

Improve the customer e xperience

One of the primary ways AI can help franchises is by improving the customer experience. By analyzing customer data, AI can predict customer behavior, preferences, and needs. This can help franchises personalize their marketing and sales strategies to meet the unique needs of each customer. For example, AI-powered chatbots can provide personalized recommendations to customers based on their purchase history and browsing behavior.

www.MyPerfectFranchise.com

optimize Inventory management

Another area where AI can help franchises is in inventory management. By analyzing sales data, AI can predict future demand and optimize inventory levels accordingly. This can prevent overstocking, which can lead to waste and increase costs. At the same time, it can prevent understocking, which can lead to lost sales and dissatisfied customers. AI can also help franchises identify slow-moving items and adjust their pricing or marketing strategies to move them faster.

streamline operations

AI can also help franchises streamline their operations by automating repetitive tasks. For example, AI-powered scheduling software can optimize staff schedules based on demand and availability, reducing the time and effort required for manual scheduling. Similarly, AI-powered systems can automate payroll processing, invoice generation, and other administrative tasks,

reducing errors and freeing up time for other important tasks.

Improve marketing and sales

AI can also help franchises improve their marketing and sales efforts. By analyzing customer data, AI can identify patterns and predict which marketing and sales strategies are most effective. This can help franchises tailor their marketing and sales efforts to reach the right audience at the right time with the right message. For example, AI can analyze customer data to identify which products or services are most likely to appeal to certain customers, allowing franchises to target those customers with specific promotions.

enhance Decision-making

Finally, AI can help franchises enhance their decision-making capabilities by providing real-time data and insights. By analyzing data from various sources, including sales, customer feedback, and social media, AI can provide insights into customer behavior, market trends, and

other factors that can influence business decisions. This can help franchises make more informed decisions about everything from inventory management to marketing strategies.

However, while AI can help franchises become more efficient, it is important to note that it is not a silver bullet. AI is only as effective as the data it is trained on, and it requires ongoing maintenance and monitoring to ensure it continues to perform effectively. Additionally, AI should not be seen as a replacement for human expertise and intuition. Instead, it should be seen as a tool to enhance human decision-making and improve efficiency.

In conclusion, AI has the potential to revolutionize the way franchises operate. By improving the customer experience, optimizing inventory management, streamlining operations, improving marketing and sales efforts, and enhancing decision-making, AI can help franchises become more efficient and competitive in the market. However, it is important for franchises to carefully consider their AI strategy and ensure that they have the necessary resources and expertise to implement and maintain it effectively. By doing so, franchises can unlock the full potential of AI and stay ahead of the competition.

As an experiment I asked ChatGPT, an AI platform, to write an article on this topic. It returned a marginal product and not exactly what I requested. That said, there were some things I used from it. What was the net benefit? It saved time but it didn’t replace a human yet. For more mundane or simple tasks it might just do that.

In time, I believe we will be letting AI save us more and more time in our businesses which will improve productivity and customer service. For franchising this could be a huge benefit. AI won’t replace franchises or franchisees, it will just be a better tool for us to use.

What are the mundane repetitive tasks you would want to address first? How would they improve your business if you or one of your team didn’t have to do them?

What is your success story? Let’s go find it!

George Knauf is a highly sought after, trusted advisor to many of the top franchise ownership groups in the world. with over 25 years of experience in both start-up and mature business franchise operations he is uniquely qualified to advise individuals that have dreamed of building their own empires. whether you have an existing portfolio or searching for your first franchise, he can help you to pursue your dreams.

gd K bol Ster S it S global leader S hi P with two senio R D o M ino ’s e X ecs , to DR i V e the BR an D’s futu R e g R owth

GDK has appointed two senior executives from Domino’s to strengthen its position as the uK’s fastest-growing restaurant chain and the world’s #1 doner kebab brand.

Simon Wallis, the former International MD and, most recently, Chief Transformation Officer at Domino’s Pizza Group (DPG) UK, joins as CEO, while Robin Caley takes on the role of Chief Development Officer after excelling as Group Development Director at the pizza brand.

Simon Wallis will succeed Imran Sayeed, who has been promoted to Group CEO at Hero Brands’ F&B Division, GDK’s parent group.

Athif Sarwar, Chairman of Hero Brands, said: “As Imran advances to realise our vision for the Hero Brands Group, I’m delighted to have won over Simon and Robin to join GDK and our endeavour to grow the fast-casual brand of the future.”

German Doner Kebab, commonly known as GDK, has appointed two industry experts from Domino’s as it forges ahead with building the fast casual brand of the future.

Simon Wallis joins as CEO after 13 years at Domino’s Pizza Group (DPG), where he most recently held the position of Chief Transformation Officer. Robin Caley, following eight years at DPG where he was the CEO of both Germany and Norway and Group Business Development Director, takes on the role of Chief Development Officer.

Simon Wallis succeeds current GDK CEO Imran Sayeed, who has been promoted to the position of Group CEO at Hero Brands’ F&B division, which also includes a stable of emerging brands such as Choppaluna, Island Poke, Dirty Bones, and ‘Sides’, a concept jointly developed with YouTube superstars, the Sidemen.

Athif Sarwar, Hero Brands’ founder and chairman, said: “We are extremely pleased to be bringing in both Simon and Robin at such an exciting phase of the GDK journey. The next 12 months are going to be even bigger as we continue on our path

“ We are extremely pleased to be bringing in both Simon and Robin at such an exciting phase of the GDK journey.

”

of rapid development throughout the UK and international growth regions.” Adds Imran Sayeed, Hero Brands’ F&B Division Group CEO: “Both Simon and Robin bring significant senior industry experience, and I believe they will play a huge role as we take our brand to the next level.”

At DPG, Simon led Domino’s to become the dominant pizza brand in the UK. He drove the digitisation of the business with the launch of the brand’s first ever mobile ordering app worldwide, established flagship media partnerships to help the Domino’s brand become synonymous with ‘nights in front of the TV’, and introduced game-changing innovation such as Domino’s Stuffed Crust pizza. “I am super excited to be joining the team at GDK to lead the business through its next stage of growth, and to build on the great foundations laid by our hardworking team members and franchise partners in fulfilling our ambition to create the undisputed #1 doner kebab brand on the planet”, remarks Simon. Simon will provide a relentless focus on consistent execution of product quality, increasing the awareness of GDK’s distinctive brand identity, and enhancing collaboration with franchise partners to optimise franchisee profitability.

Robin Caley was part of the same team that shaped Domino’s dominance in the UK, having opened over 350 stores and significantly improving franchise relations

for the organisation. With respect to his new role and GDK, Robin notes: “I’ve watched the brand grow in the UK over the last few years and have really admired the proposition the team have developed. I’m delighted to join the team to drive the expansion of the brand in UK and overseas.”

This sentiment is shared by Imran Sayeed: “Through Simon’s extensive F&B background ranging from Yum! Restaurants International, to Papa John’s, to Domino’s, Simon has been able to drive explosive sales growth in the past, and I am confident he will do the same for GDK. As for Robin, I cannot imagine anyone more suitable to push forward our geographic expansion in the coming years.”

Imran Sayeed, who joined GDK in 2016 following a distinguished career and proven track record at Yum! Restaurants International, has himself been recognised by Athif Sarwar with his recent promotion: “Imran led GDK as it evolved into the UK’s fastest-growing restaurant chain. Under his leadership, the brand has celebrated numerous successes and milestones, including the 100- restaurant landmark in the UK in 2022 as well as a global expansion that delivered doubledigit yearon-year sales growth.” “His leadership throughout the pandemic saw us maintain our high-growth trajectory during a challenging time and he leaves a true legacy as we respond to huge

consumer demand throughout the globe”, he continues. “Imran will now be joining me at Hero Brands. His knowledge of the industry and energy will be critical to the success of expanding our presence in UK and international markets in building our brands of the future and developing new leaders within the group.”

Hero Brands is focused on building an ecosystem of the brands of the future. As well as German Doner Kebab, recent growth in the group portfolio includes partnering with The Sidemen – a Global YouTube collective - to launch mega food brand SIDES, the influential chicken brand taking over the world, as well as XIX Vodka, a premium drink which went viral.

Hero Brands’ estate further consists of Island Poké, the UK’s leading Poké operator; Dirty Bones, the NYC-inspired food and cocktail concept and a growing portfolio of innovative fashion, health and media brands including King Apparel, a premium streetwear brand.

Robin Caley, Imran Sayeed and Simon Wallis

“ The next 12 months are going to be even bigger as we continue on our path of rapid development throughout the UK and international growth regions.”

c hallenges an D o ppo R tunities facing Restau R ant fR anchises

If you’ve visited your favorite restaurant franchise in the past few months, you’ve probably noticed a few changes. maybe the owner has remodeled the interior or updated the décor. Perhaps new technology has been introduced for digital payments. maybe they’ve even narrowed down the menu and removed some of your go-to dishes.

These changes are quickly becoming table stakes in the industry. Nearly 60% of restaurant franchise owners are feeling a significant business impact from challenges around labor shortages, supply chain disruptions and rising interest rates, according to a survey* conducted by TD Bank, at the 2022 Restaurant Finance and Development Conference in Las Vegas, Nevada.

The reality is that most restaurants went through a major business shift in response to the pandemic, with an increase in demand for delivery and takeout options. As customers return to their pre-pandemic routines, restaurants will undergo another fundamental shift in dine-in options. The pressure facing restaurant franchise operators to remain competitive is

immense. Challenges from inflation and labor are creating compressed margins, while more investment is required to keep pace with consumer demand for digital, delivery and ever better in-store experiences.

As consumers’ expectations evolve and the economic landscape continues to shift, the changes we’re seeing today are a leading indicator of what is to come. As we look ahead to second half of 2023, brands with solid digital and delivery programs and up-to-date facilities will have a distinct advantage.

The resiliency of the restaurant franchise industry should not be underestimated – for those operators willing to think outside of the box, there is immense opportunity.

Investing for Growth

Despite concerns around inflation and the economy broadly, the survey revealed that restaurant franchise operators are eager to invest in the right opportunities and capitalize on the changing climate. In particular, operators who are financially liquid with a low balance sheet are well positioned to grab significant market share. These operators have leverage to make acquisitions, finance further development, improve operations, and invest in other enhancements that are attractive to consumers and set them apart from peers.

Increases in interest rates have changed the investment parameters for those looking to get a return – the financing decisions that made sense a year ago may not apply today or may need to be reassessed. Restaurants with weaker liquidity positions will need to be clever and resourceful with their finances, making the customer experience a top priority.

technology Driving the top line

Technology has become a key investment for restaurant franchise operators. Streamlining processes and automating operations can require a big

Mark Wasilefsky is the head of td bank’s restaurant Franchise Group, with a combined tenure of more than 20 years in both investment and commercial banking, and six years of experience as director of corporate finance for two Fortune 500 Companies.

TD Bank survey finds that although inflation is a concern across the industry, restaurant franchise operators are still looking for investment and growth opportunities.

changing mindsets About employees

When asked to describe the current labor market, an overwhelming 69% of survey respondents reported a decrease in labor quality and availability due to the current macro environment.

To address labor quality and availability, operators need to think beyond hourly pay. Employees now have different expectations: they want flexibility, they want to see value in their work, and they want to know they’ll be appreciated and treated well. Employers need to make the complete job package enticing to attract and retain employees. The shift in employee sentiment combined with the tight labor market puts pressure on employers. In many cases, operators will need to adjust their entire approach to employment to stay competitive.

Investing in the Brand

upfront investment, but the benefits far outweigh the initial costs in terms of exceeding customer expectations, market differentiation, and critical labor and operational cost savings.

The survey results revealed that in the coming year, 38% of operators plan to invest in in-store technology such as a new POS and digital signage. And 16% of respondents reported that their restaurant franchise plans to invest in alternative payment methods for speed and convenience.

In terms of top line growth, digital delivery is now an inescapable aspect of running a restaurant. Unsurprisingly, 37% of restaurant franchise operators plan to invest in mobile ordering, and an additional 23% plan to invest in delivery service of some kind. Digital delivery is quickly becoming a requirement for restaurant franchise operators – if they’re not delivering, they’re losing customers to someone who is.

opportunities to cut costs

The two largest expenses for restaurant franchise operators are occupancy and labor costs. Changing locations is a longterm solution, making labor optimization critical. Investing in software that automates team management aspects such

as schedule optimization may be worth a serious look, especially in locations that require predictive scheduling.

Menu simplification is another cost reduction opportunity. Conducting regular menu reviews is key to identifying items that are complicated, take too long to prepare, require special handling, or are ordered less frequently. Similarly, negotiating lower prices with suppliers can generate a surprising amount of savings. Although the general expectation is that commodities inflation will ease in 2023 and into 2024, it will take time before price decreases are realized on P&Ls.

In the quick service restaurant space, a growing de-emphasis on dining room service has the potential to significantly reduce labor costs. For the right brand, eliminating the dining room eliminates customer bathrooms, trash pickup and loitering as well as the employee labor required to manage these issues. On top of that, drive-thrus are highly profitable given the efficiency and minimal labor requirements, which may become more profitable with the recent development and testing of AI-driven ordering. While still in early stages, there is a considerable amount of time, capital, and effort being put into this development.

As competition continues to increase from aggressive growth of existing brands, as well as a record number of new entrants, investing in the physical space is crucial. Customers quickly make up their minds on whether they like a physical space. Keeping the restaurant clean, neat, and up to date is a critical aspect to bringing in repeat customers.

For independent and fast casual operators, protecting and nurturing the brand is non-negotiable. These establishments are woven into the fabric of their communities. Staying true to the brand ethos that operators have built with consumers over the years is vital – consumers respond positively to the brands that they know and love.

In the aftermath of the pandemic, nearly 10% of restaurants closed nationwide. There is plenty of opportunity for those that are left to expand and take market share if they’re willing to invest in the right aspects of the business and stay ahead of consumers’ changing expectations.

*Survey Methodology: This study was conducted at the 2022 Restaurant Finance and Development Conference held in Las Vegas, Nevada from November 14-16, 2022. A total of 300 restaurant franchise operators and finance industry professionals were polled.

In the Hawaiian language, Ohana translates to “family” and when it comes to opening new locations, Island Fin Poké Co. is all about creating an Ohana-like environment for the various market segments it serves.

Franchisee owners, Jodi and Frank Michienzi, have taken their location at The Villages in Florida to the next level of Ohana. At the time of their opening in 2021, Jodi and Frank’s Island Fin store, located at 2752 Brownwood Blvd, was the most successful opening to

date, demonstrating how their positive actions and consistent involvement in The Villages’ community has led them to great success and recognition.

According to Mark Setterington, CEO and founder of Island Fin Poké Co., The Villages location is one of the most successful franchises out of the current 26 operating locations. “Jodi and Frank have taken a different approach in their community and have fully immersed themselves in it– which led them into even more growth,” said Setterington. “The community really embraced our food and our concept as a whole and loved that it was owned and operated by Jodi and Frank, who live in The Villages.”

Known for its Hawaiian-style, build-yourown poké bowls that are more than just a bowl, the brand considers itself a lifestyle and built on family values. This concept

is what essentially inspired Jodi and Frank to own their Island Fin location and immediately became a part of the Island Fin Ohana.

“When we decided to buy Island Fin, we had no experience at all,” said Jodi. “The support from day one and guidance from the Island Fin Poké Co. team was integral to our success and knowledge beginning a franchise. From before we even opened, the personalized training and the way the Island Fin team supported us, stood behind us, and has always been there for us has really helped us embody the Ohana Way in our community.”

The Michienzis immediately began looking for ways to become involved and support their community, in line with the mission and values of the entire Island Fin Poké Co. brand. Since their opening, the couple has donated over 607 pounds of

food to the local food bank as well as to local schools in The Villages.

On Christmas Day, which averages around 70 degrees in Central Florida at that time of year, the couple decided to spread cheer by visiting five local fire stations, delivering Dole Soft Serve® to the first responders on duty to brighten their holiday. They shared with a local newspaper that their favorite part of the day was hearing the laughter as they left each location. They also hosted a t-shirt sale fundraiser, which raised $1,000 for the Tunnel to Towers Foundation for deserving Veterans.

“We are one with our community,” said Jodi. “Every day, every hour, we participate in each and every event which The Villages puts on [in our community]. We owe it to them, and we wouldn’t be here without their support.”

The couple plans on continuing to give back to The Villages community whenever they can, and they hope they can help support even more organizations in the future.

For more information, or if you are interested in becoming a franchisee and joining the brand’s Ohana, please visit https://www.IslandFinPoke.com/

State S need to under Stand how cannabi S regulation S im Pact the u S e o F the F ranchi S e model

As states decriminalize cannabis, the regulations they establish and enact shape the industry’s market through both intended and unintended consequences.

Critically, few state policymakers appear to consider how their regulations – such as regulations on out-of-state investment in cannabis retailers– impact brands’ ability to use the franchise model for growth and uniformity. States should consult franchise experts to understand how their regulations will foster, or impede, the ability of cannabis brands to use the franchise model, so that they can make informed decisions regarding that impact.

the benefits of cannabis franchising

States should want to encourage franchising in cannabis. Under the franchise model, experienced operators train franchisees in how to effectively operate their retail locations. By joining a franchise network, franchisees are committing to follow an established system. These characteristics would be particularly valuable in the cannabis industry – a regulated industry looking to establish legitimacy and demonstrate the ability to offer consumers consistent,

quality products and services. Franchising can also be a stabilizing model in developing markets in jurisdictions where decriminalization has recently occurred.

In Canada, where the cannabis industry is ahead of the U.S. market thanks to federal decriminalization in 2018, the franchise model has proven to be advantageous. Some of Canada’s largest cannabis retailers operate using the franchise model. There is also anecdotal evidence to suggest that franchised cannabis retailers are faring better than unaffiliated retailers, as market oversaturation in provinces such as Ontario has caused the number of retailers to decrease.

Over the last 60 years, franchising as developed into a successful growth model for a wide variety of retail industries. So, it seems inevitable that some cannabis retail brands will look to the franchise model to expand their brand presence in markets – and their brand recognition among consumers.

In the U.S., state policy makers seem unaware of how initial cannabis retail regulations impact franchising, and, as a result, have implemented regulations that create challenges for would-be franchisors. The result may be that states inadvertently and artificially limit the cannabis industry’s ability to utilize a proven growth model that is enjoyed by most other retail industries.

Many of the hurdles facing the cannabis industry will impact franchised, and nonfranchised, brands in similar ways. These hurdles include the prohibition on retailers using standard business deductions on their federal taxes, a lack of access to standard payment processing services, being shut out from major banking institutions, and, of course, the ever-looming threat of federal enforcement actions. However, some common state regulations, such as the three listed below, can have an outsized impact on a brand’s ability to use the franchise model for its expansion, but do not appear to intend to limit franchising.

Paul Woody Franchise Attorney with Greensfelder, is an experienced business attorney and litigator with deep knowledge of the compliance and business concerns that affect franchisors of all types. he works with franchisors in a variety of industries to help ensure their compliance with federal and state laws and proactively avoid disputes.

limitations on out-of-state investment

Under the franchise model, franchisees make the financial investment necessary to build an outlet that operates under the franchisor’s brand. In exchange, under most models, the franchisee keeps the majority of the outlet’s revenue, and pays the franchisor an initial franchise fee, and ongoing fees calculated as percentages of gross sales. Even though cannabis franchise systems would be expected to use this same basic model, the breadth of some state regulations prohibiting outof-state investment in cannabis retailers may prevent agreements with out-ofstate franchisors, or franchisors that are owned by residents of other states. Such regulations can be drafted to clarify that they do not seek to prohibit cannabis retailers from entering into franchising relationships that would allow local retailers to benefit from the knowledge, experience, and proven operational systems that a franchised brand would offer.

Residency requirements and restrictions on license transfers

States understandably see value in having local residents operate their cannabis retailers and take advantage of the market opportunities created by decriminalization. In other retail industries, the franchise model enables local entrepreneurs to open and operate a brand’s outlet in their community, delivering the brand’s product to local consumers, and benefiting from the brand’s operating system, advertising and promotional efforts, and purchasing power. Franchising can create similar opportunities for local entrepreneurs in communities that are creating new markets for cannabis.

However, these restrictions can also undermine the terms used in franchise agreements to protect the franchise brand and goodwill enjoyed by franchisees. For example, if the individual owner of a franchised outlet dies, or becomes incapacitated, residency requirements can interfere with the brand’s ability to step and take over ownership of the outlet while a new, local franchisee is identified to purchase the outlet. Residency restrictions can also limit a franchisor’s ability to terminate a noncompliant franchisee. Franchisors must retain the right to terminate a franchise agreement if the franchisee is not following brand standards or, say, complying with local health and safety laws. While terminations can be sources of disputes between the target franchisee and the franchisor, most franchisees want their franchisor to have the ability to exit noncompliant franchisees from the network so that they do not negatively impact the goodwill of the brand.

If residency requirements prohibit the franchisor from taking over the operations of an outlet following a termination, the franchisor may face the Hobson’s choice of either terminating a noncompliant franchisee, and losing the outlet’s presence in the market, or allowing a noncompliant franchisee to place the brand at risk through noncompliance and offering an inconsistent, or negative customer experience.

Regulations prohibiting the transfer of the local or state licenses required to operate a cannabis retail outlet can have similar impacts.

This brand inconsistency can be avoided if policy makers craft residency and licensure requirements that preserve opportunities for local citizens, while allowing

franchisors to protect the brand and the outlet if needed. However, policymakers need to understand the basics of the franchise model so that they can create regulations that achieve their policy goals – protecting the local market and retaining control of who is operating within that market – while still giving local operators the opportunity to associate with brands using the franchise model to promote their brand in multiple markets.

conclusion

Franchise experts should engage policymakers in states that are considering decriminalization to help educate them on the franchise model, and work with them to craft regulations that provide necessary protections while not inadvertently impeding brands that want to use the franchise model. Policymakers in states that have already decriminalized cannabis should work with franchise experts to understand how their regulations can be revised, or interpreted, to not interfere with efforts to utilize the franchise model. Consumers, and the market, should decide whether brands using the franchise model will succeed. However, states with policymakers who do not account for the franchise model in their regulations may be inadvertently, and unnecessarily, restricting the ability of their local brands and operators to experiment with whether this common retail model – one based on uniformity, consistency and compliance – can help create stability and success in their local cannabis markets.

g otcha coV e R e D opens second location in n ew Jersey

Gotcha Covered, a leader in custom window treatment consultation in the u.S. and Canada, announced its second location in New Jersey with the opening of Gotcha Covered of Bergen County. The home-based franchise is owned and operated by Angela and Jose Zenon.

With an emphasis on end-to-end consultations, this business will provide the best in soft and hard window treatments to homeowners in Bergen County including Teaneck, Bergenfield, Hackensack, Englewood, Tenafly, Englewood Cliffs, Alpine, Closter, Demarest, Dumont, Cresskill, Northvale, Rockleigh, Norwood and the five boroughs of New York City. The center will offer a variety of blinds, draperies, smart solutions and much more.

“Providing our clients with premium window treatment consultation is our number one goal at Gotcha Covered,” said Paul Linenberg, president of Gotcha Covered. “As we continue to grow, it is important to provide our services in locations where they will be an asset. The residents in Bergen County are going to be getting a customer experience that is second to none, and they will be able to reap the benefits provided by having a Gotcha Covered in their area.

“We are also excited to have the Zenons join our excellent franchise family. We know they will be tremendous representatives of the Gotcha Covered brand.”

Angela and Jose Zenon bring diverse career backgrounds to Gotcha Covered, from real estate to fashion. After earning an MBA in finance and real estate, Angela worked in banking and most recently led an impact investing team that helped direct capital to entrepreneurs and families in underinvested areas. She has also been an avid real estate investor over the years, owning and managing properties in several states.

Jose has had an extensive career in sales and supply chain management having worked for blue chip technology companies and major fashion retailers.

When the duo decided to join a franchise, they discovered Gotcha Covered with the help of FranNet. It was the culture and business structure of the company that drew the Zenons in from the start.

“The Gotcha Covered corporate team are just wonderful human beings, and there was an immediate trust,” said Angela Zenon. “The company is established and successful, and that was evident from the success and longevity of the existing franchisees. I also felt that purchasing a Gotcha Covered franchise was an opportunity to have an impact on people’s lives as well as the quality of life for my own family. It would bring me a certain amount of happiness to help bring out the beauty and functionality in someone’s home or business.”

Jose said joining Gotcha Covered was a fantastic way to incorporate his business management and sales experience with Angela’s vision and eye for design.

“In addition to having the opportunity to showcase our talents, Gotcha Covered also provided us with the opportunity to run the business from home with just my wife and I for the first several years and grow into a storefront with additional employees when the time is right,” said Jose. “Plus, window coverings are a $12 billion industry and growing.”

“Our overall vision for our Gotcha Covered franchise is to grow the business organically through trusted relationships in both the residential and commercial sectors. With the support of the corporate team, we know this goal will come to fruition.”

Adding 40 new franchise locations in 2022, Gotcha Covered currently has over 155 total franchises across the U.S. and Canada. The franchise has been operating under the Gotcha Covered name since 2009.

To schedule an appointment with Gotcha Covered of Bergen County, visit https://www.gotchacovered.com/bergen-county/

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.

b a x

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

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!

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

The public and policymakers need to understand

s tephanie s chon’s road to success

Stephanie Schon, president at The Bar method, has had quite the road to success. After earning her mBA from the university of Denver, she spent nearly 11 years working in supply chain and project management at a major technology corporation, then shifted gears to consulting with a specialization in project/ program management and strategic planning.

Over the years, Stephanie learned at length about the franchising world, and naturally, the industry pulled her in. She landed a role as Director of Strategy and Execution at Buffalo Wild Wings. Stephanie credits franchising as the perfect industry to utilize her consultative and execution-oriented background to help

franchisees fulfill their entrepreneurial spirit, supported with the right tools and processes to run a business successfully and seamlessly.

Over time, Stephanie decided to combine her love of fitness with franchising, and in November of 2020 joined The Bar Method.

For two decades, The Bar Method has been building stronger bodies with challenging barre workouts that infuse power into every movement. Each exercise is meticulously designed to transform the body through its high-repetition and low-impact resistance training. With elements of Pilates, yoga, and other strength training workouts, guests can experience unthinkable flexibility, totalbody definition, and metabolism-boosting endurance that lasts.

Prior to The Bar Method, Stephanie’s own fitness routine involved more high-

intensity interval training and triathlons. After discovering barre, Stephanie fell in love with her ability to hone in on the muscle and mind connection and immediately incorporated more lowimpact workouts into her routine.

“The Bar Method is rooted in kinesiology and anatomy,” Stephanie says. “It took years to create, and it’s all based in science. We’re very intentional about how we train our instructors and how they personalize instruction to our clients. Barre is about having precise movements, and we’ve seen persistent results among our members.”

Stephanie’s love for fitness resulted in The Bar Method catching her eye, but it’s the incredible support of Self Esteem Brands that inspired her to join the team. Self Esteem Brands is the world’s largest health and wellness franchisor, and is the parent company to Anytime Fitness, Basecamp Fitness, Waxing the

City, Stronger U, and The Bar Method. The mission of Self Esteem Brands is to improve the self-esteem of the world, which really resonated with Stephanie’s own emphasis on mental, physical, and spiritual wellbeing.

“The more I learned about Self Esteem Brands, the more I knew it was the place where I needed to be,” Stephanie says.

“The mission and core values to make health and self-care more accessible is something that is so important to me and a big reason why I love doing what I do. At Self Esteem Brands, we spend time daily

discussing how we’re improving the selfesteem of the world and how we’re living our values. It’s at the forefront of how we operate.”

Stephanie is accountable for the overall success and growth of The Bar Method. She works closely with all stakeholders to ensure operational excellence and consistent execution of a differentiated consumer experience to build franchisee and franchisor profitability. She measures progress against goals, such as growing consumer trial through national campaigns, guest conversion, and member engagement,

and she reviews brand successes and shortcomings to determine where the brand needs to optimize for the future.

Stephanie also oversees the brand’s innovation. Her talented development team is consistently working to create new and unique classes for members to best serve them and to create a positive experience. Thanks to The Bar Method’s creative development team, Stephanie finds testing classes to be one of the most fun and exciting parts of her day.

Of course, timing is everything –and joining the team in November 2020 presented its challenges. Under Stephanie’s leadership, the brand has been able to successfully stabilize and meet the needs of a rapidly-changing industry. As a result, The Bar Method is reaching new growth milestones and expanding its clientele in cities across the country.

Along with the impact of a global pandemic, navigating the fitness industry as a woman presents its own challenges. However, The Bar Method features an almost entirely female franchise network, which attracted Stephanie to the brand. Stephanie was honored to join a team of such inspirational and exceptional women.

While joining a team of women was an important selling point, Stephanie doesn’t let her gender hold her back. Stephanie seeks challenges, and just like joining the business during a global pandemic, Stephanie excels at finding solutions to work around life’s obstacles and uses each challenge as an opportunity to learn and grow. Her ability to adapt has allowed her to overcome many of the challenges business leaders face. She’s always up for a challenge, which has positioned her well in fitness and franchising.

Stephanie looks forward to continuing The Bar Method’s expansion in the years to come. The brand aims to reach new markets so even more people can experience the singular impact of The Bar Method workouts.

When you purchase a home that has been named “the ugliest house of the year,” the expectations of what you will be able to do with the property can raise some eyebrows, to say the least. Don Cameron, a HomeVestors franchisee, faced this situation in 2020 when they purchased a 1,035-square-foot singlestory ranch-style house in Hollywood, Florida.

the House situation

One evening, the homeowner was relaxing on the back patio of the house with a candle burning. She went into the house for something and while she was inside, the candle blew over and caught a rug on fire. Before long, the house was engulfed in flames. The fire department was called and was able to put the fire out, but what remained was devastating. There was significant smoke and structural damage to the house, making it unliveable. The homeowner did not have the time or the money to restore the house, not to mention a place to live for the many months needed, so a traditional sale of the home was not possible. The only option she had was to sell the home “as is,” which limited the people who

would consider buying a property in that kind of situation. The owner decided to call HomeVestors.

HomeVestors is known for buying distressed properties that need considerable work. The homeowner benefits because they paid for a property they might not otherwise be able to sell successfully. Meanwhile, HomeVestors commits the resources to upgrade the home and make it a saleable property. HomeVesors bears all the risk, since a fire damaged house may have many unforeseen issues. “This type of property would not normally be one we would consider due to the damage and investment required to make it liveable,” said Cameron, who owns five HomeVestors franchises in south Florida. “But the location really made us want to try.”

The property was in a popular, family-oriented community in South Broward County. Cameron’s team knew that it was perfect for families and first-time homebuyers due to its affordability and because it has some of the best public schools in the area. It is also close to some popular restaurants and community parks. For commuters to Miami, the area has convenient access to I-95 and the Florida Turnpike, making for an easy commute.

The homeowner was relieved to have a sale and the HomeVestors team got to work.

the Renovations Begin

Cameron and his team buy, fix and sell more than 200 houses a year. This project, however, was more of a rebuild than a fixup, as every area of the house required renovations.

“Before our team could even start renovations, we had to deal with permitting,” says Cameron. “There were several code compliance issues and it really pushed back our timeline for this home.” Fortunately, Cameron has a general contracting team that handles their renovation work which included pulling all the necessary permits and managing the complexities of this job. Architectural drawings were even required to satisfy the building department. When they finally got to the renovations, the list was extensive. They started by installing new electrical and plumbing throughout the home. Then there was new drywall and flooring. The entire house also had to be painted. The finishing touches included new, modern appliances and contemporary landscaping to fit with the neighborhood. In total, HomeVestors contributed a renovation investment of approximately $100,000. The property was purchased in December 2020 and was listed for sale in October 2022. It took 22 months to complete.

The house was sold to a first-time homebuyer couple with a young child. They loved the neighborhood, that it was close to schools and parks. All the hard work Cameron and his team put into the house had paid off.

some Projects Have a Deeper Impact

“We always take pride in turning what is often an eyesore into one of the nicest homes in the neighborhood,” said Cameron. “We know it’s hard for a homeowner to have a property in a situation that makes it difficult to sell, and HomeVestors is really good at being part of the solution in those cases.”

Cameron and his team did win the HomeVestors award for “ugliest house of the year,” and they celebrated by making a $20,000 donation to Habitat For Humanity.

“Habitat’s slogan is “every hand makes a difference” and we just felt that the many hands that went into this Hollywood house really did make a difference,” he said. “In many ways, it felt like we were building this house from scratch so the connection to Habitat seemed like an appropriate way to close the chapter on this project.”

Cameron is one of 1,100 HomeVestors franchise owners. He has been one of its longest-tenured franchisees, having joined the company in 2005. He has been named HomeVestors’ franchisee of the year several times, and estimates he has bought more than 1,500 homes in the south Florida area. His team includes a long-time business partner since 2008 along with his two daughters. For all involved (his staff is 12-14 excluding construction crews), the Hollywood home was a milestone in their business.

“We love being able to help revitalize communities and help increase the value of not only the home we are renovating

but all the properties surrounding it,” said Cameron. “We are beyond grateful for the amazing work that our general contracting firm is always able to do.”

Rethinking t R aining F or F r ANC hISe SuCC e SS

Launching and growing a successful franchise business requires a range of skills and expertise that few people have when they enter the industry. most new franchisees can bring experience in a particular field but depend on the franchisor and the network of fellow franchisees to develop all the tools they’ll need.

That’s why training is such an essential part of our industry. It’s critical that franchisors prepare new owners and their

employees for the variety of operations their business encompasses. It’s equally important to support the long-term success of franchise owners — and to support the overall growth of the brand — by envisioning training as an ongoing, evolving process.

Most franchise businesses offer intense training to onboard new franchisees. In many cases, new franchise owners will visit corporate headquarters for an indepth, in-person program that combines classroom and/or digital learning with simulations or other hands-on education. These programs typically include a comprehensive array of subjects, from management and hiring to operations and marketing, plus a deep dive into the specific products and services the franchise owner will offer.

This intense introduction to a franchise’s specific processes and systems plays a critical role in franchise owner success.

stefan Figley is the brand president of 1-800-Packouts, a leader in contents and personal property restoration since 2016. 1-800-Packouts is part of the Five Star Franchising platform of home service brands.

Learning the ins and outs of the business from experts in a safe environment is a crucial phase in the lifecycle of a franchise location.

Too often, however, the pre-opening session is the extent of training offered by the franchisor. Franchise owners go back to their territory or location, open for business, and try to remember everything they learned in a one- or two-week crash course.

The modern competitive market for franchises demands a more advanced, holistic approach to training. Truly effective training doesn’t end when the business opens.

Every industry evolves and changes. Most of them are transforming rapidly in the 21st century. Franchisors and franchise owners must be aware of the impact technology and trends have on their industry and adjacent fields in order to remain competitive. Anticipating and adapting to innovation is essential.

One critical method for empowering franchise owners with the knowledge and

information they need is ongoing training. As economic trends drive your franchise to adapt, it’s important to maintain open and consistent communication with franchise owners. Options include regularly scheduled one-on-one or small group meetings, a frequent email newsletter, and, when appropriate, updated or additional training. That could range from new courses added to an online learning catalog to annual onsite training sessions for indepth updates.

Communication among your network of franchise owners is just as important. The shared support among owners is a major strength of the franchise industry. Proactively encouraging and facilitating owner-to-owner connections leverages earned institutional knowledge and reduces friction for new owners.

Finally, technology can empower franchise owners and their teams on the job. Digital learning platforms serve a wide variety of functions in the modern workplace — technical support on a job site, onboarding for new employees, career advancement for existing team members, updates to

processes and systems. An easily accessible online platform that works with desktop computers, tablets and smartphones not only enables productivity and efficiency on the job, it can streamline training and ensure continuity, helping franchise owners overcome challenges in the labor market.

Comprehensive training for contents and personal property restoration

At 1-800-Packouts, our goal is to always improve our processes, improve ourselves, and improve our clients’ experience. We’re committed to training excellence. That’s why our training starts early and continues throughout the lifecycle of the business. Constant regular communication between the franchisor and franchise owner and with the owner network begins immediately and extends ongoing.

Our franchise owners experience a stateof-the-art hands-on introduction to contents and personal property restoration related to insurance claims. Our headquarters includes a fully furnished home that franchise owners and their staff inventory, pack, clean, repack and return, all according to the highest industry standards.

In addition to our unique hands-on onsite training, 1-800-Packouts has invested heavily in an online training platform for franchise owners and their employees. This digital program features short, accessible courses on our estimating and packing processes that team members can use in the field or office. It serves the vital purposes of equipping new employees for the job, upgrading the skills of current employees, providing on-the-job insights that enhance customer experience, and ensuring all team members are up-to-date on the latest industry standards and best practices. We’re always working to add relevant and timely content to make the platform more robust. Training can’t be a one-and-done proposition. Successful franchisors are always training, educating, and adapting. That doesn’t mean they’re always providing in-person instruction to franchise owners and their team members. In today’s competitive and evolving market, training is a holistic concept based on effective communication and shared knowledge.

GLOBAL expansion

Our GLOBAL CONNECTIONS are trusted operators in their markets and will enable a smooth entry into NEW TERRITORIES.

GLOBAL E xp ANSION

We can help to put your franchise system in an operational position to attract successful franchisees.

We are members of the IFA and other respected organisations.

The transition process can be daunting, but we know the trusted business and legal players who can take you through the first minefield.

Constant changes within the codes of conduct can create a massive challenge to franchise systems wanting to move outside of their established markets.

With direct experience of the North American, UK and Australian/ New Zealand Franchise markets we have been in the business of selling franchise systems direct to franchisees for over 35 years.

For an initial discussion, please contact globalpublishers@icloud.com

may 2023

t he g ol D en age of s enio R c a R e

fR anchises

laTEST n EWS in senio R ca R e

f R anchising

COVER STORY

BR ightsta R ca R e

tH e Un PARAllele D Bene FI ts

o F oW n I n G mU lt IPle FRAnc HI se

loc At I ons Un D e R o ne

In DUst RY- le ADI n G n et Wo R k

Rec R uiting the

Best owne R s fo R

You R s enio R c a R e

fR anchise

s E nior car E F ranchising

Franchisor in Depth

42 Tootl Transport: new Franchise Fills a Market Demand

48 Synergy Homecare: poised for continued growth

52 Griswold: Welcomes nationally-Known policy analyst and gerontologist

54 American Family Care: continues to grow with a commitment to Excellence and personalized service for all

56 TruBlue Total House Care: a growing home Maintenance and handyman Franchise Believes aging in place starts with a safe home

58 Town Square:

Entrepreneur Specializing in Driver Safety Opens s en I o R s HelPI n G s en I o R s® Franchise

After nearly two decades in the driver’s education industry helping seniors, Kurt Gray opened Seniors Helping Seniors® franchise, the senior homecare concept that prioritizes hiring mature adults to care for their less active counterparts in in Virginia serving Alexandria, m ount Vernon, Burke, Newington, Falls Church and Annandale.

g ray served as the Director of Driver Education at aaa club alliance for 17 years and worked for Driver training for 19 years after ten years in retail management. h e retired early and decided to open his own traffic safety business. t hat opportunity allowed him to work closely with seniors and their families and realize the 9-5 work life wasn’t for him. g ray began searching for business opportunities to pursue that would allow him to control his own schedule and provide a meaningful service to his community. n ow, he’s launching his own s eniors h elping s eniors® business to help fill the gap and bring care and companionship to the Metro springfield community. t he brand stands apart in the in-home care industry by prioritizing the hiring of active seniors to help their less active counterparts.

in addition to providing in-home care for local seniors, g ray decided to open s eniors h elping s eniors® location to provide job opportunities to a sector of the labor market that is typically overlooked: seniors themselves.

“ s eniors h elping s eniors® in-home services stuck out to me because of my past work with seniors. t he brand’s business model seemed very familiar to me, and it was meaningful work. i wanted to be able to bring my expertise to the table. With my s eniors h elping s eniors® franchise, i can do just that,” g ray said.

comFo RcAR

of Vancouver, WA Employee Recognized as 2022 Caregiver of the Year

e

ComForCare, a franchised provider of in-home caregiving services, announced the Caregiver of the year at the company’s 20th annual conference. m aryann Lakey, a ComForCare

Home Care caregiver in Vancouver, WA, was named the 2022 Caregiver of the year for her outstanding service and exemplary care. She was invited to Henderson, Nevada to attend the annual dinner and award ceremony.

“Maryann is highly skilled, extremely knowledgeable, and a team player who has consistently displayed and promoted the highest ethical standards,” said Debi Kyle, franchise owner of comFor c are in Vancouver. “ h er willingness to work overtime, her dedication to champion each client’s needs, and her compassion for caring has made her a superstar to many of her clients and to her team.

t he c aregiver of the year is a distinguished award recognizing a caregiver who exemplifies comFor c are’s core values and goes above and beyond by demonstrating extraordinary commitment to clients and families.

o ne example of Maryann going above and beyond was when she stepped in to plan a celebration for a special client turning 100 years old. o ne obstacle was to figure out how to get the client in his hospital bed to the dining area. Maryann suggested reaching out to the EM t ’s who had assisted him over the years. t hey willingly agreed to come and assist in moving his hospital bed and equipment to the party location. it was done at no charge to the family. it was a remarkable celebration that the family and the community enjoyed. Maryann has a whole roster of clients who continually look forward to her visits.

For more information on ComForCare, visit www.comforcare.com.

cAR ePAt R ol Named a Top 50 Franchise for Women by Franchise Business Review

markets and to ensure the well-being and care of their clients.”

Franchise Business r eview (FBr), a franchise research firm that performs independent surveys of franchisee satisfaction, provides the only rankings of franchises based solely on actual franchisee satisfaction and performance. Franchise Business r eview publishes its rankings of top franchises in its annual g uide to today’s top Franchises, as well as in quarterly reports throughout the year that rank the top franchises in specific sectors.

c arepatrol was among 322 franchise brands, representing over 8,100 female franchise owners, that participated in Franchise Business r eview’s research on the top Franchises for Women.

CarePatrol, the nation’s largest senior care solutions organization, was identified by Franchise Business Review as being one of only 50 franchises to qualify as a 2023 Top Franchise for Women.

“Being acknowledged as a leading

franchise for women and knowing that franchisees have a high level of satisfaction within the system is extremely satisfying,” said Becky Bongiovanni, co-founder and brand president of c arepatrol. “o ur team is dedicated to equipping our franchise partners with the necessary tools and resources to excel in their respective

c arepatrol’s franchisees were surveyed on 33 benchmark questions about their experience and satisfaction regarding critical areas of their franchise systems, including leadership, training & support, financial opportunity, and work/life balance.

To learn more about CarePatrol, visit www.CarePatrol.com/franchising

comFo RcAR e/At Yo UR sID e Home cAR e Named a Certified 2023 Great Place to Work in the United States and Canada

and their hard work and dedication is critical to ensuring client satisfaction.

ComForCare, a franchised provider of inhome caregiving services, has recently received the honor of being named one of the 2023 Best Workplaces™ by Great Place To Work® in the united States and Canada. This marks the third consecutive year ComForCare has earned this prestigious certification in the u.S. and the second year in a row in Canada.

t his award confirms the positive

workplace culture comFor c are/at your side franchisees have cultivated, as well as the brand’s emphasis on helping others live their best lives.

“ it’s an honor to be certified on the Best Workplaces in the U. s . and c anada list for consecutive years,” said J.J. s orrenti, cEo of Best Life Brands, parent company to comFor c are/at your side h ome c are.

“c aregivers are at the heart of our mission,

g reat place to Work, the global authority on workplace culture, certifies employers based on how fairly employees are treated. in addition, companies are assessed on how well they create an exceptional employee experience that cuts across race, gender, age, or any other aspect of an employee’s character or role.

Earning g reat place to Work certification proves that a company has an excellent employee experience, validated by their own staff. certification is entirely based on what employees say, especially how consistently they experience a high-trust workplace. Being certified™ provides a company with a literal badge of excellence.

t he u npa R allele D Benefits of owning Multiple fR anchise locations u n D e R o ne i n D ust RY- lea D ing n etwo R k

I have been a dedicated franchise owner and President at BrightStar Care of Leesburg, VA since 2016. I have established my location as a leading home care provider in the Leesburg area and am thrilled to have the opportunity to expand my business within the BrightStar Care franchise system.

I just took the plunge and am opening sixteen new BrightStar Care franchise units across Maryland, D.C., Virginia, and West Virginia. With this expansion, I am increasing my home care portfolio within BrightStar Care’s trusted network which delivers proven superior clinical outcomes for clients and multiple revenue streams for franchisees. For entrepreneurs and franchise owners looking to take their franchise investments to the next level, operating multiple units within the same network is a surefire way to ensure the prosperity and longevity of your franchise footprint.

the benefits of owning multiple franchise locations

With multiple franchise locations, comes multiple streams of revenue for your business. Now that I have expanded into sixteen new territories, I am increasing my return which means I have more capital to invest in my business operations, my employees, and service offerings for my clientele.

By owning multiple agencies, I also increased my overall market share across several states and now have the

Multiple Brightstar Care Franchisee Daniel Price

opportunity to provide competitive paying, highly skilled healthcare jobs for eligible Registered Nurses, nurses, caregivers, and administrative and support staff in several communities. I am thrilled to bring an abundance of new jobs to the communities of Harrisburg, VA, Winchester, VA, Gainesville, VA, Woodbridge, VA, Waldorf, MD, St Mary’s, MD, Upper Marlboro, MD, Washington, DC, Gaithersburg, MD, Burtonsville, MD, Bethesda, VA, Hyattsville, MD, Rockville, MD, Morgantown, WV, and Charleston, WV with my newly established home care agencies. Each new agency provides a higher standard of quality care to new seniors, families, and individuals in need of home care services in these communities.

How to decide the right market to expand your franchise into.

After acquiring my first BrightStar Care location, I quickly developed a firm grasp on the home care market and the demographics of individuals who would benefit from and require home care. As

an expert in the home care franchising, I used the successful recipe I established in Leesburg to launch my new agencies and expand the territories I operate in. My ability to successfully train and hire new healthcare staff who can deliver a higher standard of care, also helped guide my decision to expand my franchise footprint.

When expanding your franchise, one of the first things to do is to identify regions that need your services. For me, I found regions where there was a lack of home care or healthcare options that were up to the same standards of service as BrightStar Care. I also considered the number of seniors and families in the area who would potentially need home care services or who are eligible to receive care in the home.

Additionally, when entering a new territory, it is important to understand the overall demographics of the region you are targeting. Do your research and consider what competitors exist in the territories you’re looking to break into. Identify who your ideal consumer is and how you will reach them in this new market. Once you’ve secured details about demographics and reach, consider how you will maintain client loyalty for the long haul so you can become the provider of choice for your intended audience in that market.

Why I chose Brightstar care to grow my franchise footprint and expand my investment

I have experienced and have found so much value in being a BrightStar Care franchise owner and am passionate about being a member of an organization that provides high-quality care to people’s loved ones. The brand’s high standards and nearly network-wide Joint Commission accreditation was also a major value proposition for me and are the main reasons why I chose to invest further in the franchise concept. BrightStar Care is a proven model that drives results for franchisees, employees, and clients across the board.

A home care franchise is a recessionand pandemic-proof business model, which has proven invaluable during the turbulent times we have experienced over the last three years. Home care services are in high demand regardless of the world’s climate and especially important with the US population of seniors rising. As I diversify my agencies’ skilled care offerings there’s always a strong consumer need.

I am passionate about growing my business within the BrightStar Care franchise network. Now owning seventeen franchise locations across three states, I will make strides to continue to expand my footprint in the coming years. This expansion has been a lucrative business decision and has already had a positive impact on the new communities I am serving. Through heightened brand recognition I am already establishing my home care agencies as the employer of choice for dozens of new healthcare workers and the provider of choice for new families across the seven territories I’ve entered.

“ When expanding your franchise, one of the first things to do is to identify regions that need your services.

“ With multiple franchise locations, comes multiple streams of revenue for your business.

t he g olD en age of s enio R c a R e fR anchises

Get Your Hands on Hands-on care

Schedule flexibility with recurring monthly revenue sounds like a dream come true for any business owner. In-house senior care franchises can give you just that. These concepts can vary in the exact types of services they offer, but, for the most part, will offer 24/7 in-home care.

Mercy Works, a franchise based out of Kentucky, also offers specialized dementia and Alzheimer care, plus overnight services. Franchisees gain RMR thanks to their membership plans. All services are non-medical, making overhead lower with high margin services.

There are few things in life that are certain, but one thing is for sure — not one of us is getting any younger. more than 1 in 6 Americans are aged 65 years or older, over 17%, and that number is continuing to climb.

Around 80.8 million Americans will hit senior status by 2040, with all of the Baby Boomer generation hitting that golden 65 number by 2030. The U.S. is growing

grayer than ever thanks to increased access to healthcare, medical advancements, and an overall increase in life expectancy to just over 77 years old.

For franchising, senior care is a hot market that benefits everyone. As the numbers indicate, there is a huge, growing need for hands-on care, patient advocacy, better living options, general living assistance, and transition services. Lucky for us, there are several different senior-centric franchises out there to invest in.

the Power of a Home

A growing trend in the U.S. are homelike environments that allow senior adults to live within a neighborhood and in community with other residents without the staleness or negative connotation of a nursing home. Why take the services to a senior individual when you can bring them to you?

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

Avendelle Assisted Living, an all-inclusive, customized senior living experience that was first launched in 2005, curates residential properties and turns them into multi-resident homes, complete with 24/7 staff and care. Places like this have an attractive profit potential due to less employee turnover and long-term clientele. As an added element to this type of franchise, buyers are building a robust real estate portfolio simultaneously.

Geriatric care management services

What goes on behind the scenes of the life of a senior adult, especially one with ongoing health issues and multiple medical visits, can be very overwhelming. Enter

— Geriatric Care Management. One of the companies leading the charge in this field is Premier RN Geriatric Care® This franchise provides its clients with advocacy during medical visits, support for socialization, distant family care, insurance policy review, relocation assistance, and other related services. Not only does this business work great on its own, but it can be an add-on to many other senior-focused businesses.

making life easier and safer

Around 84% of senior adults are wanting to age in place; adding a few upgrades to keep life easier and safer is key. There are various franchises out there that give their clients products to choose from to customize the house for a better fit. The Oakley Home Access Franchise is one such franchise that has a huge product line and service selection that will aid its clients in maintaining their independence and staying in their homes as long as possible. They offer full bathroom remodels, home modifications, wheelchair ramps, elevators, stairlifts, patient lifts, and other custom installations. This is a simple-to-operate model that can be operated from home and scales easily.

Investing in a senior care franchise can be extremely profitable, but this industry also has a wonderful element of positivity. These companies are investing in the mental, physical, and emotional care of their clientele, aiding the generations

before us in tangible, life-changing ways. All of the aforementioned franchises will continue to grow in demand and franchise buyers can feel good about helping others.

If you are looking for a senior care business of your own, Franchise Marketing Systems can help. Our team has helped over 700 businesses franchise and has helped connect hundreds of eager entrepreneurs with a business that is right for them.

Start the conversation by visiting us at www.fmsfranchise.com, emailing us at info@franchisemarketingsystems.com, or giving us a call at 800.610.0292.

AlwAys Best CAre’s FrAnChisee sAmAnthA loy hAs A pAssion For helpinG others

Samantha Loy is a local business owner with a passion for providing quality care to seniors in North Carolina’s Triad area. She has been immersed in the Always Best Care business – one of the leading senior care franchise systems in the United States, since 2012.

Samantha started her senior care journey when she began working at her mother’s Burlington, NC location, which is now Always Best Care of Alamance.

When the opportunity arose to carry on the family business by purchasing that territory in 2017, she didn’t think twice. Since then, she has expanded her business and acquired two additional Always Best Care businesses in central North Carolina,

one servicing Chapel Hill and Durham, and the other in Greensboro and High Point.

Loy’s dedication to providing quality care to seniors has been a driving force in her success. She believes that every senior deserves to live with dignity and independence and that her business can help make that a reality. Through her hard work and dedication, Loy has built a team of more than 170 caregivers who are committed to providing compassionate and personalized care to their clients.

Loy’s dedication to serving others does not end with providing care and comfort to seniors – she also is dedicated to helping others progress their entrepreneurial dreams within the business by mentoring employees who are interested in transitioning to a franchise owner. Loy is a shining example of employee turned owner and is adamant in her belief that being an employee and learning the ins and outs of the business – including perfecting all roles such as scheduler, recruiting, accounting, and more – have helped her succeed as a franchise owner. As Loy worked hard to master each of these “behind the scenes” roles, she also recognized that the responsibility of being the owner of a business comes hand-andhand with becoming the face of a business. This motivated Loy to ensure that she was also coached in marketing and community relations so she could showcase her services and effectively reach the local

community, with her best foot (and face) forward.

Another key to Loy’s success has been her focus on building strong relationships with both her clients and caregivers. She understands that the success of her business depends on the trust and loyalty of her clients, and she works hard to build and maintain those relationships. She also knows that her caregivers are the heart and soul of her business, and she makes sure to provide them with the support and resources they need to provide top-notch care.

Loy also prides herself on her leadership style and abides by the motto that “change is necessary for success.” Although there is not always comfort in change, she believes that change is vital to running a successful business. Loy’s open-door policy encourages her team members to share their opinions and speak up if they believe an operation could be more efficient. That alone has set Loy apart from others in the franchise system. According to Loy, “you have to find what works by being open to change.”

Loy’s expansion into the Chapel Hill, Durham, Greensboro, and High Point areas is a testament to her business acumen and

her commitment to the community. She saw an opportunity to expand her business and provide more seniors with the care they need, and she took action to make that happen.

As she continues to grow her business, Loy remains committed to her core values of compassion, respect, and dignity. She knows that every senior she serves deserves to be treated with kindness and understanding, and she works hard to make sure that her team is providing the highest level of care possible.

Samantha Loy is a local business owner who is making a real difference in the lives of seniors in her community. Her commitment to providing quality care and building strong relationships has earned her the respect and admiration of her clients, caregivers, and the community at large. As she continues to carry on her entrepreneurial dreams by expanding her business, she’s excited to further her commitment to serving the seniors in her community and beyond.

“ Samantha’s commitment to providing quality care and building strong relationships has earned her the respect and admiration of her clients, caregivers, and the community at large.”

t ootl tr Ansport:

n ew Fr A n C hise Fills A

mA rket Dem A n D to provi D e

ACC essi Ble t r A nsportAtion For All

As the aging population in the country continues to grow exponentially, so does the need for non-emergency medical transportation (NEmT) services.

To meet this demand, Tootl Transport is planning to provide the country with reliable wheelchair accessible rides by opening franchises nationwide.

the Inspiring story Behind tootl transport

While working within the NEMT services industry in the early 2000s, Michelle Dacy was troubled by her observations that most NEMT businesses were focused more on quantity of rides instead of quality of service and customer care. Harnessing her entrepreneurial spirit, Dacy decided to do take control of the steering wheel. In 2012, she formed her own wheelchair

accessible transportation company in Chicago, putting passenger compassion and quality customer service above all else.

As positive reviews spread, Dacy’s NEMT business grew each year in revenues, with dozens of nursing homes, rehab centers, schools and individual families booking recurring rides across the entire Chicagoland area. Each day, Dacy felt inspired knowing the business was improving lives and filling a much-needed service in the community. Her husband, Tom Dacy, joined the business to help her continue to expand across the area.

Then, one fateful day in March 2020 while chatting during a walk with Debra Vilchis, her friend since childhood, Dacy confided to Vilchis a vision to take the business national. Her goal was to improve as many lives as possible by providing access to quality and reliable transportation for people of all abilities across the country. Vilchis – having 24 years’ experience in the franchising sector and serving

“ According to Insight Partners, the U.S. non-emergency medical transportation market is expected to nearly double from over $8.6 million in 2021 to $15.5 million by 2028. This growth is attributed to the country’s increasing aging population and an expanding need for routine medical treatments and care.

as president of a well-known franchise public relations firm – connected Dacy with franchise industry veterans Steve Greenbaum and Brad Fishman to help turn her dream into reality.

Franchising e xperts see High Demand, Recognize a Gem

Greenbaum and Fishman were impressed with Dacy’s business model. With no direct competitors at the national brand level,

strong growth potential, and low-overhead in the booming NEMT sector, they dove in to become investors and advisors. Their first move was a rebrand to the catchy name Tootl Transport. Next, in January of 2021, they launched a corporate-owned Tootl Transport in Milwaukee, WI. During the past two years, the Milwaukee location exceeded all business expectations – even during the peak of COVID and under the most challenging external economic conditions.

According to Insight Partners, the U.S. non-emergency medical transportation market is expected to nearly double from over $8.6 million in 2021 to $15.5 million by 2028. This growth is attributed to the country’s increasing aging population and an expanding need for routine medical treatments and care.

Tootl fills this demand, offering specialized transportation services to anyone (youths, adults and seniors) with temporary or permanent mobility or cognitive challenges, transporting them safely anywhere they need to go, including doctor appointments, rehabilitation sessions, school, grocery shopping, family gatherings and more. Tootl also partners with hospitals and residential facilities, bringing residents and patients to and from appointments and family gatherings.

„Our niche is providing transportation with exceptional service standards for people of all abilities,” Michelle Dacy said. “This is what everyone wants for their loved

ones. We are grateful for the opportunity to expand this much-needed service to people everywhere, and blessed to have the backing of franchising experts like Steve and Brad to help us make it happen.”

Franchising opportunity:

In February of 2023, Tootl announced the offering of franchise opportunities in select markets around the country. The strategy is to grow with single and multi-unit franchisees who have an entrepreneurial spirit, great interpersonal and organizational skills and a strong desire to serve their communities. Experience in the health care industry is a benefit, but not required. Including the franchise fee, the initial investment for a Tootl single territory franchise is between $78,400-$97,400.

With Tootl team’s decades of experience in NEmT, healthcare and franchise industries, Tootl franchisees will receive robust initial and ongoing training and full-on marketing and operations support at every level. In addition, franchisees will be able to simply operate nearly every aspect of their business with Tootl Go, the franchise brand’s proprietary online business management system that’s under development. Franchisees will also benefit from a great work-life balance and organizational culture.

“We are extremely proud of the fact that we live by our core values; Trust, Respect, Empathy, and Kindness, which spells out TREK,” michelle Dacy noted. “We chose these values because each one is important to us as it relates to our customers. Even more, a trek can be a difficult journey. Our goal is to take the difficulty out of the journey — especially for those that live with difficulties every day.”

“ We are grateful for the opportunity to expand this much-needed service to people everywhere, and blessed to have the backing of franchising experts like Steve and Brad to help us make it happen.

Rec R uiting the Best owne R s fo R You R s enio R c a R e fR anchise

Recruiting the right owners for a senior care franchise can be a challenging task. While passion for caring for people is important, it is equally crucial to find owners with the necessary business skills and experience to run the franchise successfully.

In this article, we will explore the two different types of franchise owners and how to recruit the ideal owners for senior care franchises.

There are two kinds of franchises, and each one attracts a different kind of owner.

Pure business franchises attract owners whose main concern is to make a large and secure income. Their goal is to buy a franchise that provides the biggest possible financial return on their investment. And there is nothing wrong with that.

Passion-based franchises attract owners who have a deep personal commitment to what their franchise does. These passion-based owners come in many forms. They could be people who love fashion and who want to stock their shelves with trendy clothes and interact with customers who are equally passionate about clothes and fashion trends. Other passion-based owners could be yoga practitioners who want to own and operate a yoga franchise, committed early childhood teachers who want to own tutoring businesses, or musicians who want to operate a music school. And some passion-based owners want to own franchises that serve aging people. (Perhaps they discovered this passion while they were caring for aging members of their own families.)

Let me stress that I am not judging members of either of those groups. There is nothing wrong with choosing a franchise

that promises a large income stream, or long-term stability. Nor is there anything wrong with people who want to own a business that allows them to live out their personal passions or deep beliefs.

And sometimes, the right franchise cuts across both categories, allowing passionate people to enjoy substantial financial returns and security. Or conversely, the right franchise can become a personal passion for people who started out only wanting to make a lot of money. There is nothing wrong with being either kind of buyer. The fact that franchises are owned and operated by both kinds of owners makes the whole franchise world more varied and interesting.

Recruiting owners for Your senior care Franchise

There are many kinds of franchises that serve the needs of seniors and their families. There are franchises that simply

serve as counselors and help families find the best options for home and residential care for older members of their families. There are franchises that provide

caregivers who will provide in-home care. There are other franchises that specialize in medical and senior transportation. There are also franchises that take on the role

of case workers; they coordinate multiple aspects of caring for an aging relative –transportation to medical appointments, delivery, and set-up of home medical equipment, and more.

The ideal owners for these franchises are passionate about caring for people. But in my experience, hiring people only for their passion or desire to help people can be a mistake. Yes, you want people with a personal commitment to your mission. But remember that, if possible, they should also have business skills and/or prior experiences that will help assure they will be capable business owners and managers. While the passion of certain prospective owners can make you believe they are the best possible owners of your senior care franchise (which they might be), remember that in most cases, franchises succeed because of the operational expertise of their owners, not because of how excited they might be.

So my advice is to, yes, hire for passion. But at the same time, recruit owners who will run their businesses capably. During your selling process:

• Mentor and coach prospective owners so they understand the hard skills they will need to succeed.

• carefully screen possible owners and assess the full range of their business experiences.

• encourage possible owners to meet with your current franchise owners at their places of business, so they develop a realistic – not romanticized – picture of what owning one of your franchises will be like.

• develop excellent training programs and let prospective owners take them before they become owners. Once these future owners take training, they will develop a realistic outlook that blends passion with practicality.

The result will be a balanced owner who has what it takes to succeed.

Pure business franchises

evan hackel, entrepreneur, Author, speaker, Podcaster

As author, speaker and evan 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, is author of the book Ingaging leadership Meets the Younger Generation, and is a thought leader in the fields of leadership and success.

evan is the Ceo of Ingage Consulting, delta Payment Systems and an advisor to tortal training. reach evan at ehackel@ingage.net, 781-820 7609 or visit www.evanhackelspeaks.com

Passion-based franchises

consi D e R ations w hen Bu Y ing a s enio R c a R e fR anchise

A staggering 10,000 people are turning 65 on a daily basis, a trend poised to continue until 2030 and beyond. This means that millions of families are going to face the difficult and emotional decision of finding the right care solution for their aging loved ones.

At Best Life Brands– a holding company that includes ComForCare and At Your Side, premier franchised providers of home care; CarePatrol, the nation’s largest franchised senior care solutions organization; Blue Moon Estate Sales, the leading estate sale franchise in the U.S., and Boost Home Healthcare, dedicated to providing superior in-home nursing, therapy, and home care services– we are committed to meeting this demand by continuing to grow each of the brands in our portfolio. Because we know the need for our solutions is great, and we know our solutions will help, we are urgent about finding ways to help more people open our brands in their local markets, so

we can help more and more families. Working in the senior care industry can be incredibly fulfilling with the opportunity to make a meaningful impact on the lives of seniors and help them to maintain their independence and dignity. However the work can be incredibly challenging too, so here are few considerations when deciding if owning a senior care franchise is for you.

Passion for making a Difference

The senior care industry is not just a business; it is a community of people dedicated to providing care and support to our most vulnerable population and ensuring they are treated with dignity and respect. This is an important responsibility, and one we do not take lightly across our network of franchisees. Those who work in the senior care industry have the chance to develop intimate relationships with seniors and their families, providing emotional support, companionship and solutions. Being part of this industry is

“ Working in the senior care industry can be incredibly fulfilling with the opportunity to make a meaningful impact on the lives of seniors and help them to maintain their independence and dignity.

an opportunity to do meaningful work and make a real difference in people’s lives, and should be the guiding force behind a decision to buy a senior care franchise. Tamara Franks knew she wanted to be in a business that made a difference. She chose ComForCare (operating as At Your Side Home Care in Houston) because of the ability to make a lasting impact on the lives of seniors and their families.

“This business makes you realize that everyone is special,” she says. “It’s extremely rewarding to own a business that is capable of meeting such an incredible need and to be part of a brand that recognizes that everyone is valuable. You have the full support behind you every step of the way.”

Jennifer LoBianco

continual training and support

Most senior care franchises offer training and support to franchisees, but it’s important to understand how comprehensive this is not just when starting the business, but ongoing through the business lifespan. Each of our brands offers a proven business model, exceptional resources and continual help with financing, operations, marketing, technology and HR. We also have innovative programs that set us apart from the rest of the industry, like DementiaWise®, a program that engages and enhances the lives of people with various forms of dementia, helping them to remain independent for as long as possible while providing support and education for the family. And with labor shortages a prevalent issue, ComForCare offers an extensive program that helps to hire and retain trusted caregivers.

Additionally, our marketing team continues to provide game-changing resources for our franchisees including a one of a kind educational podcast for seniors, family members and anyone helping the senior adult to better navigate and handle the challenges of aging, as well as launching franchisee marketing tool kits to assist with referrals.

This ongoing support becomes crucial to ensuring a healthy and profitable business.

Franchisee satisfaction across the system

In the early stages of a franchising journey, peers are the best resources. Before beginning the franchise application and disclosure process, ask for a list of current franchisees to speak with. Personal conversations with people who have gone through the process before can provide valuable insight about their success, fulfillment and strategies.

Ask these owners what they love about their business, what challenges they face and whether they would make the same decision over again.

“One of my most important goals when I started CarePatrol is I wanted to find a way to be connected with my community. But,

I also had financial goals and I’ve more than surpassed that goal,” says Michelle Graf, CarePatrol owner of Green Bay, WI. “It’s been amazing and I’ve been able to do that without sacrificing my personal life. I have time for my family and children.”

If a franchisor is uncomfortable connecting prospects with current franchisees, that’s a red flag.

As the baby boomer generation continues to age, the senior care industry will only accelerate, and owning a franchise in this space can provide a meaningful career as well as an excellent investment opportunity. At Best Life Brands, our mission is to help our franchisees and the clients in their communities live their best lives. For more information about franchise opportunities visit www. bestlifebrands.com/franchiseopportunities.

“ It’s extremely rewarding to own a business that is capable of meeting such an incredible need and to be part of a brand that recognizes that everyone is valuable.” - Tamara Franks

synerG y home CAre poise D For Contin U e D G rowth

Believe it or not, the rise of the home care industry dates back more than 75 years, way before there actually was a home care industry. That’s because home care is growing and maturing in step with the aging Baby Boomer population. Just as they have done at every phase of their lives, those born between 1946-1964 have redefined American life–and they are doing it again as they approach aging and retirement.

The oldest Boomers are now 77 years old, and 10,000 more turn 65 each day. In just a few short years, more than 70 million Americans will be aged 65 or over. Not only are they retiring to new locales with a desire to be near their children and

grandchildren, but they have brought about the phenomenon of ‘aging-in-place’. AARP reports that nearly 90% of those aged 65+ want to remain in the comfort of their own homes as they age. This creates an evergrowing demand for home care solutions, accompanied by increased societal awareness and appreciation of caregiving.

In fact, President Biden recently proclaimed April 2023 National Care Workers Month and encouraged Americans to celebrate the many contributions of care workers to our country.

“Across America, care workers help raise our children, assist seniors as they age with dignity, and support people with disabilities — giving families peace of mind and making it possible for millions of Americans to earn a paycheck while their loved ones are safe and secure,” said President Biden. “These unsung heroes

strengthen our communities and form the backbone of our nation’s economy.”

SYNERGY HomeCare, a leader in the home care industry’s growth and evolution, is well positioned to meet these growing needs. Based in Tempe, AZ, the company has been the fastest growing national franchisor in home care for the past three years running, with more than 210 franchisees operating in more than 450 territories across the U.S.

The brand was recently recognized as one of Entrepreneur’s Fastest Growing Franchises. The ranking identifies the franchisors with the greatest unit growth in the U.S. and Canada. The fastestgrowing accolade follows the home care franchisor’s inclusion on the 44th annual Entrepreneur’s Franchise 500 in January 2023.

“Earning a spot on both Entrepreneur rankings is a highly sought-after honor in the franchise industry because it recognizes outstanding performance including unit growth, financial strength and stability, and brand power,” said Charlie Young, SYNERGY HomeCare CEO. “Ranking amongst the fastest

growing enterprises across all franchise industries reflects how we have built a compelling and highly competitive value proposition for franchisees.

“Growing a franchise system is rooted in attracting strong franchisees, but it’s also about the marketing, training, collaboration and partnerships we provide that help our local franchisees succeed and grow,” Young said. “We have all of that, plus a unique operating platform where our franchisees have access to technology and up-to-the minute information that allows them to hire outstanding caregivers, grow their client base, and enhance relationships with local referral partners.”

SYNERGY HomeCare was founded in 1999 and was among the first to offer services to those in need, regardless of age or ability, as well as to do pre-employment background checks on each and every in-home caregiver. The company began franchising in 2003. Young joined in 2020 to lead the company in the next chapter of accelerated growth.

“Charlie brings invaluable experience leading other large franchisors across all facets of the business, from operations and marketing, to recruiting, retention and training,” said Mike Steed, Chief Growth Officer for SYNERGY HomeCare. “We are attracting high-quality, compassionate entrepreneurs that are excited to enrich their own lives as much as those they serve in their local communities,” he added.

Jenn Chasteen, Chief Marketing Officer at SYNERGY HomeCare, dubs this impact ‘the SYNERGY Effect,’ which is the focus of the brand’s integrated national marketing campaign.

“Our franchisees and their care teams make a positive impact and are propelling lives forward in so many ways, including

those of our clients, their families, and our professional caregivers. It’s a ripple effect and we’re proud to see it grow every day,” shared Chasteen.

SYNERGY HomeCare Chief Partnership Officer Rich Paul noted that SYNERGY HomeCare is taking a leadership role within the home care industry by rolling out dedicated programming to address the evolving needs of the nation’s aging population. This includes a variety of education and outreach efforts supporting family caregivers on topics including:

• Veterans care: The vast majority of SYNERGY HomeCare franchises are contracted with the VA, allowing veterans to use their VA benefits to gain access to the highest quality home care.

• hospital-to-home care: Quality care following discharge from a hospital, rehabilitation center, or other care setting is crucial for a smooth transition and successful recovery, and having a good in-home support system can help make that possible.

• Memory care: Over six million Americans are currently living with Alzheimer’s or another form of dementia, a figure that is expected to double by 2050. SYNERGY HomeCare offers a differentiated, person-centered

approach to memory care, which combines industry best practices, technology solutions, and specially trained professional caregivers.

“It’s been incredible to see our industry change over time,” said Paul. “Home care is now recognized as a critical part of the continuum of care. At the same time, we have seen a growing need for specific programming. Growing older is not the same journey for everyone. The same holds true for those who need specialized care. We are pleased to evolve our offerings along with the needs of the clients we serve.”

“Our memory care program is a great example,” Paul added. “The pandemic led to an increase in diagnoses and needed support. We recognize that clients living with Alzheimer’s, dementia, or memory loss need specialized services to live more joyfully in the comfort of their own homes.

SYNERGY Home Care caregivers who work in their home need to be properly trained and understand emerging ways to support their clients. Together we are really making a difference in people’s lives.”

SYNERGY HomeCare is poised for continued growth and those interested in learning more should visit SYNERGYHomeCarefranchise.com.

“ Across America, care workers help raise our children, assist seniors as they age with dignity, and support people with disabilities — giving families peace of mind.”

ADD ressin G the C AreG iver s hortAG e

The baby boomer demographic comprises the majority of Americans. As they age, the need for caregivers increases. Like other staffing woes in the country, the number of care workers is not meeting the demand of people needing care.

The Global Coalition on Aging (GCA) has found that by 2030, there will be a national shortage of 151,000 care workers. Moreover, the coalition expects the number to grow by 135 percent in the following decade to a caregiver shortfall of 355,000. It is a problem the in-home care franchise, A Place At Home, is working to address.

transitioning With the times

Unlike other industries that can tailor operating hours to staffing issues, the senior care industry does not have that kind of solution. 10,000 Americans turn 65 every day, and the GCA finds that 70

percent of those who reach that age need long-term care services and support. The American Association of Retired Persons (AARP) is also involved in this issue, reporting that eight out of 10 adults want to remain in their homes as long as possible. Now is the time for senior care services to meet the needs of their audience.

The support seniors require is not necessarily all medical. Some older adults do need around-the-clock care; however, many could use assistance for just a few hours a day with activities such as cooking or shopping. Senior home care businesses that are thriving are providing flexible options for their clients because caregiving is not a one size fits all business.

A Place At Home offers seniors a customized in-home care service plan. The franchise also facilitates when medical care is needed. Staff are ready to provide professional care planning and senior living facility recommendations and are trained to collaborate with medical providers. These comprehensive services

are especially important today as families are smaller and often physically distanced. Another GCA finding was that 60 percent of family members who take on the caregiver role also hold regular employment in addition to providing caregiving responsibilities. The stress and burden of managing so many roles takes a toll on family members which can cause the relationship between loved ones to deteriorate.

With all-in-one services such as those offered by A Place At Home franchisees, families can have peace of mind with an all-encompassing care plan, a direct point of contact, and a strong advocate.

“Now is the time to determine how to best meet the needs of seniors and their families as this industry problem is not going away,” says Dustin Distefano, chief executive officer of A Place At Home. “Providing personalized in-home service plans is crucial in ensuring our seniors receive the care they need. Plus, it’s the most costeffective option for families.”

In some ways, technology has helped fill the void, but, in the senior care industry, that’s not entirely possible. Technology can assist with telehealth visits, remote

monitoring, automated medication dispensers, and social engagement, such as video chats. However, it’s not a complete solution for industry challenges.

Technology can’t replace the personal touch of a care worker. Seniors often require emotional support and companionship, which only human care workers can provide. Also, not all seniors are comfortable with or have access to technology, creating a digital divide between those who can use technology and those who cannot. This can lead to disparities in access to care when relied upon at a high level. Finally, overreliance on technology can lead to a lack of critical thinking and problem-solving skills. Care workers must still be able to assess a senior’s condition and identify problems to take proper action.

Answering the caregiver shortage

Companies must retain employees and actively recruit new people to keep the care worker shortage from growing. Incentives such as better pay, sign-on bonuses, attractive benefits, and career advancement opportunities have effectively attracted new professional care workers.

Providing proper support for employees is also vital as the role of professional care

“ Providing personalized inhome service plans is crucial in ensuring our seniors receive the care they need. Plus, it’s the most cost-effective option for families.”

workers is extremely demanding. A worker might have a client with a personalityaltering disease such as Alzheimer’s, or mobility challenges that may require lifting. It can all be overwhelming and strenuous, so support for ongoing training, time off, and proper compensation can help deter burnout.

Along with career advancement opportunities is the provision of additional training and educational programs. The senior solutions software company, Home Care Pulse, found that companies with sufficient onboarding and ongoing training saw a decrease in the 90-day staff turnover.

“We’re committed to finding new, innovative ways to support our team and the families we serve,” says Distefano.

“The role of caregivers is vital for our society, and we can’t afford to lose our short supply of them. Instead, we need to work on attracting people to the profession.”

How A Place At Home is Helping

In response to the caregiver shortage, A Place At Home uses a range of benefits and incentives for employees, including flexible scheduling, ongoing training and development, and opportunities for career advancement to help attract care workers. The strategy works for the franchise, as more than half of their locations have earned Home Care Pulse’s Employer of Choice award.

“As a company, we’re passionate about serving seniors and their families, and we know that starts with our employees,” Distefano explains. “By providing them with the support, resources, and benefits they need, we can attract and keep the best caregivers in the industry and, ultimately, provide better care for our clients.”

A Place At Home offers its clients comprehensive care services, from inhome, and non-medical care to helping families decide upon the next steps for securing alternative senior living arrangements. The company was founded in 2012 by two friends as a solution to finding care workers for their loved ones. The brand is growing and is looking for owners dedicated to responding to this caregiver shortage, preserving the quality of life for seniors, and providing them with the support they need to continue living independently for as long as possible.

Gr IS wold w elCo M e S N At I o NA llY-K N ow N Pol ICY A NA lYS t AN d Gero N tolo GIS t, Dr. lori GriswolD, A s n ewest BoAr D m em Ber

Griswold, the fast-growing nonmedical home care franchise with over 170 locations, is excited to announce its newest board member, Lori R. Griswold, Ph.D., m.S.G to the Board of Directors.

In 1982, Dr. Jean Griswold founded Griswold as the country’s first non-medical home care company, providing quality home care to the elderly, disabled adults and individuals recovering from illness. Under Jean’s guidance, Lori Griswold served as executive vice president of the company for many years until 2009. She was also executive director of the predecessor to the non-profit Jean Griswold Foundation, the Special Care Foundation.

A nationally-known policy analyst and gerontologist, Lori Griswold has worked with and advocated for older and disabled persons in a variety of positions and settings for nearly four decades. She has a BA in psychology from the University of Nebraska-Lincoln, a Masters in gerontology from the Andrus Gerontology Center, University of Southern California and a PhD in Social Policy from the Heller School at Brandeis University. She currently serves as an advocate and consultant to help clients, colleagues, friends and family navigate the long term care maze when needing assistance with home care, hospice, facility or other health care needs.

“I am honored and humbled to join such a talented group of professionals to continue bringing Jean’s vision to life,” said

Dr. Lori Griswold. “With the rapid growth and exciting developments in the world of home care, Griswold is poised to make a large impact on the industry. I’m looking forward to developing fresh ideas and strategies to help the company grow in a meaningful way.”

In addition to her experience at Griswold, Lori Griswold’s past professional career includes roles as a consultant for the Department of Justice/US Attorneys Office, Southeast Pennsylvania Region; executive director of the Special Care Foundation; long-time member of the PA Intragovernmental Council on Long-Term Care; researcher for the National Institute on Aging at UCLA; and visiting scientist in Sweden assessing quality of life for persons 85 and over.

“Throughout her tenure with Griswold, Lori helped build the company to where it is today,” said Griswold CEO Michael Slupecki. “She was influential in developing the regulatory framework for home care throughout the country. This isn’t just someone with the Griswold name — this is someone who can truly add value when it comes to home care, education, compliance, historical perspectives, longterm franchisee relationships and more. Connecting back to the Griswold family is great, but having somebody with her stature and strength within the industry is an honor. We are incredibly excited to have her on our Board.”

Lori Griswold also has a long history of involvement in federal and national, state and local advocacy and policy organizations and boards. She has worked with Fortune 500 and government

“ I am honored and humbled to join such a talented group of professionals to continue bringing Jean’s vision to life.

agencies on pre-retirement planning and has authored various articles, book chapters and grant applications. She has received a variety of awards, including the Philadelphia Business Journal’s “40 under 40,” “Top 100 Professionals to Watch” and the “50 Best Women in Business.”

Vicki Hoak, CEO of Home Care Association of America, is an industry veteran and a dedicated long-time advocate for the home-based care industry. She has two decades of experience working with Dr. Griswold in the industry.

“We are thrilled to see Lori’s return to the home care space,” said Hoak. “Her participation will be invaluable because of her strong understanding of the value of in-home care. I worked alongside Lori many years ago when Pennsylvania was developing licensing for home care, and her collaborative spirit was instrumental then, as it will be now as our industry faces both challenges and opportunities in the years ahead.”

John Pouschine, a primary board member and owner of the private equity firm

Pouschine Cook Capital Management that acquired Griswold in 2012, believes Dr.

Lori Griswold’s unique background will help drive important initiatives within the Griswold system.

“Dr. Lori Griswold is an incredible addition because she brings a relevant regulatory background to discussions at the board level,” Pouschine said. “Better than anyone, she will be able to guide the board and franchisees as they continue to evolve during this pivotal time in the home care industry.”

Now, as a member of the board, Lori Griswold will leverage her decades of industry experience to help Griswold continue its expansion in line with its recent brand evolution. “Overall, we are thrilled Lori is willing to put time and energy back into the company, and it is really a testament to the mission Jean started all those years ago,” said Slupecki. “Lori’s expertise and wisdom will be invaluable as we navigate the future of Griswold.”

Previously, Lori Griswold has served as executive director for the predecessor to the Jean Griswold Foundation. The news of her nomination to the Griswold Board of Directors coincidentally comes shortly

after the announcement of Griswold’s 2023 National Caregiver Scholarship Program in partnership with its nonprofit organization, the Jean Griswold Foundation, for the second year. The program aims to award $100,000 in scholarships to qualified caregivers across the country.

The Jean Griswold Foundation was founded in 2010 as a private nonprofit to support caregiving organizations in times of hardship, and was named after Dr. Jean Griswold to help carry on her legacy. Until 2021, funds raised through private donors, corporations, franchisees, and employees had been primarily awarded to individuals and programs dedicated to senior care, but the intention was always to offer a way for caregivers to improve their ability to pursue care-related work. When the COVID-19 pandemic hit and the need for home health became more pressing than ever, the foundation decided to reorganize its approach to fully focus on caregivers.

In 2022, the Jean Griswold Foundation awarded $24,000 in scholarships to 12 caregivers from across the country with amazing stories of perseverance and fortitude. This year, that number is jumping to a whopping $100,000 because of how

“ We are thrilled to see Lori’s return to the home care space. Her participation will be invaluable because of her strong understanding of the value of in-home care.”- Vicki Hoak

successful the fundraising program was in its founding year. The denominations allocated to each caregiver will range from $2,000 to $10,000 depending on the scholarship.

These kinds of caregiver-focused initiatives help further position Griswold franchisees as employers-of-choice in the senior care industry. “The scholarships will set us apart from other home care agencies and will help us recruit caregivers, too,” said Chair of the Jean Griswold Foundation and Griswold franchisee, Maryanne Murray. “It’s also a good way to distinguish ourselves during a time of caregiver shortages and so much competition. We attract remarkable caregivers who seem to enjoy our culture, and we definitely enjoy what they’re bringing to the table. We have fabulous caregivers on our teams, and they’re really the lifeblood of our industry.”

L-R: Michael Slupecki, CEO, Griswold; Dr. Kent Griswold; Jim Middleton, Director, Griswold Home Care for Westminster, Broomfield & Boulder; Dr. Lori Griswold

aM e R ican fa M ilY c a R e continues to gR ow with a co MM itM ent to eXcellence an D pe R sonalize D s e RV ice fo R a ll

American Family Care (AFC) has been making headlines in the healthcare industry as it expands its reach across the U.S. As a franchisor, AFC has developed a unique business model that has been successful in attracting both budding entrepreneurs and existing franchisees to join the healthcare industry and make a positive, lasting impact in their communities.

the American Family care origin story

AFC founder and CEO, the late Dr. Bruce Irwin, was destined for a lifetime in the healthcare industry. Irwin’s father was injured in a railroad accident that caused him to lose both legs before Bruce was even born. This prompted Bruce to spend much of his young life accompanying his father to doctor’s appointments where he learned firsthand about some of the shortcomings and frustrations associated with American healthcare. The younger Irwin ultimately chose to become a doctor to help people like his father.

While working in an emergency room at Brookwood Medical Center in Alabama, Irwin was struck by the number of nonemergent – yet still significant – cases that came through the door. He was equally surprised at the level of over-crowding that would often lead to patients with both lifethreatening and non-emergent conditions not being able to receive the prompt and proper care they needed.

With his medical prowess and an entrepreneurial spirit inherited from his father; Irwin decided to focus on opening clinics to handle the non-emergency cases in Birmingham. These locations would care for people who were sick or injured

and needed immediate care but didn’t have life-threatening emergencies. In 1982, Irwin opened the first American Family Care clinic, thus creating a solution that would cut down on ER over-crowding and could be replicated in different communities across the country, giving convenient and affordable healthcare solutions to all.

How AFc continues to Reach new Heights

In 2022, AFC celebrated 40 years of providing urgent care, accessible primary care and occupational medicine for American families. The brand ranked as the No. 1 urgent care franchise opportunity on Entrepreneur magazine’s Franchise 500 for the ninth consecutive year and was included on the Inc. 5000 for the eighth time. Within the same year, the brand marked another milestone by opening its 300th location in Wendell, North Carolina.

At the time Dr. Irwin stated: “We are so proud of our history and excited about our future. As we continue to expand, we will reach even more people who need affordable and accessible healthcare. We also provide more people with the opportunity to invest in their own business through our AFC franchise model which,

in turn, provides jobs and economic growth to communities across the country.”

AFC is one of the nation’s fastest growing healthcare networks now with 310 locations currently open, and the company is aiming to hit 350 by the end of 2023. This is a significant milestone for the brand, as it highlights its rapid growth in the industry. One of the reasons for AFC’s success is its business model, which is recessionresistant and allows entrepreneurs to enter the healthcare industry without requiring a healthcare background. This is an attractive feature for many entrepreneurs who are looking for a way to diversify their business portfolio while still making a difference in their communities.

AFC’s business model includes offering affordable and convenient healthcare services to patients in a comfortable and welcoming environment. The company’s clinics provide a range of services, including urgent care, primary care, and occupational medicine, among others.

The healthcare industry has been experiencing significant growth in recent years, and entrepreneurs want to grow their businesses alongside it. AFC has tapped into this trend by offering a turnkey franchise model that includes everything from site selection to marketing support. This has made it easier for entrepreneurs to get started with a healthcare franchise and has contributed to AFC’s rapid growth. In fact, existing franchisees are choosing to reinvest with AFC rather than diversifying with other franchises. This just proves the strength of the AFC brand and the success of its franchise model.

According to Paige Robinson, CFE and Vice President of Franchise Development:

“We are growing our footprint with both new and existing franchisees.

Entrepreneurs want a piece of the healthcare pie. The great thing about our model is a healthcare background is not required. I should add it is a true testament to our brand that existing owners are choosing to reinvest with AFC rather than diversifying with other brands.”

the Future of Healthcare

The milestones AFC has achieved would not have been possible without a business model that is inclusive of all entrepreneurs—not just those with a medical background. The brand has not only changed the face of non-emergent healthcare, but it has also transformed the concept of healthcare as a business.

Looking ahead, AFC has limitless potential with plans to continue its

expansion and growth in the healthcare industry. The company is focused on increasing its brand recognition and expanding its services to meet the growing demand for affordable and convenient healthcare.

In conclusion, AFC’s success as a franchisor is a result of its unique business model, which has attracted entrepreneurs and existing franchisees to the healthcare industry. The company’s rapid growth and big development news are evidence to the strength of its brand and its commitment to providing affordable and convenient healthcare services to patients across the U.S. As AFC continues to expand, it will undoubtedly leave a significant impact on the healthcare industry and the communities it serves.

A G row ING ho M e MAIN te NANC e AN d

trUBlUe t otAl h o Use C Are

The company offers ongoing inhome maintenance and home modification support to help seniors remain at home for as long as possible.

Now, with the senior population growing and the demand for home services skyrocketing post-COVID, the brand is looking for qualified and passionate franchise partners to help spearhead growth throughout the country, aiming to more than triple its size in franchise units by the end of 2025. Specifically, the TruBlue business model is designed for entrepreneurs who are looking to add a complementary business to their existing senior care portfolio.

“TruBlue was created to complement the senior care industry,” said TruBlue President Sean Fitzgerald. “The main challenge seniors have with aging in place is maintaining the home environment. So by being able to provide home assessments and modification solutions, it ensures senior care operators, whether they are in-

home health, medical care, transportation or another senior care service, can add more value to their business - and ultimately their clients.”

Fitzgerald says TruBlue’s business model is also very similar to what existing senior care operators may be used to. “A senior care franchise business usually has the sales and marketing side, which is referral driven, the admin side, such as billing and scheduling, and then the care side, treating the clients,” he said. Our model is very similar; you are just swapping caregivers for handymen, or technicians. Anyone who already has that senior care infrastructure in place can utilize their team to grow their TruBlue handyman and home services business for seniors and busy adults. They already know this space, the models are operating very similarly, and it complements their existing business.”

Jeff Pittman, for example, is a TruBlue owner in Wilmington, North Carolina, who previously owned a senior transportation

business called Carolina Mobile Transport. When he originally started that business, it was because he saw a clear need for a company that could help seniors get to their appointments. When COVID hit and fewer seniors were traveling to in-person appointments, Pittman started looking for a new way to help the elderly in his community.

“As part of Carolina Mobile Transport, we heard a lot about the home maintenance seniors needed to be able to continue to age safely and comfortably at home. I was thinking about taking on that need by myself when I found TruBlue,” Pittman said. “Our community is having a huge building boom, especially for retirees, and TruBlue allows me to help them enjoy those homes for as long as possible.”

TruBlue’s professional technicians can help with handyman repairs and odd jobs, yard work, seasonal services and minor home renovations. TruBlue also works with

homeowners, realtors and rental property owners who need to get homes move-in ready quickly and keep them maintained, as well as business clients. While TruBlue can work with homeowners of all kinds, Pittman and his team are uniquely skilled in helping seniors.

Plus, while most senior care concepts require medical accreditation or training, TruBlue is completely non-medical, saving the franchise owner money, time and energy. TruBlue franchise owners can also tap into this demand with completely low startup costs and a simplified operational model, which requires no brick-and-mortar location.

“The operations are also much simpler because it is not medical, less regulations, and you don’t need as many employees,” said Fitzgerald. “That makes it a really great add-on to existing businesses.”

By adding TruBlue to their portfolio, senior care operators can also maintain a larger percentage of their clientele, Fitzgerald says. “The top reasons someone loses a client in the senior care industry is that they are hospitalized, they have to leave the home for assisted living or they pass away,” he said. “Many of those issues could be a result of falls. That is why fall prevention is a big topic, and senior care companies know this. With TruBlue’s three-step process, which includes a home safety assessment, modifications and maintenance, senior care operators can better prepare their clients for aging in place.”

This is also part of the reason why TruBlue continues to see new national partnerships with existing senior care companies across the country. “Big companies much larger than us are partnering with us because they see how our service is needed and related to their business,” said Fitzgerald. “They are utilizing our network of franchisees to provide those services, and it will only become more prevalent as awareness around aging in place grows.”

Additionally, TruBlue’s subscription services allows homeowners, specifically busy adults and seniors, to ensure that their home maintenance is taken care of, whether it be mulching, picking up

brush, touching up paint, putting batteries in smoke directors, fixing a sink, or otherwise.

“We are much more than a handyman business,” said Fitzgerald. “The ultimate goal is to be our customers’ home service ally, their first call when something goes wrong with their home. Our second goal is to get our customers on one of our subscription-based home maintenance service programs, which gives the franchisee consistent, reliable business and really lends itself to scalability for the franchise owner. So much of our business is repeat clientele naturally — these are recurring clients calling us every quarter or so to fix something or upgrade something in their home. Our goal is to turn them into subscription-based customers so we can truly help them manage the maintenance and maintain the value of their most valuable asset: their homes.”

This subscription model creates strong cash flow for owners, Fitzgerald says. “It is predictable income coming in every single month,” he said. “It also gives us permission to check in with clients and ask if there is anything else they need us to do, which can lead to more business and revenue. It allows us to maintain that communication.”

Since scalability is such a key part of the TruBlue business model, Fitzgerald says the team makes sure to train franchise owners on everything they need to grow their business the right way from day one. “We structure the organization with the same roles, responsibilities and teams,” he said. “That means once you create one team, the rest — teams two, three, four, five and six — use the same process. It is very easily repeatable. You can leverage that infrastructure and replicate your success.”

t own s q UAre Contin U es G rowth

to the seven centers up and running, we have 15 other committed locations. Like families and caregivers everywhere, franchise owners are recognizing incredible national demand for quality daycare and resource centers for those with dementia. We are delighted to serve more and more seniors while also giving caregivers a respite from 24/7 care.”

Bradenton town square has strong start

U.S. Navy before a long career as a director of facilities overseeing the campus of a state university, so they are well-suited to provide senior care in an area that lacks adequate adult day care and memory care facilities. They too plan to open additional locations in the Charlotte market.

SH Town Square Franchising, Inc., (Town Square), which fills a nationwide elder care market gap for adult daycare and memory care centers, continues its growth, with new locations opening, leases signed and additional franchise owners coming on board.

The four-year-old organization also is expanding its leadership team with the addition of a new position, Vice President of Marketing & Business Development.

With a just-opened University Parkway (Bradenton, FL) Town Square; the lease signed for a Town Square in the Greater Charlotte area (Fort Mill, SC); and new owners of a Bergen County, NJ, Town Square ramping up, Town Square Franchising improves the momentum it established in 2022.

“We’ve been on a roll since June of 2021,” says Pete Spillum, VP of Operations & Franchising for Town Square. “In addition

Spillum notes that Town Square University Parkway, on the border of Bradenton and Sarasota, opened its doors March 6. More than 450 people attended the Open House to see the innovative adult day facility offering activities and enabling reminiscence and socialization. Town Square University Parkway franchise owners John and Catherine McDermott have plans to open two more Town Square centers in the coming years to serve the Manatee County area, north of this first location.

“We are excited to see the team at University Parkway open its doors,” Spillum says. “With John and Catherine’s experience (she is a Psychiatric Nurse Practitioner; his experience is in construction and operations), they will thrive and become a model Town Square for the many other Florida locations bound to open in the coming years.”

Geriatric psychiatry expertise drives town square near charlotte

Likewise, franchisees Kelli and Rob Gagne recently signed a lease for their Fort Mill, SC, Town Square, due to open in early 2024 (at 368 Fort Mill Parkway, Suite 106, Fort Mill), serving the Charlotte, NC, area. Kelli is a psychiatric mental-health nurse practitioner with her own geriatric psychiatry practice and Rob served in the

“Every day we see the growing need for quality dementia care in our area beyond traditional assisted living and home care models,” says Kelli Gagne. “Town Square and its innovation in adult day care fits the needs within our community, providing medical care, socialization and support for those living with dementia – all in an engaging environment.”

town square aligns with existing businesses

Some of the latest Town Square owners have just completed New Owner Training and will be opening in Bergen County, NJ, in 2024. Owners Mike Tucci and Stacey Lopis and business partner John Lopis are excited that Town Square will offer families affordable and engaging memory care, as well as rewarding and consistent work for their caregiving staff, including opportunities for career advancement.

Tucci began his career as a technology consultant, eventually spending 20 years at UBS AG focused on employee engagement and development, and organizational change. Upon retiring in 2021, he began full-time at Visiting Angels of Fort Lee. Tucci will use his expertise to lead the building, growing and scaling of Town Square.

John Lopis, a longtime attorney, in 2001 began representing franchisors, franchisees and distributors, which led him to become CEO and General Counsel of a franchisor

Lori McCauley

as well as a franchisee. He eventually worked in the Home Health and Home Care sector, including as a franchise and operations consultant to Visiting Angels. Stacey Lopis’ career in finance took her through Wall Street firms including Cantor Fitzgerald and Goldman Sachs. While raising a family she later worked part-time helping finance startups and boutique recruiting firms. In 2015 she purchased the Visiting Angels of Fort Lee with Tucci and has been its Director ever since.

“As owners of a home care agency, we saw Town Square as a natural fit to expand our portfolio and help our clientele,” says Tucci. “This aligns perfectly with our existing business and experience, and serves a rapidly growing need in Bergen County and beyond.”

Growth drives leadership team expansion

As its first Vice President of Marketing

& Business Development, Sarasota-based Lori McCauley brings 25 years sales & operations experience, with a decade in healthcare and 15 years in franchise development.

“I know from experience there is nothing quite like Town Square in the healthcare marketplace,” McCauley says. “The brand is exciting and the team passionate, and our centers, as we call them, benefit not only the member, but also caregivers who need respite support. Our goal when we partner with franchise owners is for Town Square to be the “Center of Excellence” in adult day dementia care. From every activity to the centers’ décor, we’ve built it all with strategic, meaningful purpose.”

Town Square locations now open include Sarasota, FL (in addition to Bradenton/ University Parkway); Perry Hall, MD; Jersey Shore (Brunswick), NJ; Princeton, NJ; Sandy Springs, GA; and (NW) Austin, TX. As the population shifts, the 50s and

60s theme of Town Square facilities will roll through subsequent decades.

Town Square provides a safe, comforting and immersive environment where members – as Town Square day guests are called – spend the day while caretakers are at work, running errands or taking a break from daily routines. Members take part in a range of engaging activities facilitated by highly qualified Program Assistants. Town Square is the first adult day center model grounded in reminiscence therapy, specifically for individuals with Alzheimer’s or related dementias. A product of the renowned George G. Glenner Centers, Town Square’s proprietary programming evokes a time when seniors were teens or young adults. Town Square also created proprietary software exclusive to its franchise owners.

About franchising with Town Square: email Pete Spillum, 410.847.2150.

Town Square University Parkway John and Catherine McDermott

Town Square Bergen County Mike Tucci and Stacey Lopis

le V e R aging M ulti-unit f R anchise owne R ship to M a X i M ize futu R e g R owth

As a whole, franchise models offer the ability to own and operate a business, while taking advantage of its systems and support to attain financial freedom.

A proven franchise brand allows its franchisees to overcome many challenges that new, independent, small-business owners often face. Franchise systems and support streamline a wide range of processes, from training and operations to merchandising and workflow management, just to name a few.

Compared to single-unit franchise owners, for multi-unit owners these benefits and advantages can have an exponential impact on profit and revenue levels.

Whether you’re interested in opening a second or third location after successfully

charles Bonfiglio is president and Ceo of t int world, a provider of automotive, residential, commercial, and marine window tinting and security film services. with Automotive Styling Centers in the u.S. and abroad, each franchise location houses approximately 20 profit centers, ranging from in-store accessory installations to offsite sales and installation.

possible savings. Purchasing the license for one or more additional locations is usually accompanied by “multi-pack” discounts for each license beyond the first. In some cases, the more licenses you purchase, the less you will pay for each one. The principle is the same as purchasing items in bulk in a retail setting.

one franchise location makes it easier to weather harsh economic times. And most franchisors offer discounted franchise fees to multi-unit owners. Signing an agreement upfront to open multiple locations can mean significant savings. Finally, many franchisees find multiunit ownership to be a major step toward fulfilling the ultimate dream that led them to franchising in the first place — the financial independence and freedom that come with owning your own business. While owning a single franchise location can require ongoing hand-on involvement in daily operations, owning multiple locations can reward a strategic, higher-level executive vision.

establishing one franchise location, or you’re looking to enter franchising by opening multiple stores at once, or you want to diversify your assets by owning franchises in more than one industry, multi-location franchising can open a wide new world of opportunity.

the advantages of multilocation franchising

An increasing number of franchisees are adopting multi-unit ownership. Economies of scale drive the potential for higher returns without duplication of efforts. Once you’ve built one successful franchise brand location, you can replicate the process by applying tools and processes you’ve already mastered. The learning curve and sweat equity involved are lower, but the returns can be just as great or greater. Here are some of the specific advantages of multi-unit franchise ownership:

• A multi-unit area agreement allows you to own your market for that brand. Based on the agreement with the franchisor, you have a certain amount of time to develop an additional store or stores, without the risk that another franchisee will move into that area.

• Bulk licensing discounts offer significant

• With multiple locations, team members have additional opportunities. Strategic management allows franchisees to share employees across multiple stores so you have full staffing without having to build a complete team for each location.

• Additional revenue from added locations will allow you to budget for an investment in a territory-wide operations manager, affording the owner the opportunity to step back from daily operations and take on a more strategic role.

• Multi-unit owners can share inventory among all the locations in their area, instead of all inventory being physically available at each store. Multi-unit franchisees can also monitor inventory across all locations as well as taking advantage of bulk discounts when replenishing inventory.

• When the decision has been made to exit, selling a multi-unit territory is exponentially more valuable than a single location, given the guaranteed exclusivity of the territory, established market equity, level of market saturation, and other factors. Additionally, existing relationships with vendors, distributors and financial institutions can be leveraged immediately. Similarly, diversification serves to protect franchisees in the case of economic disruption or downturn. Owning more than

What to look for in multiunit opportunities

While owning multiple franchise locations unlocks new and bigger opportunities, franchisees or potential franchisees should still consider several factors before jumping into the decision to expand or invest in a multi-location agreement that will protect you and the franchisor.

• Do you have the cash or credit required for opening new locations? Does your existing franchise have sufficient cash flow to continue operating successfully while you’re focused on one or more new locations?

• Do you have a trusted team to run your existing franchise?

• Are you confident that you have the executive-level leadership mentality for multi-unit franchising? Can you empower your managers and team members through delegation?

• Have you properly implemented and mastered the franchise resources that will support success in multiple locations?

The options and opportunities for multiunit franchising are nearly endless, so whatever your goals —whether your multi-unit strategy is one or two additional locations in your hometown or you’re investing in a large regional franchise portfolio — there’s a multi-unit franchising plan that will get you there.

t he c leaning autho R it Y: a lucrative i nve Stment F or a ll

Franchising presents endless business opportunities –however, finding the right brand to invest in is not always easy. Brands like The Cleaning Authority recognize that no matter what segment you’re in, sustaining a strong business model is essential when attracting potential franchise owners.

Regardless of what one’s prior experience may be, The Cleaning Authority offers a lucrative investment opportunity that doesn’t require knowledge of the cleaning

industry itself, but rather a desire to grow into a successful entrepreneur and thrive alongside the brand.

The Cleaning Authority offers an established model and ongoing support, resources, and tools needed for its franchise owners to succeed. We strive to provide an in-demand business opportunity that is designed with growth at the forefront. We position our franchise opportunity as a chance to invest in yourself with a concept that truly stands out amid this segment. Our system drives scalability, recurring revenue from an existing pool of customers, and optimized unit economics, propelling growth for our

operators. We also offer incentives such as management programs and operational structure that focuses on employees, and live, in-depth profit tracking – all to help our operators develop even further. It is important to also consider franchise owners’ personal lives and growth – at The Cleaning Authority, our model also focuses on developing a business that allows successful operators to view their business venture as a true investment.

For franchise owners to be profitable, brands must provide a valuable business that carries true expansion potential. It is not just about creating something that will succeed in the moment, but something that individuals can be proud of and benefit from for many years to come. At The Cleaning Authority, we believe in creating a truly meaningful business for entrepreneurs – both experienced and new – who are serious about their success. Our business model includes low risk, competitive dynamics, unparalleled operational support systems, marketing assistance, and low capital commitment. We also encourage flexibility, offering operators the chance to work normal business hours while still promoting a strong stream of revenue. With more than 200 franchise owners throughout

our system – and the average franchise owner revenue at approximately $2 million* – The Cleaning Authority knows what it takes to help individuals achieve their dreams of successful franchise ownership. To create an ongoing, booming franchise system, it is essential to support your operators through every aspect of the business as they take each step towards further development and success.

Since our inception more than 25 years ago, we have combined simple business fundamentals with sophisticated systems and a solid infrastructure that enables our franchise owners to achieve their goals. Whether it is an experienced, veteran multi-unit operator, or a green, familyowned business, our team is always there to ensure that each and every franchise owner feels the encouragement they need and deserve. We also have the backing of our parent company, Authority Brands – a family of industry-leading home service brand concepts – to provide an additional layer of support for our franchise owners . Authority Brands’ main goal is to help

each franchise owner succeed, with shared resources and relationships throughout the franchise industry that helps lead to success across various brands.

Authority Brands’ core values –transparency, respect, accountability, and commitment – ultimately guides its work, with these pillars affecting each decision made within the company as we continue to grow and evolve alongside our franchise owners, colleagues, vendors, and other stakeholders. However, operators won’t solely rely on corporate resources to succeed, but also the guidance of fellow franchise owners within the system. Over half of our owners at The Cleaning Authority hold MBAs or were corporate executives from Fortune 500 companies, making up a solid team of entrepreneurs that can truly rely on and learn from one another. Coming together for the shared belief in our model, these operators have built a strong franchise system together.

The Cleaning Authority strives to ensure that our model allows our franchise owners to focus on running and expanding their businesses, instilling strong operation methods that add a sense of ease for operators. We’ve curated an expansive franchise system by putting operators’ growth first, regardless of what their prior experience may be – creating the space for a truly promising investment for all.

*See Item 19 of The Cleaning Authority’s Franchise Disclosure Document (“FDD”) for further details.

“ The Cleaning Authority offers an established model and ongoing support, resources, and tools needed for its franchise owners to succeed.”

4 s teps to cR eate You R fR anchise

Every organization has a culture. Successful companies create their culture instead of letting it happen organically.

A study by the Harvard Business Review found that companies with a strong, positive culture experienced revenue growth of 4 times that of companies with a weak culture. (Source: Harvard Business Review)

As a franchise owner, you seek ways to maximize your profits. One crucial factor in achieving that goal is having the right company culture. But how do you know when it’s time to change your culture?

Here are 4 signs to look out for:

• Higher turnover rate than industry / regional averages. Difficulty attracting new customers and employees. The employee engagement survey scores are low for two or more consecutive quarters.

• Inconsistent execution leads to slower

growth than anticipated and more customer complaints. The discretionary effort of disengaged workers is minimal and varies depending on the carrot of the moment.

• Legal or ethical violations. This is an issue for all stakeholders.

• Some days you dread going to work. As the franchise owner, you are constantly resolving unpredicted issues, and you are drained at the end of the day. Other days, when you’re leading your company and creating value, you’re energized and wonder how to make more of those days happen.

4 types and examples of cultures:

1Clan culture is like a family; the company operates as a collaborative and nurturing environment emphasizing employee development and teamwork. An example of this culture is The Walt Disney Company.

2Adhocracy culture is entrepreneurial and innovative, emphasizing creativity, risk-taking, and experimentation. Employees in an adhocracy culture are empowered to explore new ideas, take risks, and generate novel solutions. Tesla fits this culture.

3Market culture focuses on competition, achievement, and getting the job done. The emphasis is on achieving measurable outcomes, setting and meeting challenging goals, and constantly improving performance. Amazon is the leader in this culture.

4Hierarchy culture rewards structure, control, and stability. It emphasizes rules, regulations, and procedures to maintain order and consistency in the organization. McDonald’s is a hierarchy culture example.

These categories were first introduced by Cameron and Quinn (2011) in their Competing Values Framework (CVF) and are widely used in organizational culture research.

4 steps to define the culture

Franchise owners want using the Franchise owner’s Dashboard to focus on their leadership

Attributes

• Start with your clear vision, mission, and values, and communicate those regularly to all stakeholders. According to a study by Gallup, companies with a strong sense of purpose and values outperformed the S&P 500 by a factor of 10 from 1998 to 2018. (Source: Gallup)

• Your leadership habits set the example for your company’s culture. Are you living your vision, mission, and values daily? What do you tolerate from your superstar?

• Create and implement systems and processes that align with the vision, mission, and values.

o Define and apply compensation and incentive structures that reward behaviors and actions that align with the desired culture.

Are you financially rewarding behavior in line with your vision, mission, and values?

o Provide employees with ongoing training and development opportunities to help them grow and improve their skills. How do you find out your employees’ aspirations?

In addition to training employees for their current skills, add training for the skills needed for the next level, and increase your team’s soft skills and teamwork. Ensure those running meetings are trained to do so effectively and efficiently.

o Encourage open and immediate communication and feedback from all stakeholders, including employees, customers, and suppliers.

When Paul O’Neil took over a struggling Alcoa, he shocked investors in his first speech by focusing on his vision of zero workplace accidents. The communication system he installed notified him within hours of an accident, including non-injury accidents. In one instance, an accident occurred at the Star facility. It was

uke Frey improves franchise owners’ businesses where corporate support alone fails. he brings 26+ years of varied professional experiences including 20 years as a franchise owner of ImageFIrSt Cincinnati, 6 years as an industrial engineer for a Fortune 250 company and 19 years as a volunteer firefighter. All of these experiences, in addition to his drive to learn, have brought him to be a positive driving force for other franchise owners’ successes. to learn more about luke and how Bella vista executive Advisors can help, please click here www.bellavistaexecutiveadvisors.com

minor, the employee admitted their lapse of focus, and the general manager thought the issue was too insignificant to report. Mr. O’Neil found out and called the GM to his office. The GM saw his error and resigned.

o Recognize and celebrate successes, big and small, and create a positive and rewarding work environment.

o Continuously monitor and evaluate the company’s culture to identify areas for improvement and take action to address them.

Netflix has a unique and highly successful company culture based on freedom and responsibility. They use various methods to monitor and maintain their culture, including regular employee surveys, 360-degree feedback, and a “Keeper Test” that encourages managers to regularly evaluate their team members to ensure they fit the company culture well. They also have a set of values and

principles that guide their decisionmaking and hiring processes.

• Treat everyone as a colleague. When you treat everyone as a colleague, your mind remains open to new possibilities, you listen to learn, and you show the other person respect.

According to a survey by Deloitte, 94% of executives and 88% of employees believe that a distinct workplace culture is essential for business success. (Source: Deloitte) Summing up, creating a positive and influential company culture is an ongoing process. Still, with intentional effort and focus, franchise owners can build a culture that attracts and retains top talent, delivers high-quality products and services, and drives business success.

Every organization has a culture. Successful companies create their culture instead of letting it happen organically.

Download The Franchise Owner’s Dashboard, with the link in the comments, and create the culture you want for your franchise.

t he DiscoV e RY of a h appY acci D ent

How the Iconic Massachusetts Roast Beef Franchise was Founded on a Whim

Beloved for over 70 years in Boston and throughout the Northeast, iconic restaurant franchise, Kelly’s Roast Beef, is continuing to serve up its famous roast beef sandwiches and delicious seafood that has earned them a loyal “cult following”.

Focused on quality and delivering an authentic New England experience, the franchise makes everything fresh at its restaurants and serves up classic seafood dishes from the area. In addition, the brand is continuing to expand as demand increases through its franchising opportunity which has already helped them grow to six open locations operating throughout the Boston metropolitan area, New Hampshire, and Florida, with more in development.

Beginning by accident one night on Revere Beach in Boston, Kelly’s Roast Beef is known as the inventor of the modern roast beef sandwich. Founders Frank V. McCarthy and Raymond Carey opened a hot dog shack and named it after their best friend, Thomas Kelly. Working for a special events venue next door, the duo was left with several spare pounds of roast beef one night after a wedding was canceled. Not wanting them to go to waste, they took the beef to the hot dog stand and began serving thinly sliced beef on a grilled hamburger roll the next day. The three cuts of roast beef they expected to last the entire day only lasted an hour, and in the end, the iconic Kelly’s Roast Beef Sandwich loved by many was born!

“There’s a reason why we’ve been a staple within Massachusetts for over 70 years: no other fast-casual concept compares to the high-quality food and customer service that Kelly’s delivers every single day,”

said Neil Newcomb, CEO of Kelly’s Roast Beef Franchising. “We are committed to upholding our reputation and can’t wait to continue to grow throughout the nation.”

The restaurant soon became a local legend, earning them a loyal following and even earning national attention on the Food Network’s show $40 a Day with Rachael Ray, a PBS Special called “Sandwiches You Will Like”, by Robert B. Parker’s Wonderland by Ace Atkins, NBC’s three-

time Emmy award-winning 30 Rock, and on the silver screen in Oscar-winning Good Will Hunting. In 2019, Thrillist named Kelly’s one of “11 New England Chains the Entire Country Needs” and Business Insider said travelers should not leave Boston without trying the roast beef sandwich at Kelly’s.

Today, the process begins with a carving machine thinly slices 25-day aged, medium-rare roasted sirloin-tip meat.

The sirloin is then placed on a buttered, griddled hamburger roll, and topped with any condiments the customer desires plus a slice of cheese. Each location roasts its beef in-house all through the day, ensuring that sandwiches can still be carved to order as they have been for decades. Across its multiple locations, Kelly’s estimates a staggering one million sandwiches are sold a year. In addition to their famous sandwich, they also serve up New England seafood classics including fried whole belly clams, scallops, homemade clam chowder, and more. Looking for ways to bring their famous food and concept to communities beyond Massachusetts, the Kelly’s team decided it was time to adapt their public image to reflect modernity and to remain competitive in the modern restaurant world. The brand took the steps of updating its historic carouselthemed dining rooms, its marketing strategy, and even its logo for a fresh look. The restaurant then began thinking of expanding through franchising and eventually launched the opportunity in 2020 with a systemized, easy-to-adopt business model. Franchise partners can expect crucial support from their expert leadership team along the way. Including a franchise fee of $40,000, the total initial investment to open a Kelly’s franchise is $1.8-$3 million. With six franchise

locations currently open, the chain has larger goals of opening 50 new locations over the next five years.

“Kelly’s Roast Beef has been a staple among Bostonians for decades and we’re confident that new communities we enter will love our restaurant’s unique atmosphere,” said Neil Newcomb, CEO of Kelly’s Roast Beef Franchising. “Our commitment to quality is evident in our signature taste that is enjoyed by many. We can’t wait to continue growing this year with the help of our franchise partners and loyal communities.”

Now equipped with a more modern twist on their brand, Kelly’s Roast Beef continues to be loved by those who remember the nostalgic feeling of the restaurant as well as the modern consumer. 2022 brought in successful franchise development across the nation, an increase in company revenue, and a partnership with the online food marketplace, Goldbelly. This year, the brand is looking to enter both suburban and urban communities by introducing more to its iconic offerings and concept.

“The authenticity of Kelly’s Roast Beef is important to our brand and we’re proud to carry our rich history as we continue to open new locations,” said Newcomb. “We will continue to adapt our brand in order to appeal to the modern consumer while still maintaining our iconic identity.”

“ We are committed to upholding our reputation and can’t wait to continue to grow throughout the nation.”

lessons fR o M a l aYoff: The Fitness Entrepreneur who Refused to be Defined

he would set for himself as an entrepreneur rather than those on the corporate ladder. With no boss to report to but no steady paycheck, he found himself face to face with the daunting but exciting opportunity to forge his own career path.

The risks of running your own business are obvious, but after losing his job twice, he was ready. While reviewing his options, Grinstead realized that part of the value proposition of employment has to be security. He asked himself, “When security is absent, is the risk of starting your own business so much greater?” When he took the leap, it turned out he was a lot more capable than he had previously given himself credit for.

Finding the Right Doors to open

While diving into a career as an entrepreneur was a solo endeavor for

Eight years ago, Joshua Grinstead was laid off from his job in higher education for the second time in two years, and he started to question everything. He began doubting himself, his choice of careers, and most of all, his luck.

Since then, he’s become a successful multi-unit operator of GYMGUYZ, with eight locations across Hudson, Bergen, and Rockland counties in NJ and upstate NY. Earlier this year, he was named a 2023 Franchisee of the Year by the International Franchise Association for his success, unwavering enthusiasm, and commitment to promoting the GYMGUYZ business model. Grinstead’s journey was a bit of a rollercoaster ride, but everything that knocked him down helped create the mindset and business strategies that drive him today.

Picking Himself Up

In the wake of being laid off, Grinstead recognized his options moving forward: let this setback hold him back or choose to grow from it. Having the security blanket of a job with benefits ripped out from under him not once— but twice, he had a few serious realizations in the wake of his layoff.

“For anyone who has been recently laid off, take a second to be sad if you need it, but don’t let that setback define you or what you do next,” Grinstead said. “Don’t take it personally and recognize that unfortunately, it happens to a lot of people.”

Grinstead has adopted a flexible mindset. Being too comfortable leaves a person vulnerable when their present circumstances inevitably change. Through these challenges, he was looking for the right move. Studying the economic climate set him on a trajectory towards the goals

Grinstead, he recognized the value of finding a team in the early days of wanting to own a business.

He soon discovered GYMGUYZ, the largest in-home and on-site personal training company in the world, with a turnkey business model that brings the personal trainer directly to the customer with no gym needed— just some equipment, passionate personal trainers, and a van.

The low financial barrier of entry and high upside was exactly what he was looking for, and since launching his first franchise in 2015, Grinstead has grown alongside GYMGUYZ, growing three initial territories into eight.

Grinstead was an early investor in GYMGUYZ. While there were other franchises out there with hundreds of

locations and that seemed more relevant given his background, he loved the GYMGUYZ business structure. He felt that the business model and health-driven mission that welcomed anyone with the right attitude, regardless of their experience as a trainer – was inspired.

“When I started with GYMGUYZ, it was slow at first as we built the brand locally,” Grinstead said. But that did not hold him back, “At the end of the day, if you want to get anywhere, you have to stop tiptoeing and push yourself past your fears. There is no place for analysis paralysis. You have to say yes to everything you can and just ‘do’.”

Grinstead understood the GYMGUYZ model and knew he could make it thrive. He also knew the local marketplace was a fit for it. As the son of an entrepreneur, Grinstead was keenly aware that he would need to handle every role in the company, so he even became certified as a personal trainer. Finally, confident that the investment with GYMGUYZ offered an immense potential return, he hit the ground running and hasn’t stopped since. His franchises have provided people of all ages and abilities across New Jersey and New York with over 85,000 sessions and classes to consistent rave reviews and with impressive ongoing growth.

Recalling the lows to Build others Up

Having had his life plans overhauled twice

because of layoffs, he used that experience to mold his leaderships style and how he communicates priorities to his employees. Grinstead invests in his current employees. He has found that spending time building up people from within is the best way to grow his business and to give clients their best return on their investment too.

GYMGUYZ offers its team continuing education benefits, health benefits, and pre-tax investment options. It generally pays above market wages to recognize the hard work and commitment required as a personal trainer.

“We want our staff to stay and do our best to give them a reason to. Coworkers are a business’s customers as well. It’s crucial to remember that.”

Grinstead’s employees are certified professionals who dedicate themselves to their careers in what they consider ‘preventative health care.’ Having seen clients transform their fitness and health through training with GYMGUYZ, he applauds the technical knowledge and care of his employees.

Grinstead invests in his team, values those who are mission driven, and refuses to let the unfortunate parts of life dictate his story. He concludes, “Never let anyone else tell you who you are or what you are worth. You get to write your story. No one else. Take the pen back and write a great one. You are more ready, and better, than you think.”

“ Grinstead invests in his current employees. He has found that spending time building up people from within is the best way to grow his business.”

co M et cleane R s who dare S win S

laTEST n EWS in V ete R an

f R anchising

w h Y Vete R ans a R e u niquelY p ositione D fo R

fR anchising

s uccess

VE t E rans s U pp LEME nt

Franchisee in Action

78 Clean Juice: Fayeteville Military community Welcomes Local Veterans and their new clean Juice

88 N-Hance Adam Blake: Franchise owner reflects on Military career

90 iCryo: Military Veterans turned Multi-Unit owners

92 AtWork: Military training helps Franchisee grow staffing Business

Cover Story

76 Comet Cleaners: Who Dares Wins

What’s New

74 Franchising News latest News from Veterans in Franchising

Expert Advice

80 Jason ulmer: Why Veterans are Uniquely positioned For Franchising success

Focus

86 Graze Craze: advances Expansion in atlanta georgia

94 Pancheros: air Force Veteran applies Military Lessons to Entrepreneurship

96 PetBar: Fro m serving in the Us air Force to pet grooming

Franchisor In Depth

82 Shawarma Press: continues steady growth and Expansion

Have Your Say

84 mold medics: Emerges as a Leader in radon Mitigation, helping to save Lives and secure homes

H An DYm An connect I on Welcomes New Director of Franchise Development, Adam Schmidt

Experienced entrepreneur and businessman, Adam Schmidt, has been named the new Director of Franchise Development of Handyman Connection, North America’s premier home improvement franchise for professional and reliable handyman services.

s chmidt joins the team from r iver Falls, Wisconsin with extensive experience as a business owner and leader, who has excelled in people-focused positions nationally and internationally. With s chmidt now operating on the handyman connection home office team, the brand looks to ramp up its franchise development efforts to responsibly open 20 to 30 locations over the next year.

s chmidt has started several businesses

s lI ce FActo RY Introduces the First Pizza Drive-Thru to Chicago

Slice Factory - a Chicago-based pizza franchise, home of Chicago’s original jumbo slice, focusing on creating a welcoming, family-like experience – has implanted the first of its kind pizza drivethru, the Slice Thru™, to help create the ultimate pizza experience.

t he conception of the all day to late night slice t hru service has been a massive game changer in the pizza industry and has skyrocketed the franchise’s success. With the implementation of the slice t hru, it has assisted in 60% of its orders, and since the pandemic, has seen a 20% increase in sales.

“chicago has some of the most unpredictable weather in the country, and

“

of his own over the years, and thus brings with him a unique perspective on franchising.

t he trickiest part about being an entrepreneur and starting my own concepts was that i had to learn as i went, which made the path a lot less straightforward,” said s chmidt. “Franchising offers a blueprint with processes in place that are proven and have been tested for years. it helps franchise owners be successful, create consistency and establish trust with customers.”

s chmidt says handyman connection is in “growth mode” and is searching for people looking to be a part of recession-proof concept and take control of their own

destiny and the trajectory of their careers. according to, Luke s chulte, handyman connection’s Executive Director of Franchise Development said, “with how quickly our brand has grown, we needed someone who could really meet us where we’re at and take handyman connection to the next level – we’re confident adam s chmidt is that person.”

https://franchiseopportunity. handymanconnection.com

“

as a quick-service franchise, you must find innovative ways to serve your guests,” said Founder and cEo of slice Factory Dom DiDiana. “ sure, you can order delivery, but with the bad weather conditions, it can take too long, mistakes can happen and by the time the food comes it’s cold. With t he slice t hru, guests can order a fresh hot slice of pizza in under 3 minutes from the convenience of their car and not have to worry about incorrect orders and outrageous delivery fees.”

t he slice t hru has been a massive game changer for us and offers a significant advantage over competitors,” said DiDiana. “With the slice t hru, we can operate our business late night with the service being safer and easier to manage. We are continuing to find new ways and unique opportunities to serve our guests.”

For more information about Slice Factory or their franchise opportunity, please visit: https://www.franchiseslicefactory. com/.

Post n et FINDS CONTINUED SUCCESS IN 2022

PostNet, a global leader in high-quality printing and shipping solutions, demonstrated success in 2022 after announcing the franchise opened 18 new locations throughout the year. In addition, including transfers, PostNet added 27 new owners to their franchise system.

“ t he one thing that we remain focused on is growing our postn et brand,” said Bill Mcpherson, vice president of franchise development. “We provide some of the best franchisee services available, and that helps attract new franchisees. plus, we offer a service that small businesses utilize for their own success. since this service is vital to business owners, we are always looking for new locations that can benefit from our solutions.”

While postn et continued to open new locations, franchisee system-wide growth was also up. compared to 2021, franchisees saw sales improve by 4% in 2022.

t he overall success was highlighted by the awards postn et received including being named to Entrepreneur’s top 150 Franchises for Veterans and the publications Franchise 500 list. t hey were also named to the Franchise t imes top 500 list.

“With 2022 in the rearview, we are excited to see what opportunities 2023 has to offer us,” Mcpherson said. “ t he world is always changing, and that gives us a chance to evolve and grow toward providing even better solutions for our partners.”

postn et franchisees offer printing, shipping, marketing solutions and mailboxes to their clients. From designing a custom graphic to packing and shipping packages, the franchise offers various services for their communities. For nearly three decades, postn et has franchised and built an extensive network of business centers around the world.

https://postnetfranchise.com/.

s c H ool o F Rock Sets Sights on New York City Franchise Growth to Empower Future Rockstars

School of Rock, the leader in performance-based music education with over 325 schools across 15 global markets, is looking to expand its presence in New york City to meet the demand for quality music education programs.

“ n ew york city has always been a hub of creativity and a mecca for music lovers, with a rich history of genres such as jazz, rock, soul, r &B, and more. From the bustling music scene to the innovative and entrepreneurial spirit of the city, nyc has been home to some of the greatest music minds in the country,” said r ob price, cEo of s chool of r ock. “at s chool of r ock, we are committed to providing students with unparalleled access to music education, while also creating opportunities for aspiring business owners to join our franchise network.

“a s i prepare to open my sixth s chool of r ock location, i often ask myself “why”? t he answer is always very clear. Being an owner has allowed me the opportunity to not only bring the joy of music into our community but to introduce our students to a universal language that helps integrate them into their community,” says Monica rubin, owner of multiple s chool of r ock locations across Long island and Queens, n ew york.

t he initial investment for a s chool of r ock franchise is approximately $395,800 – $537,400 including a $49,900 franchise fee. i deal candidates, or group of investors, will have a net worth of $350,000, of which $150,000 is liquid. additionally, Veterans receive a special discount on their initial franchise fee.

To learn more about School of Rock franchise opportunities visit http://franchising.schoolofrock.com/

w ho Da R es w ins

When Dan Schneider was young he knew he wanted to own his own business. He studied business at the university of Notre Dame before becoming an Army officer and helicopter pilot for the 1st Cavalry Division. He was stationed at Fort Hood, Texas and flew the uH-1 Huey and the AH-1 Cobra attack helicopter in Desert Storm.

After a few intense years in the Army, including flight training, Airborne and Air Assault schools, and serving in Iraq with the Cavalry, he realized he did not want to make a career out of the military, so began looking for other opportunities. He spent a year in the corporate world of pharmaceutical sales before deciding to follow his dream of being an entrepreneur.

“I had gone from flying an attack helicopter to flying a desk, not to mention the lack of brotherhood, so I looked for something more exciting and challenging,” he said.

Not fixed to one location or industry Dan went searching and found a home and business in New Mexico. Surveyng businesses for sale, a run down dry cleaners caught his eye. Dan saught advice from local experts and small business consultants who advised him that a dry cleaning business was not likely to be suceessful. With the british SAS motto in mind – ‘Who Dares Wins’ – Dan followed his instincts and decided to purchase the Comet Cleaners and Laundry franchise. Being a part of a successful franchise system was a decision he never regretted.

In May, Comet Cleaners and Laundry will be celebrating their 30th anniversary, a success which Dan partially attributes to his military career. “The military was very formative for me and, in many ways, still influences how I run my business and life. Discipline, structure, systems building, standard operating procedures, teamwork, accountability, goals and objectives, faith – these all carry over into the entrepreneurial world. Recruiting and keeping talented people is an ongoing task if you want to stay ‘mission ready.’ This means developing leaders who see your vision and want to grow with you.”

With little knowledge of being a business owner or running a dry cleaners, Dan relied heavily on the advice and knowledge of the Franchisor, Jack Godfrey. Armed with the support, guidance and knowledge that Jack provided to him, Dan rebranded and expanded. “We started with one franchise plant and a drop store

with a different name. I had a sense that branding was important so within a few months, we turned the drop store into a Comet Cleaners and Laundry and started processing there as well. By the end of the first year, that store’s sales quadrupled. We added a third plant six years later. As we start our 30th year of business, we have never had a single year (outside of Covid) that our sales have not increased over the previous year,” he says.

When asked about owning a franchise Dan recounts that, “throughout the process, the franchise was always looking to help us to succeed. Their corporate culture is a family culture, and that has always stuck with me. In building my own culture, I remembered that one year in corporate America. I never wanted to have a faceless, cold business that treated its people like a means to an end. We treat our staff like family, try to give them a place of belonging and a work environment that they’re proud to be a part of.”

Dan says that, “Over time, I was able to enjoy the freedom (and responsibility) of being an entrepreneur. Coming out of the military, I knew the importance of strategic planning and being prepared for any contingency. You can’t see everything that can happen, but you can be prepared and make adjustments. I find that it is easier today to manage 50 employees then it was to manage five at the very beginning.”

There was a steep learning curve, however, but with the support of the Franchise he was able to learn quickly on the job. The learning curve included everything from personnel management, to fixing boilers, quality control, to stain removal techniques. Even today he still meets up with Jack to discuss trends in the market, ways to adjust business models in a changing economy, and any modernizing of equipment that helps efficiency. He recalls the advice of his mentor, Joel Fink, from the franchise. “Your main competitor,” Joel told me, “is not the other cleaners up the street. Rather, it’s the washing machine sitting in every home. So, if they come to you, it’s because you provide a friendly service at an affordable price. Treat them like family and they’ll come back.”

Being a Comet Cleaners and Laundry franchise owner means being part of the largest family-owned dry cleaning chain in the USA. Be your own boss, feed that entrepreneurial spirit, do business that not only helps individuals but your community as a

whole. With experiences like Dan’s, it is clear that Comet Cleaners and Landry is an easy and straightforward business model to follow. The Comet system is proven, so you have more time to focus on growing your business. When asked what Dan might say to prospective franchisees, he says: “It’s a great business model and run by good people. Comet Cleaners and Laundry is a known and trusted name in the industry.”

FAY ette VI lle MI l I tA rY Co MMu NI t Y welco M es local V ete R ans an D thei R new clean J uice

The latest Franchise Partners to bring Clean Juice®, the first and only national uSDAcertified organic juice bar and food bar franchise, to their community goes to military family mark and Julie mayoras.

Last month, the Mayoras family opened the doors of their Clean Juice in Fayetteville with an official ribboncutting ceremony to kick off a week of grand opening events. As active members of their community and in the spirit of serving the military community, the Mayoras family joined a string of other military members who own and operate other health and wellness-related businesses, including CoreLife Pilates, YogaSix, and Poke Bowl.

Mark’s journey and commitment to service are one of inspiration. During his military career, he noticed gaps in services for military families that could significantly enhance their lives, especially those living on or near bases like Fayetteville, right next door to Fort Bragg and Pope Army Airfield. Mark launched Soldiers First Property Management to aid those families, which could help families manage their home assets when relocated to another base. This enabled them to keep the property and grow wealth equity as a rental property. This led Mark to open more businesses to help military families, including Military First Storage, Soldiers First Real Estate, Military Standard Construction, and Warrior Developments.

“The opening of our Clean Juice goes beyond the amazing brand pillars and the all-organic food and beverage options on the menu,” said Mark. “We received such a huge welcome that we broke the brand’s nationwide record of grand opening day guest count and store sales. We hope our Clean Juice is a shining example of how personal health and wellness business concepts are regarded in Fayetteville as we support our military members and their families.”

version of myself. I want others in the community to have easy access to vine-totable freshness in their food options, especially in a fast-casual setting.”-

Clean Juice in Fayetteville recorded more than $10K in sales during its opening day, serving more than 600 guests, which surpasses previous record holders reporting $8200 and 493 guests, respectively.

“We couldn’t be prouder of our community and how Clean Juice serves our military members and their families. We want our community to understand and have access to the health-changing events that can take place with proper diet and exercise. Clean juice allows me to live the healthiest version of myself. I want others in the community to have easy access to vineto-table freshness in their food options, especially in a fast-casual setting,” added Mark.

The Warrior Wall is at the heart of the Mayoras family’s Clean Juice, a dedication to the men and women who have served or are presently serving and defending our

freedoms. The Warrior Wall is a reminder that no matter which branch of the military served, soldiers are all bound by honor, loyalty and service to others. The Soldier’s Creed begins with, “I am a soldier. I am a warrior and a member of a team.” Clean Juice in Fayetteville aims to live up to this creed daily.

“What makes our Clean Juice, and all other of our military-family focused businesses, is our underlying commitment to truly understand our customers and to demonstrate and advocate for military community support,” concluded Mark.

“ Clean juice allows me to live the healthiest

Mark Mayoras

w h Y Vete R ans a R e

u niquelY p ositione D fo R fR anchising s uccess

For good reason, our nation’s veterans are regarded in a class of their own. They are physical representations of what it means to be selfless, loyal, courageous, and dedicated. members of this elite group are held to an unmatched standard that automatically sets them apart and its these attributes, mixed with the experiences and lessons learned in the military, that also make veterans exceptional franchisees.

Upon leaving the service, many veterans may find themselves at a standstill. The question of what to do next racking their brains when, for many, all they know is the pre-determined structure that is a soldier’s daily life. Business ownership may seem like a far-out idea, but in the world of franchising, we’ve seen the unique qualities veterans possess catapult them to success time and time again.

service-First mindset

The innate desire to serve is a personal trait that is hard taught and it’s one of the most prominent characteristics of a veteran’s true nature. At Authority Brands, a parent

company of 15 home service companies, having this mindset is essential for owners across the network as homeowners rely on the brands’ unwavering support and expertise to address specific customer needs.

Jason Ulmer, an Air Force veteran and owner of STOP Restoration in Colorado Springs, Colorado, exemplifies this mentality and approaches his entrepreneurial journey like that of a military assignment. “In the Air Force, you have a mission, and everybody works towards that mission. In restoration, everyone on my team is working to serve the customer, to help them; it’s just a different mission now,” said Ulmer. For veterans, prioritizing the needs of others has become almost instinctual, mastered through years of loyal service to our country. In franchising, this is a guiding principle and one that veterans personify well, which ultimately helps them thrive as business owners.

Flexibility at Its Finest

Whether it’s where a military member is stationed or their current work assignment, the life of a servicemember can change quickly and often. The ability to swiftly adapt to a change in circumstance in the U.S. Armed Forces can be closely compared to the ever-changing state of business. From shifts in the economy and fluctuations in business growth to the introduction of new technology and implementation of new processes, life as a franchise owner is rarely stagnant. It’s important to remain flexible and welcome new challenges or opportunities as they arise.

As highlighted by Ulmer’s military experience, veterans can do just that and are able to navigate change as it comes. He joined the Air Force in 1991 and went on to serve nine years of active duty in four different countries. Ulmer’s work mostly centered around the F-16 Fighting Falcon aircraft, focusing on research

Jason ulmer, an Air Force veteran and owner of StoP restoration in Colorado Springs, Colorado.

and development surrounding anything involving the aircraft’s electronics. Upon leaving the military, he spent nine years in semiconductor manufacturing before becoming a franchise owner for STOP Restoration in 2009.

While Ulmer may not have had a background in mold mitigation or repairing damage caused by water, fire, and smoke, he knew the skills learned in the military

collaborative & connected

In the military, soldiers are taught to lean on their comrades for support and guidance through various missions or practice drills. They’re shown how to work within a team and focus on collaboration to reach the desired end goal. This is the same in franchising. The franchisor and franchisee relationship is set up to act as two parts of the same team.

When joining a network, franchise owners are given access to a wide variety of resources to help guide them on their business journey. Behind these resources are teams of dedicated and knowledgeable individuals that put a framework in place that serves as the bones of the business. They work tirelessly to ensure the owner’s trade is set up for success and work with their strengths to elevate each individual as an entrepreneur.

Veterans understand this value of shared strength. They see the capabilities of the franchisor, acknowledge how to implement their own skillset, and can recognize when an employee or team member has the particular know-how to boost overall business growth. The ability to function within a team while remaining a leader is a distinct lesson learned from time served in the military and is one that bodes well in franchising.

endless Possibilities

set him up well for the challenge of being a franchise owner. “I chose the STOP Franchise because I always believed in myself, believed I could plug myself into any system and make it work,” said Ulmer. With more than 10 years of business ownership under his belt and serving as a member of the STOP Restoration Franchise Leadership Team, Ulmer is proving that this path is possible for all his fellow veterans.

Veterans possess exceptional leadership skills, adaptability, teamwork, and a service-driven mindset, making them ideal candidates for franchise ownership. This natural potential makes for excellent franchisees and Authority Brands is ready to welcome them into their brand family. In recognition of the immense potential veterans bring to the franchise world, coupled with the support of IFA through our partnership with VetFran, Authority Brands offers special incentives and support designed to resonate with those who have served our country.Take the next step in your post-military journey by exploring franchise options that value your unique skills and experiences, and start building a successful future as a franchise owner.

shawa RM a pR ess continues stea DY g R owth an D e X pansion

w I th two Attr AC t IV e buSIN e SS M odel S

F or F r ANC h ISee S

Shawarma Press®, the nation’s first authentic Shawarma franchise, was founded in 2016 by Sawsan Abublan and Dr. Ehap Sabri in Irving, Texas.

Known for its healthy, made-from-scratch Mediterranean fare such as delicious Shawarmas, “world famous” hummus, falafel, soup, salads, and wraps, Shawarma Press quickly endeared itself to customers in Texas before, during, and after the pandemic.

Since the first location opened in 2017, Shawarma Press has experienced steady growth and expansion with two distinct business models for franchising. The first one is stand-alone restaurants that are earmarked for shopping plazas,

city centers, near universities, or other high traffic locations. The second is a unique model to operate Shawarma Press restaurants inside select Walmart locations throughout the country.

“It was absolutely a game changer when we were awarded the opportunity to operate inside Walmart,” noted CEO Sawsan Abublan. “With an average of 10,000 cars per day visiting any Walmart store, the foot traffic and brand awareness is amazing. With this business model, we’ve been able to attract new customers who have never had the chance to try Mediterranean food.”

Currently Shawarma Press has four Texas stores operating at Walmart locations in Arlington, Georgetown, Plano, and San Antonio. Dr. Tarek Salman, the first Shawarma Press Franchisee

to operate a location inside Walmart noted that shoppers in Arlington were happily surprised to see a healthy Mediterranean concept operating inside their neighborhood store with diverse menu options and an inviting dining atmosphere that welcomes customers to linger with family and friends.

While Shawarma Press is increasing its footprint in Walmart locations, other franchisees prefer the stand-alone business model, which offers access to diverse geographic and demographic areas. With stand-alone stores operating at the company’s headquarters in Irving, a franchise store in Frisco, and upcoming grand openings in Dallas and Atlanta, Abublan said there are numerous territories open and additional franchise units

Sawsan Abublan

planned for Kansas, Oklahoma, and other states in the next five years.

Co-founders Abublan and Sabri created the concept for Shawarma Press after moving to the states from Jordan more than two decades ago and discovering they could not find the authentic Mediterranean foods they craved. In the Middle East, shawarma is a popular street food marinated in spices and slowly cooked by stacking thinly sliced beef or chicken that rotates on a large skewer or spiral cone. The couple was determined to bring the same bold and delicious flavors to the States and were fortunate to find a diverse customer base in the Dallas-Fort Worth metroplex. Customers of all ages appreciated the fresh, authentic dishes, and those who were looking for healthier quick service restaurant options often found it at Shawarma Press.

“We’ve been delighted to carve out a niche with health-conscious consumers who are looking for nutritious, heart-healthy options that can be consumed daily without sacrificing health goals or flavor,” explained Abublan. “Our menu offerings are aligned closely with the Mediterranean Diet, which is consistently ranked as the healthiest diet in the world. There is a definite need for healthier options in the quick service industry, and this is one of the main differentiators that sets us apart from competitors.”

Shawarma Press is on track to open five additional locations in 2023. With numerous other units in the pipeline at different stages, the brand envisions adding as many as 50 locations during the next five years by focusing on meaningful growth that ensures supply chain health and strong franchisee support. The brand is looking for franchisees from all cultural and business backgrounds who are eager to learn about opportunities in the marketplace and growth potential. The ideal candidate would also embrace the company’s core values of Integrity, Trustworthiness, Social Responsibility, and Excellence. Most importantly, Abublan stresses it is vital for anyone exploring the franchise world to educate themselves about the opportunities in their area by creating a business plan.

“A business plan is important because it helps franchisees discover any gaps in their market and narrow down concepts they are interested in pursuing,” Abublan said. “In addition, some people find FDDs intimidating so they don’t read them. However, we find the more FDDs that potential investors read, the closer they will get to the franchise that is the right fit for them. Franchisees should choose a concept that has proven results as well as franchisors that provide thorough preopening training and strong post-opening support.”

Once a new franchise store is up and running, Shawarma Press motivates franchisees by showing them creative ways to increase sales, retain employees, and get positive reviews. Franchisees also appreciate it when their feedback, suggestions, and ideas for new items or processes are acknowledged.

“It’s a win-win situation because franchisees can benefit from motivation and support while franchisors can hear valuable feedback that can often improve overall operations,” Abublan noted.

ABoUt shawarma Press®

Since opening its first restaurant in Irving, Texas, in 2017, award-winning Shawarma Press® is the nation’s leader in fast casual mediterranean cuisine and the first authentic shawarma franchise in the uS. The brand is rapidly expanding with multiple locations in Texas, and more to come in Oklahoma, Kansas and Georgia. With an emphasis on fresh, healthy menu items that align with the globally recognized mediterranean Diet, Shawarma Press serves hand stacked premium chicken and beef shawarma in a variety of wraps and over bowls along with homemade staples such as falafel, hummus, and pastries. Co-founders Sawsan Abublan and Ehap Sabri, Ph.D., were the recipients of Fast Casual’s Top 100 movers and Shakers award as well as the Innovation Award presented by Franchise update media for the most Innovative Supply Chain. The company stands true to its core values of Social Responsibility, Integrity, Trustworthiness, and Excellence and has donated more than 20,000 meals to homeless shelters and non-profit organizations.

for information about franchising, visit https://shawarmapressfranchise.com/ Shawarma press, going the extra mile to impRESS!

MolD MeDics eMeRges as a leaDeR in RaDon Mitigation, helping to saVe liVes anD secuRe hoMes

The mold medics team has become a trusted name in the industry of radon mitigation by offering comprehensive services that prioritize the safety and health of their clients.

Mold Medics, the leading franchise in the mold remediation industry, has cornered the market by offering a unique and indemand service that sets them apart from its competitors. In addition to providing top-quality mold remediation services, Mold Medics has put a heavy focus on health and wellness and is the only franchise brand in the industry to offer radon-related services, an area of growing concern for homeowners.

attaches to your lungs, where it undergoes radioactive decay, potentially causing lung cancer. In fact, according to both the National Cancer Institute and the Environmental Protection Agency, radon is the second leading cause of lung cancer in the U.S., second only to smoking. Scientists estimate radon is responsible for between 15,000 and 22,000 deaths every year. Of the lung cancer deaths caused by radon, about 2,900 of these cases occur in people who have never smoked.

What’s Radon?

Radon is a naturally occurring radioactive gas that can gain access to homes and buildings without raising any alarms. It’s caused by a breakdown of uranium inside the Earth and is odorless, tasteless and invisible, similar to carbon monoxide. This makes it completely undetectable without proper testing. While it is safely dispersed outside, the substance can find its way into the lower levels of homes and buildings through cracks in basements and foundations, sump pumps or any small points of entry where utility lines are located.

Because radon is radioactive, it’s constantly decaying, and when inhaled, it

In 2005, the U.S. Surgeon General at the time, Dr. Richard H. Carmona, issued a national health advisory on radon in an attempt to warn the American public about the risks of breathing in the substance. It’s advised that you test your home for radon every two years, and retest anytime you move, make structural changes to your home or occupy a previously unused level of a house. As homeowners are becoming more aware of the dangers of radon, the

Mold Medics recognized the growing need to provide radon testing and mitigation and quickly began offering these types of services. This decision has not only allowed Mold Medics to corner the market but also ensured the brand’s position as a leader in the industry when it comes to providing reliable, comprehensive and trustworthy indoor air quality solutions.

“There’s nobody else in the industry that’s also offering radon mitigation and testing services, which is really something quite unique,” said Swackhammer. “We’re really passionate about drawing attention to and providing solutions for it,” he added.

The Mold Medics team is fully trained and certified to provide a full range of radon-related services. The team uses state-of-the-art equipment and technology to accurately test for the presence of radon and determine the appropriate course of action. The mitigation process can involve installing a specialized ventilation system that removes radon gas from the home and ensures the indoor air is safe and healthy.

Swackhammer says recent environmental

for radon system maintenance in places like Pittsburgh and beyond. Mold Medics’ mission is to deliver and provide the highest quality solutions to such issues.

“Most people don’t really know what radon is and aren’t aware of it. They’re not testing for it, and there’s a lot of misinformation out there about it,” he said. “Radon is really important and it plays very well with the other services that we offer because a lot of times when we’re working with clients, we’re working with clients who are naturally concerned about their indoor environment. They’re concerned about how their home Is impacting their health.”

Mold Medics has also invested in educating homeowners about the dangers of radon and mold, as well as the steps that can be taken to prevent and mitigate such hazards. In fact, in 2022, Mold Medics appeared on 13 different podcasts and released over 100 videos and short-form content dedicated to educating the general public on mold, mold remediation, indoor air quality, radon and more. As a result of creating a large backlog of educational

content, Swackhammer says the brand has already built up a loyal customer base. He adds that more consumers are finding the brand organically and in turn, are more likely to trust the brand based on the information they’ve already made available.

In addition to its radon-based services, Mold Medics also tackles your everyday basic indoor air issues, including things like mold testing and removal, air duct cleaning, home and office disinfectant and other intrusive allergens.

Mold Medics’ radon remediation contractors serve communities in Pennsylvania like Pittsburgh, Beaver County, Mercer County and Lawrence County. As a franchise model, Mold Medics is able to expand its reach and serve more customers across the country. Its franchisees are able to benefit from Mold Medics’ proven business model, expertise, training and support. In addition to the territories the brand is already established in, Mold Medics is also currently offering franchise opportunities in places like Ohio and Michigan.

The start-up costs for opening your own Mold Medics location range from $83,049 to $158,999, including an initial franchise fee of $29,999. For more information on franchising with Mold Medics, visit https://www.moldmedics. com/franchising.

e

e XPAnsI on In Atl AntA G eorGIA

Graze Craze®, a leading franchise within the graze-style food category, is accelerating development in the Atlanta metro area following the successful openings of its first three Georgia locations in Sandy Springs, Woodstock, and Columbus last year.

The brand, which specializes in artfully designed, hand-crafted charcuterie boards of gourmet meats, cheeses, fresh fruits, vegetables, sweets and more is proving to be aligned with Atlanta’s bustling culinary scene and the growing popularity of wine throughout the state.

With charcuterie being a traditional and increasingly popular pairing with wine, there is a significant growth opportunity for Graze Craze in Atlanta metro and across the state. Atlanta is located just an

hour away from the Dahlonega Plateau, which has the highest concentration of wine producers in Georgia. Today, the state has more than 70 wineries, up from about 45 a decade ago, and local viniculture is expected to continue on its growth trajectory as awareness and investment in the region increases.

“Atlanta is an ideal market for our brand as a thriving metropolis that not only has an awesome food scene and growing population, but also a strong business culture which supports franchise development,” said Cory Hibbard, President of Graze Craze. “Georgia has consistently ranked as the number-one state for doing business for the last decade and with Atlanta poised for continued growth and development, we see a strong future for the Graze Craze brand in the area.”

Graze Craze currently has three locations open and operating throughout Georgia, including two in the Atlanta metro area. Spearheading the brand’s early growth in Atlanta are franchise owners Anju Singh and Grant Prata who own the Sandy Springs and Woodstock locations, respectively. Singh, who plans to open 11 additional Graze Craze locations across the greater metro area in the coming years, has said, “The second I tried the charcuterie from Graze Craze, I knew I wanted to bring the concept to the Sandy Springs community. The quality of the ingredients and the elevated presentation of the boards are unmatched, and I loved that I could

turn something that I enjoy into a business opportunity.”

Driven by their passion for wine and quality dining options, Veronica and Terry Hutchison recently opened the Columbus Georgia Graze Craze. The local entrepreneurs have been serving the community for over 20 years and were excited to discover a business concept that would allow them to offer something fresh and creative.

Meanwhile, new franchise owner Luteesa Ford is gearing up to open Graze Craze’s third Atlanta metro location in the second quarter of 2023. Ford, who previously

worked as an engineer, will be bringing a new Graze Craze to 2221 Peachtree Road, Suite N, in the Shops of Buckhead. She is pursuing her passion to provide the Atlanta community with great customer service and a product that is in high demand. Charcuterie and graze-style dining have gained national popularity in recent years. Sales of charcuterie meats and snacks in the U.S. were over $950 million in 2020 and continue to grow at about 10% per year. Graze Craze has carved out a defensible niche in an increasingly competitive and saturated restaurant industry and is among the first concepts to successfully scale the unique dining style into a proven franchise model.

Graze Craze is a member of the Starpoint Brands™ family of trusted companies, a division of United Franchise Group™ (UFG), representing the very best in its industry and the mark of quality for customers, providing the ultimate in service, reliability, and value.

“ With charcuterie being a traditional and increasingly popular pairing with wine, there is a significant growth opportunity for Graze Craze in Atlanta.”

n - h ance fR anchise owne R Reflects on Milita RY c a R ee R

dISCIP

C A rr I ed oV er to b uSIN e SS

It was a mere three weeks after his high school graduation when young Adam Blake bucked family tradition and headed off to military basic training back in 1999.

But him being a rebel is not what you might think. His mother, father, and grandfather were all proud Army veterans—but Adam did not follow in their footsteps and instead went rogue — enlisting in the Marine Corps, stationed

at Marine Corps Air Station Miramar, the home to the 3rd Marine Aircraft Wing.

A Fascinating military career

His career spanned several years as a radio systems specialist doing radio communications and circuit card repair. He remembers vividly being on base, watching the events of 9-11 unfold on TV. A few years later, as a newlywed and having to leave his wife behind, he was deployed to the Middle East as part of the advance “build-up” team for Operation Iraqi Freedom. His was a vital job establishing

and maintaining the main communications line for the military. There were many challenges while serving in Northern Kuwait, including keeping systems and circuitry clean despite the heat and sand.

making the switch to civilian life

After completing his five years of active service as an E-5 Sergeant, Adam focused on his family and his future as a civilian. He worked in the field of medical fiber optics and then decided to make a change. “I wanted to grow, and I wanted more options,” Adam says, “so I headed to college to expand my skill set — got a degree in business and grabbed

an opportunity in franchising with my family.”

A Future in Franchising

His franchising career took off with N-Hance, America’s number one cabinet refinishing franchise. His whole extended family relocated from California to Washington State, where combined, they own three territories in eastern Washington and three territories in the western part of the state. He runs N-Hance locations in Spokane and Tacoma and feels like his military background has contributed to his success.

“There are a lot of parallels between

the military and running a business. Business ownership is challenging. There can be long hours and long days getting the business up and running and maintaining high standards. You’ve got to be dedicated,” Adam says. “I feel like the discipline instilled in me as a marine and the fortitude to push through has definitely given me an edge in business.” Plus, Adam says that as a sergeant, he gained leadership skills that have helped him manage his crews at N-Hance.

Adam and his family take pride in the business they have built and the topnotch service they provide to their customers. Although Adam had no previous experience in wood refinishing, he’s become a quick study. “I think that’s something else I picked up in the military, to try everything and gain new skills. There’s such value in the refinishing services we provide to our customers, and it truly makes us happy when they love the new look of their kitchens, for example, when we’ve done a cabinet makeover. It’s very rewarding.”

Business Advice for Veterans

Adam’s advice to fellow veterans or anyone looking to become a business owner is, “Keep your options open and be flexible,” he says. “When you’re in the military, you have a whole battalion working together. As a civilian business owner — the success or failure of the business is all on you. That’s what’s so great about franchising. The model is there for you, no need to start from scratch. You still have a team of experts there to see you through the challenges. It’s an invaluable opportunity to succeed and enjoy ownership.”

The N-Hance franchise has been recognized with numerous awards for its dedication to encouraging and assisting veterans who want to become franchise owners. N-Hance believes that, like Adam, military veterans make exceptional entrepreneurs due to their training and incredible work ethic. N-Hance is committed to helping veterans thrive in business and offers honorably discharged veterans a $2,500 discount on the initial franchise fee.

h us

D an D w ife on tR ack to o pen two i c RYo w ellness c ente R s in t e X as

iCRyO, the fast-growing recovery and wellness brand, has announced its newest American Hero Franchise Program franchisees, military veterans Steve Giordano and Annette Zamora-Giordano. The husband-and-wife duo are on track to open two new locations in Fort Worth and Lewisville, Texas.

Both disabled veterans, the Giordanos met in their first duty station in Okinawa, Japan and later got married. Steve spent time serving as a Department of Defense Contractor for 10 years assisting in Iraq, Kuwait, Africa and Afghanistan, as a Water Purifications Supervisor and Ammunitions Logistical Specialist.

Annette’s extensive medical training will allow her to properly administer IV infusion and individually educate guests on how each service can treat their discomfort and/or aid in their recovery. Currently raising a family of four in Fort Worth, Texas, Steve and Annette have owned businesses together for quite a while, and, as health and fitness enthusiasts, look forward to adding iCRYO to their portfolio.

“We chose the entrepreneur lifestyle for one simple reason: more time with our children,” said Steve Giordano. “When you put the right amount of time in to grow your business and make sure it’s running 100% smoothly, your days open up, and you have the opportunity to spend much more time with your family. Having been overseas for years at a time, being able to show up for the little moments like soccer games and track meets is a true blessing.”

As disabled veterans and former athletes, Steve and Annette strive to live a health-driven lifestyle through proactive services, which is what led them to the leading health and wellness franchise. Steve regularly utilizes cryotherapy to combat anxiety, body aches, and for an overall sense of daily relief.

iCRYO’s American Hero Franchise Program aims to create veteran-friendly franchise opportunities in growing communities. The program offers six months of free royalty fees and includes 35 percent off of the initial franchise fee. iCRYO is a part of the International Franchise Association’s VetFran program which works to give back to veterans.

“This program is how we show our appreciation for individuals who support their communities through service,” stated Kyle Jones, Co-Founder of iCRYO. “We established the American Hero

Franchise to offer a unique opportunity for Veterans and ActiveDuty Service Members interested in owning their own business.”

Bill Jones, CEO of iCRYO, grew up in a military family where his father served as a fighter pilot in the Unites States Army Air Corps during World War II. Jones developed the program in efforts to give back to veterans and active-duty service members who are interested in entrepreneurship.

The Giordano’s join fellow iCRYO American Hero Franchise Program franchisees Travis Ala, Greg Christensen, David Buzzetti, Alex and Cecilia Prince, Shaun Six, and Chris Cagle.

The American Hero Franchise program is contributing to iCRYO’s overall growth and strong performance. Q1 set new records for iCRYO, as the brand achieved its highest average unit volume (AUV) quarter in company history, alongside the signing of 12 new franchise agreements across Arizona, Georgia, South Carolina, and Texas.

According to the International Franchise Association’s 2023 Franchising Economic Outlook, The Southeast region, which has the largest franchise concentration in the U.S., will have an estimated 234,079 total establishments by 2023, employing 2.5 million workers and contributing $250 billion in output to the U.S. economy.

With the addition of Medical Ozone Ultraviolet Intravenous Therapy (Ozone UV IV Therapy), NAD+ Intramuscular shots, the Theralight Red Light Bed, upgraded IV & IM formularies, and EmSculpt NEO, iCRYO is currently on track to have another year of 50%+ of sales growth from the previous year.

Headquartered in Houston, Texas, iCRYO is setting the standard for cryotherapy nationwide. As the leading franchise in the industry, iCRYO is an affordable, convenient and professional cryotherapy franchise that offers cryotherapy and a hybrid of other wellness services to the communities in which they are located. iCRYO offers a turnkey franchise system for cryotherapy business owners.

The leading wellness brand is seeking franchisees who are passionate about the cryotherapy industry and have a desire to help others. The support team provides franchisees ongoing equipment and service training to all of their center locations, with multiple systems in place that ensure the safety of all guests and employees. iCRYO’s franchise program also offers strong marketing support with thorough pre-opening, post-opening and ongoing advertising support. In addition, iCRYO is proactive in helping franchisees with social media, public relations, and community engagement

Whether it be a retail location or an addition to a gym or existing business, iCRYO has the systems and comprehensive training in place to provide safe cryotherapy across the globe.

iCRYO has awarded over 250 locations with a plan to build over 1,000 locations in several different countries.

To learn more about iCRYO and their franchise opportunity, visit https://icryo.com/start-cryotherapy-franchise-business/.

Annette spent eight years in the Marine Corps and later joined the Air Force Reserves a Surgical Technician. She is currently being trained as a Medical Labe Technician at Fort Sam Houston in San Antonio.

Milita RY tR aining h elps fR anchisee gR ow s taffing Business

Rex Black relied on the leadership training he received in the U.S. Army to make his AtWork franchise successful.

Valuable military training

Black enlisted in the Army directly out of high school to serve his country and pursue his passion for linguistics. Black had already spent time in high school learning both French and Russian.

After basic training, he went to Monterey, California, to attend the Defense Language Institute Foreign Language Center. The school is a leading provider of foreign language instruction and teaches more than a dozen languages. As part of the yearlong program, the school uses immersive learning techniques. Students spend time in an isolated environment at an offsite facility with their instructors and are not allowed to speak English. Black’s aptitude for linguistics prompted the military to task him with learning Korean.

During his six-year tenure in the military, Black held numerous posts. He was a member of the military police at Army posts in southern Germany and San Antonio, Texas. He spearheaded his brigade’s technology team, where he held top-secret clearance, and during Desert Storm, he volunteered for the Army’s Special Forces to prepare for deployment.

“The Army provided me with valuable training,” Black said. “To be successful, you’ve got to give 100%. Half measures don’t get the job done. Like I learned in the military, if you’ve got to take that hill, you do it.”

Part of Black’s Special Forces training included a leadership skills course. The knowledge he gleaned during that training provides him with the leadership acumen he needs to navigate entrepreneurship.

“I think my Special Forces training was invaluable. The leadership training has been useful ever since. Civilian life is

not a rigid hierarchical structure like the military, but you still have to be able to lead effectively and have all of your employees focused on a single objective,” he added.

uccessful High-tech career

When he exited the Army, Black decided to put down roots. He obtained his business degree, and his experience with computers in the military enabled him to pursue a successful career in software engineering. Black worked for companies in Texas, Kansas, and California, including big names such as Expedia, Dell Technologies, and Disney. He also dabbled in entrepreneurship by starting businesses for computer consulting and website hosting.

Franchising Accomplishes mission

Despite his test run as a business owner, Black and his wife Debora had a passion for entrepreneurship. The pair wanted to take charge of their future and control their destiny. They searched for franchise opportunities with a proven track record and brand recognition. Investing in a turnkey business eliminated some of the challenges Black encountered with his startup ventures.

“Franchising gave me the structure and tools to succeed, which is what I’d been lacking before at the startups I created,” Black said.

Debora’s experience in recruiting prompted the couple to explore staffing franchises. Positive online reviews led them to sign a franchise deal in the Seattle area with AtWork, an awardwinning staffing franchise.

AtWork is a leader in workforce solutions. The company has 30 years of industry experience helping entrepreneurs build successful staffing firms without starting from scratch. AtWork handles backroom accounting to allow owners to focus on scaling the business.

As co-owners, Debora spearheads day-to-day operations and Black tackles the company’s finances. Debora spent more than 10 years working in human resources and recruitment management. She has extensive experience supporting the staffing needs of Fortune 500 companies. Black is also a full-time lead software engineer at Salesforce.

AtWork’s robust training program gave him the tools to take over as the account manager when an employee left the company. Black secured one of their biggest clients, which enabled the company to extend its reach and add another territory while he was filling in as account manager.

“I attribute our company’s success to being able to follow the mission, pursue goals, and accomplish our objectives, “Black said. “Having a good, solid partner like my wife is also helpful.”

epR eneu R ship with panche R os Me X ican gR ill

In 2009, Jim Kolzow was looking for ways to enter the restaurant industry and when he discovered Pancheros mexican Grill he knew it was an opportunity worth pursuing.

Having frequented the burrito brand in his college years, Kolzow was no stranger to the fresh-pressed tortillas and Burritos Better Built. It was the right opportunity at the right time to pursue his dream of business ownership. Fifteen years later, and backed with confidence in his work ethic, Kolzow now owns three successful Pancheros restaurants in New Jersey.

clear Path to Business owner

Kolzow graduated from the Air Force Academy in 2004 but had been cultivating

a desire for entrepreneurship well before then. While working at McGuire Air Force Base in New Jersey, Kolzow met his business partner, Mike Yurcho, who also shared the same lifetime goal. The pair loved the idea of fast-casual Mexican food but couldn’t find the right brand that exceeded their expectations. They needed a sustainable business model that offered simple operations and strong guest loyalty. Pancheros was the answer.

While working through a 10-year military contract, Kolzow seized the business opportunity and opened their first restaurant in Voorhees, New Jersey in 2009. Seven years later in 2016, the pair opened their second restaurant in West Berlin, New Jersey. They opened their latest New Jersey restaurant, Cherry Hill, in February 2022. Their restaurants have

produced a large fanbase, helping to build strong brand recognition and loyalty on the East Coast.

military takeaways

In his final year of his contract, Kolzow was wrapping up his master’s degree from Oklahoma State and well on his way to becoming a leader within the restaurant industry. Throughout his time in the service, he found that many of his skills could easily translate into entrepreneurship.

Kolzow learned how to adapt to any situation and persevere through adversity which has served him well as a restaurant owner. When asked about what the military taught him, he said, “It teaches you a lot that you don’t know about yourself, as well as a lot about your potential ventures in life. It also brings out a level

of perseverance that you didn’t know you had which translates well to business ownership.”

Ultimately, Kolzow’s persistence and drive is what propelled his businesses to be successful and highly rated amongst customers. The discipline and strong work ethic that was instilled in Kolzow through his military background proved to be his greatest asset in opening his Pancheros locations.

“Believe in yourself that it’s going to work out and go for it,” said Kolzow. “Surround yourself with the right people and form those strategic partnerships that can really take you far in the long run.”

community Initiatives

Kolzow also credits his teamwork and communication skills to be key components to his business success. By building a strong leadership team, he was able to focus on multiple ventures such

as being a commercial pilot and growing a family, all while building his burrito business.

Because of these values, he and business partner Yurcho invested in their communities by partnering with local schools to provide burrito dinners to sports teams. Then, Pancheros would host Queso for a Cause events that raised money for the schools to utilize.

“This fundraising initiative really changed the business for us,” said Kolzow. “It was really important to me to have the opportunity to get to know our guests on a one-on-one level and bring everyone together. The communities we serve are more familiar with the sit-down style and this program introduced mass amounts of customers to the fast-casual concept.”

When asked what advice he has for veterans looking for entrepreneurship opportunities, Kolzow said, “you should

have peace of mind that your skillset can support your venture and know that franchising will always keep you on your toes. I can confidently say that if you’re looking to pursue a unique, challenging, and rewarding business venture, the Pancheros Mexican Grill franchise is for you. Regardless of personal or professional pursuits, I want to truly thank all Veterans for their service to the country.”

Fro M Ser VING IN the uS A I r For C e to Pet Groo MING: t wo Vete R ans’ Jou R ne Y to Business owne R ship

As former uS Air Force officers, Linda and Russ Smariga have had unique experiences that have helped shape their leadership styles and have ultimately led them to be successful business owners. Their time in the military shaped the people they are today, impacting their lives and their petbar location in Flower mound, Texas.

Linda served for 13 years as an aircraft maintenance officer, managing a fleet of aircraft from the modified KC-135 to the Stealth Fighter F-117 and the Warthog A10’s, and all of the mechanics and specialists who maintained them. She worked to meet an aggressive daily flight schedule while executing numerous military exercises. Russ served for 10 years managing reconnaissance and electronic warfare engineering projects. His first assignment was to Wright-Patterson AFB in Dayton, Ohio, and his projects included classified payloads for the U-2, TR-1, and SR71 spy planes. The Air Force selected both Linda and Russ to attend a full-time 15-month master’s degree program at the Air Force Institute of Technology and were later stationed in Las Vegas, NV. In Las Vegas, Linda was assigned to the then top-secret F-117 unit while Russ managed flight test programs for the Air Force. Throughout their military careers, Linda and Russ held various leadership roles that required them to manage and lead teams varying from 20 members to over 500. Linda’s roles involved directly and indirectly supervising dozens to hundreds of personnel, while Russ led technical management of engineering development and flight test teams. They both learned the importance of empowering their teams with proper training, tools, encouragement, and discipline. Russ, in particular, emphasized the importance of getting the team to perform together as quickly as possible by listening to each team member, pitching in, and removing obstacles as soon as possible.

After their military service, Linda and Russ worked in corporate America, providing services that were more “virtual” than tangible, and they always dreamed of one day owning their own business. When they discovered the petbar

franchise, they knew it was the perfect opportunity for them. The brand brings a unique and innovative concept to the pet grooming industry, offering a high-end spa experience for pets, in an equally appealing environment to both pets and their owners.

“We were immediately attracted to the petbar brand and its potential,” says Russ. “We knew there was a demand for highquality pet grooming services, and we saw the potential for growth and success with the petbar franchise.”

With their extensive experience in leadership and management, Linda and Russ have successfully run their petbar franchise, providing top-notch grooming services to their customers and building a loyal following in their community.

One of the key leadership skills that Linda and Russ have brought from their military experience is the importance of empowering their team with proper training. They believe that providing clear guidance and giving people confidence is crucial to their success and the ultimate satisfaction of the customer. This skill has helped them ensure that their team is equipped to provide high-quality pet grooming services to their customers.

In addition to empowering their team through training, the pair has seen that the discipline and consistent methodology acquired from their military experience has significantly benefited their business. By applying these skills to their business, things like cleaning the store throughout the day have become second nature to the team and produce excellent results and an appealing space for groomers and customers.

“Our experiences in the military taught us so many things that we use in our business practices and daily lives,” said Russ.

“Empowering our team and ensuring that each member knows their role is essential to the business’s success is really important to us. We work hard with the team to honor special scheduling considerations from medical appointments to family obligations. It’s essential to our business that our team works well together to succeed.”

Though the pair’s skills from the military play a massive role in their business leadership, Linda has noticed that a key difference in their leadership style is the added layer of extending grace to their team. “We’re all human, and we are all going to make mistakes,” Linda said.

“Extending grace to our team is one way we ensure that they are satisfied in their role, work well together, and feel comfortable bringing questions and concerns to leadership.” Linda and Russ want their team to be proud of their work and feel like they are part of a team that works together to succeed.

Running their petbar location has presented new challenges and required them to learn new skills they did not previously acquire in the military. They have had to focus on the P&L, marketing/ advertising, running payroll, customer service, and dealing with commercial real estate, leases, and landlords. However, their military experience has provided them with a foundation that has helped them manage their team effectively and efficiently, and overcome any obstacles that come their way.

The petbar franchise has grown rapidly in recent years, with locations nationwide. The franchise offers a turnkey business model, providing franchisees with all the tools and resources they need to start and grow their own successful pet grooming business.

As they continue to grow their business and serve their customers, Linda and Russ remain committed to their military values of integrity, teamwork, and service. They take pride in their work and are grateful for the opportunity to own and operate a successful petbar franchise.

Linda and Russ’s journey from serving in the US Air Force to owning a petbar is a testament to the adaptability and versatility of the military experience. “We’re honored to be able to serve our customers and our community through our petbar franchise,” says Linda. “It’s been an incredible journey, and we look forward to continuing to grow and succeed in the years ahead.”

“ We knew there was a demand for high-quality pet grooming services, and we saw the potential for growth and success with the petbar franchise.”

Be A ns & B R e Ws co FFee H o U se

Beans & Brews coffee h ouse has been around since 1993, when the Laramie family opened shop next to s alt Lake city’s beloved hangout, Liberty park.

t he family refined the process of high-altitude roasting™, which required special tweaks just like high-altitude baking. t hey soon got the process just right, and they built a reputation for uniquely smooth coffee in a friendly neighborhood setting. Beans & Brews—or “Beans,” as friends call us for short—is now a staple around Utah and its friends, idaho and nevada.

t he Laramie family still owns and operates our headquarters, and many baristas from our earlier days have grown into senior roles as managers, directors, and V ps. t hey carry on our best

B U s I ness F I n A nce De P ot

Business Finance Depot specializes in packaging equipment leases and sBa Express Working capital loans for start-up and existing businesses.

our main clients are franchisors seeking financing for their new franchisees and manufacturers seeking financing for their equipment purchases.

c l AY ton k en DA ll

clayton Kendall provides a simple, easy to use e-store platform that connects your franchisees to our integrated front-to-back inventory management system. our system controls the creation, production, fulfillment, distribution and shipping of all your marketing and sales

comet c le A ne R s FRA nc HI se G R o UP, llc

Become a part of the largest family-owned dry cleaning chain in the Usa through our franchising opportunities. Be your own boss, feed that entrepreneurial spirit, do business that not only helps individuals but your community as a whole. comet cleaners and Laundry services is here to help you help others. our 60 years of brand history speaks

fR an C hi S ing uSa

a-Z Listings are a great way to promote your business, giving you a presence within our publication and also the Franchising Usa website.

Each detailed, full colour a-Z listing comes with a 150 word write up and your logo.

traditions and work to create new ones too. Meanwhile, around the region, locally owned franchises brew up our beloved recipes for their own neighbors. o ur guests are our reason for getting up in the morning. We love greeting regulars with their favorite drinks, made just the way they like ‘em. and we dig getting to know newcomers and welcoming them to the Beans community.

come in for a cup, alone or with a friend, and make yourself at home. and let us know how we can make your day a little brighter—whether it’s adding extra whipped cream or it’s donating a gift basket to your little-league fundraiser. cheers, and stop by soon.

contact: Kim Falk

Email: kfalk@beansandbrews.com

our company also works with sBa 7(a) lenders, alternate financing sources, crowd funding financing sources and companies that specialize in using retirement funds to capitalize a new business. please visit our website for more information.

Website: www.businessfinancedepot.com

Email: paul@businessfinancedepot.com

phone: (800) 788-3884

contact: paul Bosley

materials including uniforms, signage, branded merchandise and print collateral. clayton Kendal is the single source marketing solution for dozens of national franchises.

contact: Dan Broudy, cEo

Email: dan@claytonkendall.com

phone: 412-798-7120 (1-888-799-4757)

Website: claytonkendall.com

for itself when it comes to customer loyalty and trust. We are an easy and straightforward business to learn, allowing you more time to spend focusing on profits than building business expertise.

For more information:

contact: Jack D. g odfrey Jr. phone: 888-461-3555

Email: franchising@cometcleaners.com

Website: cometfranchising.com

Excellent for branding and recognition. choose a 12 or 6 month package or simply add the a-Z directory onto your Focus, profile or ad! to learn about the a-Z directory or any other products please contact Vikki Bradbury:

vikki@cgbpublishing.com

e xec U t IV e Home cAR e

in-home care is, simply put, everyday assistance for your loved one provided by a kind, compassionate, and well-trained person.

t his assistance can come in the form of help getting dressed, preparing meals, doing some light housework, or just relaxing and enjoying a friendly conversation.

FA sts IG ns®

now more than ever, businesses look to Fastsigns® for innovative ways to connect with customers in a highly competitive marketplace.

o ur high standards for quality and customer service have made Fastsigns the most recognized brand in the industry, driving significantly more traffic to the web than any other sign company.

We also lead in these important areas:

• #1 Ranked Sign Franchise in Entrepreneur Magazine Franchise 500 three years in a row

• Franchise Business Review FBR50 Franchisee Satisfaction award 2006-2015

FA zol I ’s

Founded in 1988 in Lexington, Ky., Fazoli’s owns and operates nearly 220 restaurants in 28 states, making it the largest premium Qsr italian chain in america. Fazoli’s prides itself on serving premium quality italian food, fast, fresh and friendly. Menu offerings include freshly prepared pasta entrees, subs, salads, pizza and desserts – along with its unlimited signature breadsticks. Fazoli’s offers dynamic build outs, digital-forward infrastructure and multiple revenue streams that provide a strong hedge against inflation. named a recession- proof Franchise by Franchise Business review, Fazoli’s is a stable opportunity that’s stood the test of time and is backed by multi-

Gene RAto R sUPe R cente R

g enerator supercenter is the #1 seller of g enerac generators, and this allows you to enter this emerging market with instant brandname recognition that is associated with quality and reliability.

people know our brand name and trust the brand products that we offer. g enerator sales are part of a growing industry that appeals to both the public and private sectors.

GR e A se monke Y

Founded in 1978 and part of the Fullspeed automotive® family of brands, grease Monkey® has grown to more than 500 centers internationally with operations in the United states, china, colombia, Mexico, and saudi arabia. t he brand has flourished, thanks to a commitment to customer service, innovation, and driving strong roi for franchisees.

o ne reason grease Monkey is a great business opportunity is because nearly everyone in america drives, and more than 99% of the vehicles on U. s roads need regular oil changes. americans cumulatively drive about 3.2 trillion miles per year, and americans are keeping their

Executive home care places screened, qualified caregivers with people who need a helping hand with common tasks that many of us take for granted.

t he goal is to maintain a comfortable, safe, and happy living environment while providing for as much independence as possible.

www.executivehomecare.com

Email: jason@executivehomecare.com

• Franchise Research Institute World Class Franchise 20112015

• Franchise Research Institute #1 Rated Sign & Graphics Franchise 2014-2015

• CFA Franchisees’ Choice Designation 2004-2015

• FASTSIGNS is one of only a handful of franchises approved for $21 million in sBa financing for approved franchise candidates Fastsigns has over 400 markets approved for development in the Us and canada and is also seeking Master or area Developer expansion in markets worldwide. For more information: phone: 1-214-346-5679

Email: mark.jameson@fastsigns.com

o r visit our Website: www.fastsigns.com

generation owners. With less operational complexity than typical Qsr franchises, strong drive-thru sales and a defensible and differentiated concept, Fazoli’s provides a great development alternative to other quick serve restaurant options. Fazoli’s is a winner of Fast casual and steritech’s 2020 Excellence in Food safety award and ranked number seven on Fast casual’s “ top 100 Movers and shakers” list in 2022. additionally, it was named to technomic’s “ top 500 chain restaurant report” in 2022, selected as one of the “ top 50 g lobal Fast casual innovators in 2021” by Foodable, a “ top 200 Franchises in 2021” by Franchise Business review, and an Entrepreneur 2018 “Franchise 500.”

By becoming a g enerator supercenter home services franchise partner, you can benefit from our impeccable reputation, established business model, customer service network, and proven experience in the power supply industry.

For more inforamtion: contact: glenn Leingang phone: 281-251-6100

Email: glenn@generatorsupercenter.com Website: generatorfranchise.com

vehicles longer than ever before. according to research conducted by s & p global Mobility, the average age of light vehicles in the U. s. rose to an all-time high of 12.2 years in 2022. t his is the fifth straight year the average vehicle age in the U. s. has risen. Drivers understand that to extend the life of their vehicles, routine maintenance is a must.

Even if you don’t have automotive repair experience and are simply exploring the industry because of its stability and strong margins, you can be assured that you will be backed by a large franchise support team dedicated to your success. We provide training, marketing support, and a wide range of tools to help you find customers and serve them well!

Im AG e o ne U sA

image o ne Usa is a commercial cleaning services business. t he image o ne franchising model was formed on the principles of transparency, training, and top-notch financial and customer service support. it is regularly recognized as a top franchise by third-party franchise and business publications, including cnBc.com, Entrepreneur. com and Franchise Business review.

image o ne franchisees work for themselves in a unique relationship with the franchise company. image o ne provides them with customer support for their business, ongoing training, along with assistance with billing, equipment and sales training. image o ne

kU mon n o R t H Ame RI c A Inc.

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.

n e RD s toGo

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. With businesses, homeowners, and individuals continuing to rely

o H m F I tness

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.

Reme DY sPA & sA lon sUI tes

remedy spa & s alon suites first opened its doors in atlanta, g eorgia in 2018. a s an attempt to enter the highly profitable health and beauty industries, remedy spa & s alon suites came equipped with 22 fully leased salon suites. to date, they have opened three locations through Metro-atlanta.

amenities and perks to leasing include: 24/7 access, private upscale studios, spacious single/double suites, private parking, valet parking and premium fixtures, finishes and appliances.

Franchisees will obtain access to the brand, tested and proven processes and support, purchasing power and distribution

provides necessary training, tools and support to help franchise affiliates build their business, including teaching franchisees the latest cleaning techniques and empowering them with insights on best-in-class equipment and technology. ongoing training is delivered both at image o ne’s corporate headquarters and onsite at existing client locations to ensure that franchisees continue to grow their own businesses.

image o ne has commercial cleaning franchise locations covering chicago, cincinnati, Dallas, Denver, Detroit, Fort Myers, nashville and o rlando. Franchise territories are available nationwide.

For information on the franchise, visit http://image o neUsa .com

With daily practice, Kumon’s son gradually expanded his mastery of mathematical skills and by sixth grade was able to solve differential equations and integral calculus problems. today, at locations throughout north america, Kumon franchisees apply this method of daily practice and self-paced advancement to children’s math and reading skills.

phone: 201-928-0444

Website: Kumonfranchise.com

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: Doug payne

phone: (480) 582-2900

Email: franchisees@ohmfitness.com

Website: www.ohmfitness.com

chains, cooperative marketing, new product research, development and roll-out, experienced training staff, and continuing training and education.

Franchising opportunities are available to entrepreneurs and investors in all industries but will be particularly appealing to health and beauty enthusiasts.

remedy spa & s alon suites already has an established market presence and substantial market penetration in atlanta. From this successful platform, the company is looking to expand the brand in select key areas domestically.

www.remedysalonsuites.com/franchise remedysalonsuites@gmail.com

tH e R e D cHI ckz

We’ve Done the heavy Lifting for you

We know the restaurant business and have done our homework. From the homestyle kitchens of nashville to t he red chickz restaurants that will be popping up everywhere, we’ve created something really special in an untapped, sizzling market.

We make it simple. o ur team has worked our tails off to create a superior business model that is streamlined and simple to operate. We designed

ssc P mA n AG ement, Inc.

sscp Management, inc. is an award-winning, familyowned and operated management company with a portfolio of high-profile restaurant brands and real estate holdings.

t he Dallas-based company is a leader in the restaurant industry with established, high-profile brands such as the 300-unit cici’s pizza brand, 44 sonic Drive- in locations, 80 applebee’s locations, the roy’s hawaiian fusion chain, and JMc Distribution. t he management company also owns a diverse real estate portfolio with more than 100 assets that includes shopping centers, medical office buildings, industrial, and multi-family properties across the United states. sscp Management’s real estate practice focuses

s l I m cHI ckens

slim chickens, a leading fast casual franchise which features dine-in and drive-through in the better-chicken segment, opened in 2003 in Fayetteville, arkansas.

o ffering high-quality food with a focus on fresh, delicious ingredients, the brand prides itself on its southern flair and commitment to hospitality, all in a fast-casual setting.

Food is cooked to order, and the differentiated menu features chicken tenders, fresh salads, sandwiches, chicken and waffles, chicken wings and unique side items, alongside 17 house-made dipping sauces.

today, there are more than 145 slim chickens locations open and 700 restaurants in development. t he brand, which recently launched a strategic multi-unit franchise growth initiative to reach 700 units in

SO u T h ER n STEER bu TC h ER

Founded in 2013 by greg snyder, southern steer Butcher was designed to be a trusted source for customers to feel confident in their selections after each and every visit. t he story all started after greg made a visit to a similar style shop while traveling and recognized this level of butcher shop was lacking in his own hometown of clearwater, Florida. From then on, greg set his sights on filling this need in his community and began work on launching southern steer.

Each location offers a wide selection of premium meats, sides, desserts, craft beers, and wine. in addition to the variety of products, the brand also offers pre-assembled

V ETER an S ERV i CE bR and S

Veteran service Brands (VsB) is the umbrella organization for four distinct, but affiliated service brands - all of which are exclusive to military veterans.

capitalizing on our success with g -ForcE (the first franchise brand exclusive to veterans), we are adding Mach onE Epoxy Floors, FiELD ops athletic Field Markings, and paint corps (like Marine “corps”) franchise systems to the VsB family of veteran-only franchises.

initial investment starts as low as $20,000 for FiELD ops (assuming possession of a suitable pickup truck) and runs as high as $150,000 depending upon which brand, size of territory, truck choice, and equipment package.

Franchise Fees are deeply discounted for the first five franchise partners of our new brands (some are already spoken for).

this with systems and growth in mind, so you can become the next proud owner of a t he red chickz restaurant franchise with ease.

an investment in a restaurant franchise like t he red chickz is an excellent way to break into the foodservice business or expand your already existing restaurant portfolio. We seek qualified business owners who understand or appreciate the restaurant industry and are fired up about our brand.

www.theredchickz.com

on portfolio purchases, individual purchases, multi-family investments and retail properties. Led by president chris Dharod, the company’s primary objective is to strengthen the communities it invests in and provide second-to-none service through all its business ventures.

sscp is looking to significantly increase their holdings as they build a larger presence in the commercial real estate world, focusing on acquiring retail and additional multifamily properties nationwide

contact: Kerry a ssa, Director of real Estate: 214-926-4873 (Kerry’s cell) or 972-644-9494 x 128 (real Estate general box)

Email: kassa@sscpmanagement.com

Website: www.sscpmanagement.com

10 years, is targeting qualified and experienced multi-unit groups to develop in dynamic markets across the country.

t he brand prides itself on its cooked-to-order fresh food and strong devoted fanbase, also known as “ slimthusiasts.” Fans also resonate with the southern contemporary look and feel and open and inviting layout of slim chickens restaurants, which speak to the hospitality mindset that anchors the brand.

t he slim chickens franchise opportunity differentiates itself with prime markets available for multi-unit development, a passionate leadership team and world-class franchisee support system. a s slim chickens expands, it is awarding franchise opportunities to qualified, experienced and passionate multi-unit groups looking to add a dynamic segment to their portfolio.

For more information on the slim chickens franchise opportunity, visit slimchickensfranchise.com

meal packs. Every meal pack contains 5 meals with all of the required ingredients for each dish, all that’s left is to prep, serve, and enjoy.

For those looking to be a bit more involved in the meal prep process, southern steer also offers prep classes. t he classes are designed for each participant to fully prep and pack 10 meals, each serving a family of 4-5. continuing to be a hit among customers, with many returning to the classes again and again to prep delicious meals for the whole family, and maybe learn a thing or two in the process.

For more information about southern steer Butcher’s franchising options, please visit https://southernsteerfranchise.com/

Mach onE and paint corps normally have a $25,000 Franchise Fee (some of the lowest in their industries), but offer the first five a steep $15,000 discount.

FiELD ops, already a low $10,000 Fee, offers a 50% discount for the first five takers.

Veterans joining the Veteran service Brands family enjoy instant camaraderie, proven systems in high demand businesses, group discounts, and more.

VsB is actively recruiting qualified veterans across the country to join our team.

VsB is already the largest veteran-only franchise system and expects to triple its size in the next 12-18 months.

For more information, visit www.VeteranserviceBrands.com