Multi-Unit Franchisee Magazine - Issue I, 2025

Bob Allison Bryce Bares

James Brajdic

Scarlett Dalton Patrick Elgin

Kim Freid

Jerome Johnson

Yousuf Nabi

Jacob Webb

The Best Brands Partner with the Best People

The backbone of Dine Brands is our network of nationwide franchisees.

Together, we are innovators that embrace new ideas, authenticity, and collaboration to unite franchisees, brands, and team members to go further together.

Thanks to that commitment, Dine Brands is uniquely positioned to grow the portfolios of new and existing franchisees through our iconic brands.

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RANKINGS

Find out how the biggest multi-unit franchisees rank

80 The Right Oversight

Area managers fill vital multi-unit roles

88 Good Neighbors

Building businesses and serving people in need 94 The Next Generation

Make sure your business survives into the future

100 Navigating the 2025 Landscape

Projections and insights from multi-unit franchisee leaders 112 Paths

to Success

Multi-unit restaurant franchisees tackle industry questions

COLUMNS

The secret to franchising success is your people 124 Customers Count

Customer experience is key over the long haul 126 Finance

A legacy business endures beyond short-term profits 128 Investment Insights

Is it time for new offerings, mergers, and acquisitions? 130 Exit Strategies

Conditions are ripe for renewed M&A activity

Our Team

CHAIRMAN

Gary Gardner

CEO

Therese Thilgen

EXECUTIVE VP OPERATIONS

Sue Logan

EVP, CHIEF CONTENT OFFICER

Diane Phibbs

VP BUSINESS DEVELOPMENT

Barbara Yelmene

BUSINESS DEVELOPMENT EXECUTIVES

Krystal Acre Hope Alteri

Jeff Katis

EXECUTIVE EDITOR

Kerry Pipes

MANAGING EDITOR

M. Scott Morris

DIGITAL EDITOR

Kevin Behan

WRITER AT LARGE

Eddy Goldberg

CREATIVE DIRECTOR

Cindy Cruz

DIRECTOR OF TECHNOLOGY

Benjamin Foley

SENIOR WEB DEVELOPER

Matt Wing

WEB DEVELOPER

Don Rush

WEB PRODUCTION MANAGER

Juliana Foley

Owning multiple brands under a parent company 134 Succession Planning

Expectations can motivate or stifle a new leader

Tech Beat

New technology is changing home services 138 Franchisee Tactics

A 3-step process for hiring regional managers 140 Market Trends

Take steps to ease the lending process 142 IFA

Report

Sharpening the focus for the year ahead

DIRECTOR, EVENT OPERATIONS

Katy Coutts

SENIOR SUPPORT MANAGER

Sharon Wilkinson

SENIOR SUPPORT COORDINATOR

FRANCHISEE LIAISON

Leticia Pascal

SENIOR GRAPHIC DESIGNER

Michael Llantin

VIDEO PRODUCTION MANAGER

Greg Del Bene

DIRECTOR, CUSTOMER EXPERIENCE

Chelsea Weitzman

CONTENT & MARKETING MANAGER

Taylor Williams

SPONSORSHIP

BENEFITS MANAGER

Heather Stoner

CONTRIBUTING WRITERS

Helen Bond Colleen McMillar

CONTRIBUTING EDITORS

Adam Bonetti

Matt Haller

John DiJulius

Larry Layton

Carol Schleif Tori Wagner

Paul Wilbur

ARTICLE INQUIRIES

editorial@franchiseupdate.com

SUBSCRIPTIONS

subscriptions@franchising.com 408-402-5681

Looking Forward to a New Year of Opportunity

I’m struck by how rapidly our industry can evolve. Over the past months, I’ve traveled extensively across the U.S., engaging with franchisees, franchisors, and stakeholders from every angle of the franchise ecosystem. Across the board, one theme stands out: Everyone is focused on driving their brand forward and increasing profitability. Yet, in our enthusiasm for innovation and creativity, it’s easy to overlook the importance of making money—it’s the fuel behind our ideas and growth.

In conversations with franchisors, there’s palpable excitement about new concepts and aggressive expansion plans. Banks, however, see things differently. They ask the tough questions: What’s your EBITDA? Is your model scalable? What are your fixed cost leverage ratios? Do you have personal guarantees, and, ultimately, what’s the ROI? These are questions that force us to examine our brands critically, ensuring they’re built to grow sustainably. Looking ahead to 2025, we can expect significant discussions in Congress around critical issues, like taxes and immigration. Whether you’re a Democrat or Republican, several expected legislative changes could work in our favor. Removing taxes on overtime pay and tips, for instance, would mean immediate raises for employees, motivating them to invest further in their work. Accelerated depreciation and reduced corporate

tax rates could free up capital for franchisees, allowing for faster development and the ability to attract top talent. Legal immigration pathways could open doors for staffing, helping us resolve ongoing workforce shortages. More cash in consumer’s hands should lead to an increase in transactions.

I’m looking forward to our gathering in March when we’ll dive deep into these issues and explore actionable strategies for success in the coming year. The MultiUnit Franchising Conference is where franchisees and franchisors can meet, collaborate, and mentor the next generation. It’s the ideal setting to challenge each other, learn, and find new opportunities to win together in 2025.

I am honored to serve as your chair and can’t wait to see everyone at Ceasars Forum this March. Please join me in Las Vegas from March 25 to 28. Bring your key employees, partners, and even your successors. I look forward to meeting each of you.

DAVID OSTROWE MUFC 2025 Chair

David Ostrowe

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Bob Allison

“Building high-performing businesses and teams on a mission to provide positive health outcomes is what drives me.”

Encouraging Healthy Lives

Franchisee sees big benefits in helping others

Written by KEVIN BEHAN

BOB ALLISON

Executive Chairman

Company: LWI Inc.

No. of units: 31 Lindora Clinic

Age: 63

Family: Wife Kristen and four adult children

Years in franchising: 5

Years in current position: 9

Bob Allison established a long and successful career building companies and scaling them around the globe. A relative newcomer to the world of franchising, he is now taking his passion for health and wellness to provide care to others with his Lindora Clinic locations.

Allison began his career as an investor in early-stage companies and became the principal founder of a technology company by the age of 28. He later went on to co-found several other businesses before operating a venture capital company to support early-stage investments.

In 2017, he joined Lindora, a weight management and metabolic health company, to use his previous experience to guide and grow the brand. Lindora Clinic delivers a medically guided approach to supervised weight-loss programs and consumer wellness products.

Lindora Clinic franchised the business three years ago, and Allison currently operates 31 clinics in Southern California. Allison says technology can help drive engagement and operationally scale the company.

“The most exciting part about it is we can quickly open a relatively successful operation with people who want to have businesses in those markets,” Allison says. “We want to grow quickly, and that is attractive to buyers. Lindora is carving its place in the market, and it is exciting to have franchisees who share that same passion to grow the business. The stronger the brand gets and the clearer the mission becomes, the less confusing it is to the consumer. When they see a highly vetted business, it is more appealing to them.”

Allison says that metabolic health solutions are currently scattered throughout different segments, and Lindora can become a national franchise to develop a standard service model across the country. He sees a great opportunity to build a burgeoning business operation as well as deliver weight-loss options and help people live healthy lifestyles.

“It is so encouraging to see the growth of units in an economic and cultural environment in which the people are involved with you in a same alignment,” he says. “People have the same passion and desire for growth as you do. I plan to retire being in this industry. I find it incredibly rewarding seeing the progress we are making and want to focus on that.”

PERSONAL

First job: Growing up, I worked on the family farm that my grandparents owned. After I reunited with my mother and new stepfather, I worked in the aircraft distribution business they owned. After graduating college with a degree in business economics, I was recruited to be a technical product manager for a semiconductor distribution company.

Formative influences/events: Working on the farm and for the family business in machine shops and aircraft parts distribution taught me a lot about being responsible and dedicated. I am very responsible, and I want to deliver on what I have to do. Sometimes you have to carry weight because nobody else is there to do it, and it has to get done.

Key accomplishments: I became the principal founder of a technology company when I was 28. We built that business into an industry leader and then sold it to expand on an international scale to a London-based public holding company. Founding, building, selling, and then operating on an international scale was a remarkable early career experience. I went on to co-found other businesses a few years later and then ultimately formed a venture

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capital operating company to support early-stage investments. In 2010, I dedicated my activities to the intersection of health and wellness.

Biggest current challenge: Navigating the significant changes in the healthcare industry related to new digitally enhanced services and cost containment. Digital services can be simple on the surface but require a lot of personal information and collaboration with caregiver experts. Health systems can balloon costs, so delivering highly effective digital solutions in a cost-effective way is very challenging.

Next big goal: Delivering metabolic health solutions on a national scale, which is weight control and energy management for people to become healthier. Care is currently scattered. We need a national franchisor to build a service model across the country. There are currently many different terms and segments, and we want to deliver care across a standard protocol.

First turning point in your career: Founding my own company gave me the confidence to achieve and to deal with issues quickly.

Best business decision: Recognizing the need to direct my business career. I started in a family business environment and was committed to that. I needed to stay true to that and be mission oriented. I was dedicated to the family environment I created. I knew I wanted to go out on my own and accomplish something.

Hardest lesson learned: Being dependent on someone else to provide a critical element of success and having no influence or control to ensure it.

Work week: Really every day, and I love it.

Exercise/workout: Six days a week. Multiple activities, including strength and cardio training. There’s no shame in any type of exercise. Movement is medicine.

Best advice you ever got: We all take risks together as a team. My boss likened it to a situation in which we all get on the building, hold hands, and jump off together. We should have transparency and collaboration and work together as a team. I make decisions about how I make people comfortable working as a team. Leaders must make people believe something is in their best interest.

What’s your passion in business? My passion is building high-performing businesses and teams that want to be on a mission to provide positive outcomes for health, wellness, and opportunity. How do you balance life and work? I love integrating work into my life. I prefer not to think of it as hours but rather as actions. I believe you can intertwine work and pleasure, especially in safe and collaborative cultures. Things such as charitable endeavors and sports activities are both personal and professional.

Guilty pleasure: I love a good cookie for sure. Peanut butter has my number.

Favorite book: A Thousand Splendid Suns by Khaled Hosseini.

Favorite movie: “Wedding Crashers” and “300.” What do most people not know about you? I was a sponsored surfer and skater in my teens.

Pet peeve: I have no tolerance for being late. What did you want to be when you grew up? I wanted to be a dentist or a naturopathic physician. I should have known then to jump all in on wellness.

Last vacation: I spent three weeks in Southeast Asia visiting Thailand, Singapore, Cambodia, and Vietnam in February 2024. Travel is a big part of our life.

Person you’d most like to have lunch with: Warren Buffett.

MANAGEMENT

Business philosophy: Act with fairness, be humble, and deliver what you promise.

Management method or style: Transparency and collaboration in a secure, high-performance environment.

Greatest challenge: Hiring exceptional leaders and talent. The skill sets of leaders are not as obvious today as 10 years ago because of the impact of remote work. People work more in isolation and controlled environments. They need to understand the physical nature of building bonds together. People are comfortable leaving one job to go to another without keeping a connection to the current brand. How do others describe you? Energetic and mission driven.

Have you ever been in a mentor-mentee relationship? What did you learn? Yes. The job of a mentor is to listen and offer experience-based context for consideration. The goal is to improve analysis and thinking skills one can apply to complex situations.

One thing you’re looking to do better: I always want to understand fully and feel I can continue to improve that commitment.

How you give your team room to innovate and experiment: By providing an environment where ideas are nurtured, and trials are measured without judgment.

How close are you to operations? Daily but around specific KPIs that are a common performance language.

What are the two most important things you rely on from your franchisor? A focus on franchisee growth and success along with operational discipline.

What you need from vendors: Service, quality, and flexibility.

Have you changed your marketing strategy in response to the economy? How? Yes. We try to focus on health equity to expand member demographics. We continue to develop and offer lower-cost introductory and limited-use programs and then high-value broad service offerings to meet a wide set of needs.

Care is currently scattered. We need a national franchisor to build a service model across the country. There are currently many different terms and segments, and we want to deliver care across a standard protocol.”

How is social media affecting your business? Social referrals continue to be a strong source for leads and support closing memberships.

In what ways are you using technology (like AI) to manage your business? We are a tech-forward type of company. We like to use information and data collection to discover facts we can examine. We use platforms like Slack and Zoom for instantaneous communication. We are starting to use AI to develop chatbots to speak to our members or clients. We are definitely embracing technology. How do you hire and fire? We hire with care and share specific expectations for success. We fire

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Bob Allison

quickly so as not to let circumstances cloud true performance issues.

How do you train and retain? Training for success is a top priority for the employee and the members that they interact with. This involves multiple days and layers of training and access to a number of leaders. Retention is managed by recognizing and rewarding successful contributions and developing lead positions to create opportunities for growth. High-energy, safe, and collaborative environments support strong retention.

How do you deal with problem employees? Coaching and clarity. Know what you are supposed to do, why you do it, and whom you serve. Fastest way into your doghouse: Being untrustworthy.

BOTTOM LINE

Annual revenue: $32 million. 2025 goals: $37 million.

Growth meter: How do you measure your growth? Increasing AUV, memberships, clinic visits, and retention.

Vision meter: Where do you want to be in five years? 10 years? We expect to be at 35 locations and in excess of $42 million in five years. We would like to expand our geographic reach to build a similar density in at least two other markets in the Western states over the next decade.

Do you have brands in different segments? Why/why not? Not at this time. We feel we have so much still to do in our segment and with the rapid innovation within metabolic health. We want to be fully focused on our patients’ needs and the best successful programs and protocols.

How is the economy in your region(s) affecting you, your employees, your customers? With the dramatic increase in housing costs, we have seen a challenge with employees being able to find local housing at affordable rates. We have employees traveling from areas farther from our locations than we would prefer. This pinch on housing and general goods inflation has tightened dollar spend on services and products. As a result, we have to be mindful of staffing and think about value at all times.

Are you experiencing economic growth in your market? Yes. The new services are quite compelling and, as a result, spending on health is up. Generally, our locations are in strong economic areas with increasing GDP and population density. How do changes in the economy affect the way you do business? We have recognized that we must operate with a very balanced staff allocation so that we can pay current employees at a high level and reward for retention, training, and production.

How do you forecast for your business? The metabolic health space is large and growing due to service expansion and product innovation. As a result, we forecast growth based on a hiring

allocation model that leans toward a 12 to 15% yearover-year approach.

What are the best sources for capital expansion? Internally generated cash and limited borrowing.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? We use banks for some lines of borrowing, but we’re mostly limited to working capital buffers and growth capital expenditures. We shy away from outside equity, which may have a time pressure or return pressure that may not match a cycle within the industry. It is very difficult to predict economic cycles, and outside capital tends to be difficult to replace.

What are you doing to take care of your employees? We offer a strong benefits package, consistent work schedules, spot bonus incentives, and 401(k) plans.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We promote a lean-employee and lean-administration approach to help us with being able to respond to rising costs and operating expenses. That approach allows us to incorporate technology or training to keep head count down and change our processes to protect profitability.

What laws and regulations are affecting your business, and how are you dealing with them? As a medical corporation entity, we have many laws that protect patients, members, and personal privacy. To this end, training and manager oversight are critical and ongoing. We have found that most of the regulations are constructed with the right intention, so we approach it from that perspective and do what is right for the patient.

How do you reward/recognize top-performing employees? Through incentives, profit participation, and professional growth opportunities. What kind of exit strategy do you have in place? We have a long road to go in an incredibly exciting market segment. Who would want to exit such a great opportunity? Seriously, we think large markets with high value naturally consolidate, and we expect to always be a top performer that could either be a consolidator or a target for consolidation. 

Bryce Bares

“As a lawyer, it is all about mitigating risk. As a franchisee, it is about taking risks, and that is more appealing to me.”

Risk and Reward

Attorney builds second career as a franchisee

Written by KEVIN BEHAN

BRYCE BARES

Owner

Company: QSR Services

No. of units: 30 Dunkin’, 1

Baskin-Robbins

Age: 47

Family: Wife Sara and 2 sons, Elian, 15, and Xavier, 12

Years in franchising: 13

Years in current position: 13

Bryce Bares’ unlikely path to franchising may have started in a conference room at a law firm in Columbus, Ohio. As a young attorney, he represented franchise owners on labor and employment matters and was intrigued by their profitable businesses. It wasn’t long before he wanted to be in their shoes.

“As a lawyer, it is all about mitigating risk,” Bares says. “As a franchisee, it is about taking risks, and that is more appealing to me. I was paid well as a lawyer, but there was a ceiling on your success. As an entrepreneur, the business is more scalable, and you can exponentially expand your profitability.”

After eight years as an attorney, Bares took his first risk by leaving the practice and exploring franchise ownership. He met with Dunkin’ officials, who told him they were looking to expand into his home state of Nebraska. He developed a busi-

ness plan and opened his first store in Papillion, Nebraska, in 2013.

As a first-time business owner with no QSR experience, Bares appreciated the benefit of having a proven system to follow because the franchise model removes many of the unknowns about operating a business. He also received valuable advice from others in the system. He expanded his education during a dinner with then Dunkin’ CEO Nigel Travis, several company executives, and a dozen franchisees at the Multi-Unit Franchising Conference in 2012.

“That dinner alone was probably worth tens of millions of dollars in avoided mistakes,” Bares says.

While adjusting to a new career in the QSR industry, Bares leaned on his legal background. He felt he had a strong understanding of the regulatory side of the business and the financial impact of increasing the number of employees across his locations. His time as an attorney also helped when developing real estate. Bares has grown his business to 30 Dunkin’ stores and one Baskin-Robbins location. He has units in Nebraska, Kansas, Iowa, and Missouri.

As he built his portfolio, he introduced a close family member to the world of franchising. His cousin Lauren Johnson owned a small photography company in Northeast Ohio, and he suggested that her entrepreneurial spirit could translate into a successful role as a franchise owner.

He brought her to the Multi-Unit Franchising Conference in 2015, and she immediately became interested in following her cousin’s path. She attended the conference each of the next several years, made numerous contacts, and researched franchise opportunities. With guidance and support from Bares, Johnson purchased her first The UPS Store in 2019. She now owns four UPS locations and serves on the MUFC Advisory Board. She is quick to credit Bares’ influence for where she is today.

“He told me, ‘You were born for this,’ and he was right,” Johnson says. “He heavily influenced me not only by being a successful owner of his company, but encouraging me and helping me to start mine. Bryce knew all I needed was to get me to the edge of the pool, and then he would push me in. It was up to me whether I would either swim or drown. He knew me well enough to know I’d swim.” Read more about Johnson on page 50.

PERSONAL

First job: When I was 14, I vacuumed and emptied the trash at my dad’s business, which was an optical shop in Bellevue, Nebraska.

Bryce Bares

Formative influences/events: My dad was a weatherman for the Air Force, and my mom would waitress in the evenings when I was young. He later served as a physician in the Air Force before transitioning to civilian life and successfully starting his own medical practice. In retrospect, watching his story unfold was massively impactful on my decision to become an entrepreneur.

Key accomplishments: I practiced law for several years prior to my foray into franchising. I’m currently a certified developer for Inspire Brands and served on the regional franchisee advisory council’s development and government affairs subcommittees.

Biggest current challenge: Adapting to the tight labor market and staying abreast of rapidly changing technology and consumer preferences. Meeting development and remodel obligations with inflationary pressures and the high costs of capital.

Next big goal: Diversifying to other brands through partnerships with proven operators.

First turning point in your career: Representing business owners in my law practice and realizing that I’d rather be them.

Best business decision: Owning real estate wherever possible and leveraging my brand to fill affiliate-owned small shopping centers.

Hardest lesson learned: Hiring poorly collapses your business rapidly. It can be difficult to tell whether the person you hand the keys of the company to has the soft skill set to be a great manager.

Work week: A routine work week is elusive. Most of my day is spent on the phone or out in the field with my team. We have a biweekly leadership meeting to set goals and review performance. My role is to support my team, so I try to make myself available to them 24/7.

Exercise/workout: Six years ago, I committed to taking care of myself, so now I do strength training three times a week and walk or run every day.

Best advice you ever got: “Do what you say you’re going to do.” It’s almost stupidly simple, but it’s amazing how many businesses and people don’t follow through on what they say they will do.

What’s your passion in business? Helping others achieve their goals and dreams, whether it’s my team or others getting into franchising. Growth is the fun part of the business because of the additional opportunities it creates for everyone in my organization.

How do you balance life and work? I don’t really believe in a work-life balance for myself. My work is an integral part of my life, not something that can be separated and neatly siloed. I do believe it is important to take time to be with the people I love and do the things I love to do.

Guilty pleasure: TikTok doomscrolling.

Favorite book: A Brief History of Time by Stephen Hawking.

Favorite movie: “Forgetting Sarah Marshall.” What do most people not know about you? I spent a year teaching music at Amherst College. Pet peeve: People who use speakerphones in airports.

What did you want to be when you grew up? A fighter pilot.

Last vacation: Catamaran trip to the British Virgin Islands in April.

Person you’d most like to have lunch with: Larry David.

MANAGEMENT

Business philosophy: “Serve and support like family.” My business exists because of the guests and my team, and taking care of both is critical to success. Management method or style: Set objectives. Hire people smarter than I am. Task those people to achieve those objectives and empower them with the resources they need. Listen to them, facilitate communication among the team, and evaluate based on results.

Greatest challenge: Inflation and margin compression required a complete rewrite of our business and growth plan.

How do others describe you? A terrible golfer. Have you ever been in a mentor-mentee relationship? What did you learn? Absolutely. When I signed my first store development agreement with Dunkin’, I had no restaurant or QSR experience. I met Rob Branca, another Dunkin’ franchisee, at the Multi-Unit Franchising Conference, and he was unbelievably gracious with his time and advice. He invited me to dinner the next night with the CEO of Dunkin’ and about a dozen of the largest franchisees in the system.

One thing you’re looking to do better: Operations have fallen below my standard. That’s largely driven by crew-level turnover and a hyper-competitive labor environment. We’re trying to improve our crew experience to increase retention and improve the guest experience.

How you give your team room to innovate and experiment: The best ideas invariably come from the crew upwards, not me downwards. Like all franchisees, we are somewhat hamstrung in innovation by having to follow the franchisor’s systems. Whenever I visit stores, one of the questions I always ask my crew is, “If you could wave a magic wand, what is one thing you would change about the way we do things?” I have implemented more of their suggestions over the years than I can count. How close are you to operations? As we’ve grown, I’ve taken myself out of the operations role and have a full-time director of operations. I keep my finger on the pulse of the business through daily and weekly reports on key metrics. I also still visit several stores each week to experience the customer perspective and hear my team’s feedback. My focus now is primarily on development and growth.

What are the two most important things you rely on from your franchisor? Marketing support and product innovation.

What you need from vendors: Dunkin’ is unique in that the franchisees collectively own the supply chain, so we are lucky that we largely retain control over our primary vendor. We have sole suppliers for POS and technology, which has been a source of frustration. One disadvantage of being part of a large franchise system is that it becomes difficult to pivot to new and better technology as it emerges.

Have you changed your marketing strategy in response to the economy? How? We are focusing on value and refocusing on our core beverage business.

How is social media affecting your business? It has definitely changed the way our franchisor spends ad dollars. There is significant purchasing at the national level for social media advertising. The emergence of social media as the consumers’ primary vehicle for information has devalued traditional media channels. As a result, the competitive advantages of being a large brand have been blunted. Small brands are now able to do hyperlocal social media advertising that often gets more exposure than large brands get. They no longer need to spend millions on TV ads to receive visibility. An empowered crew member with an iPhone and TikTok can make a viral advertisement even if you don’t want them to.

In what ways are you using technology (like AI) to manage your business? We implemented self-order kiosks across all our stores during the labor shortages a few years ago with mixed results. We are at the infancy of integrating AI into our businesses, but it’s easy to envision a time when the kiosks have AI-generated faces that take your order and answer your questions conversationally. In the drive-thru, I foresee a move away from menu boards entirely and a shift to mobile-order-only pickups.

How do you hire and fire? Carefully and fast. It is critical to take the time to hire the right person for the right role. If they are not a cultural fit, it is important for them to exit the organization as quickly as possible.

How do you train and retain? We recently hired a director of training and put one of our restaurants through the brand’s certified training restaurant process. This restaurant operates in accordance with all brand standards and serves to train all new managers coming into our system. We retain by listening to our people, paying competitively, and treating them like family.

How do you deal with problem employees? Identify if the problem is will or skill. If it’s a will problem, there is simply not a fix, and it’s time to part ways. If it’s a skill problem, it’s incumbent upon us to ensure we provide the training and resources. Fastest way into your doghouse: Dishonesty. I always tell my people that if you’re doing the job

Bryce Bares

correctly 90% of the time, you’re winning. We all make mistakes, and I don’t expect perfection. But I do want to know when things go wrong.

BOTTOM LINE

Annual revenue: Approximately $30 million. 2025 goals: Diversify into additional brands via strategic partnerships.

Growth meter: How do you measure your growth? I aim to double revenue across my businesses every five years through a combination of new units and sales growth.

Vision meter: Where do you want to be in five years? 10 years? In five years, I’d like to have a diverse franchise and real estate portfolio generating at least $75 million in revenue. In 10 years, I would like to generate $150 million in revenue.

Do you have brands in different segments? Why/why not? No, I’m concentrated in the restaurant space currently. It has been a good business, and it made sense to grow within this space to the scale I have currently. But now that we’ve reached scale, it’s important to cut across multiple segments to mitigate risk.

How is the economy in your region(s) affecting you, your employees, your customers? The economy in Nebraska has been strong, but the consumers have less discretionary income to spend. Unemployment is near historic lows, which makes staffing incredibly challenging.

Are you experiencing economic growth in your market? Yes, the market continues to grow

rapidly. The population growth in the Midwest has insulated us from some of the economic hardships taking place in other parts of the country. But it has led to increased competition to be able to attract both customers and employees.

How do changes in the economy affect the way you do business? After rapid inflation, consumers are increasingly price conscious, which has required us to focus on value.

How do you forecast for your business? We have a weekly planner that we create before each year with sales and cost objectives for each store. We adjust that planner weekly as the business changes. What are the best sources for capital expansion? We’ve used local banks, which are particularly good for the real estate side of my business. I’m increasingly intrigued by crowdsourcing capital for expansion. Having local investors pool money and own a piece of a beloved brand could yield positive outcomes. I’m actively exploring partnerships with experienced franchisees in different sectors as well.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? Private equity is increasingly entering the franchise space. It recognizes the shift by franchisors toward large franchisees, who offer the scale and revenue to justify the investment. Some of these players really understand our business while others don’t. My experience with banks mirrors that of private equity. The banks that do a lot of work in the franchise space are usually more willing to fund and take risks than local banks that view a franchise just as they would any nonfranchised small business.

What are you doing to take care of your employees? We support them with time off, competitive wages, growth opportunities, and kind treatment. Our people are our business, and without them, we’d collapse overnight. For salaried employees, we’ve always had a “take what you want” vacation policy without a limit on days, and we’ve only had a small handful abuse that policy over the course of 12 years.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We have been paying close attention to hours allocated per store while also trying to be competitive with wages and benefits.

What laws and regulations are affecting your business, and how are you dealing with them? As I write this, the FLSA salaried overtime exemption threshold will increase so significantly that I may rethink how we compensate certain salaried employees. It may make more sense to shift some salaried employees to hourly.

How do you reward/recognize top-performing employees? We provide bonuses, public praise, certificates, parties, and all sorts of permutations of recognition. It’s fun to celebrate great team members.

What kind of exit strategy do you have in place? I’m not sure I’ll ever exit franchising entirely, but I can envision paring off, restructuring, or recapitalizing existing assets to diversify into other opportunities. 

James Brajdic

“I believe challenges are opportunities for us to work together to solve problems.”

A Legacy of Commitment

Operator and A&W go back more than 4 decades

Written by KEVIN BEHAN

JAMES BRAJDIC

President

Company: Customer Maniacs and Green Bay A Dub

No. of units: 13 A&W

Age: 53

Family: Wife and 2 kids

Years in franchising: 23

Years in current position: 23

In the case of James Brajdic and A&W Restaurants, familiarity bred passion. Brajdic grew up with the brand and spent his entire career in the food service industry. He now operates 13 A&W locations in Central Wisconsin, and he’s happily wrapped up in the brand’s close-knit culture.

Brajdic fondly recalls visiting the A&W within walking distance of his childhood home. For several years, his father eyed purchasing the restaurant and eventually joined with a partner to seal the deal when Brajdic was 11. Two years later, Brajdic took his first job as a dishwasher at the store. His mother oversaw the daily operations, and his father managed the books.

When it was time to go to college, Brajdic’s father suggested he major in hospitality with the thought of eventually following in the family business. He began working at his parents’ restaurant a year after

graduating from the University of Wisconsin-Stout and was soon managing a thriving remodeled location. That success caught the attention of A&W officials, who met with Brajdic and trained him to become a multi-unit operator in the system.

Through that process, he was introduced to Barb Gretzinger, an experienced multi-unit operator with several restaurant brands. The two became partners and currently own 13 A&W locations, including the drive-in restaurant in Lakeside Park, Wisconsin, that he enjoyed as a child and his parents bought 42 years ago.

Brajdic has dealt with adversity and change over more than two decades as a restaurant franchisee, but he overcame obstacles in his path and persevered. Business was lean during the recession 15 years ago, and he received assistance from the franchisor to survive. More recently, he and others in the restaurant industry had to deal with lost customers and safety restrictions during the Covid-19 pandemic.

“I believe challenges are opportunities for us to work together to solve problems,” Brajdic says. “Even during your worst days, there are opportunities to fix the problem and be better as a result. We rarely have serious disagreements, but when we do, we are able to work through them and find a solution.”

That mindset has gotten Brajdic through difficult times and deepened his appreciation of the family culture throughout the A&W system. The philosophy has guided him through a long history with the brand and drives him forward as he looks to grow the business in the coming years.

“The people are the most important part of A&W,” Brajdic says. “The franchisor and franchisees have a great relationship and work very well together. Our new president is very focused on growing the brand and keeping franchisees profitable. We are a tight-knit group, and that is important to me. At the end of the day, I just hope I can give my employees a great life and everything they need.”

PERSONAL

First job: I was a dishwasher at my parents’ A&W Restaurant when I was 13.

Formative influences/events: I grew up close to an A&W Restaurant, and our family loved going there. My father wanted to buy that restaurant or a McDonald’s franchise for several years, but the timing wasn’t right. Through a partnership with another local family, my parents purchased the A&W Restaurant, and I was exposed to the industry at a young age. That played a big part in shaping my career path.

Taste Success with the #1 HOT DOG franchise

James Brajdic

Key accomplishments: We opened four restaurants over a 10-month period in 2008–09 when we built several test stores. We experienced a 7% annual growth in our original store over a 20-year period. We also made $30,000 over a single hour in sales at an offsite special event earlier this year.

Biggest current challenge: Finding real estate. It is difficult to find affordable land at a location that will be good for your business.

Next big goal: We would like to open another five stores over the next five years.

First turning point in your career: Growing our first store sales double digits over five years and grabbing the attention of A&W, which helped us grow into a multi-unit operator.

Best business decision: Becoming a second-generation owner of the A&W franchise.

Hardest lesson learned: Growing too fast in 2009 when the economy crashed. Our sales decreased, and one of our competitors built stores right next to several of our locations. I never felt like we wouldn’t make it, but things were bleak for a while. We were on the last leg of our SBA loan, and things were pretty tough. We were fortunate to make it through.

Work week: Every day is different, but I have specific responsibilities for each day. I have weekly calls with our franchisor board. I speak to area coaches both as a group and individually and speak directly with our franchisees either by phone or in-store visits.

Exercise/workout: Not enough.

Best advice you ever got: Two people have essentially said that I control my own destiny. My high school basketball coach told me, “If it’s gonna be, it’s up to me,” and a former franchisee, said, “If you can believe it, you can achieve it.”

What’s your passion in business? My passion has changed from caring and taking care of people to mentoring them, empowering them to grow, achieve their goals, and unlock their true potential.

How do you balance life and work? I used to work 120 hours a week and always found joy in business travel. However, I now work a bit less and trust my team to manage the business. This gives me the opportunity to spend more quality time with my family, who have always been supportive of my demanding schedule.

Guilty pleasure: Bourbon.

Favorite book: All Jim Sullivan books and The Traveler’s Gift by Andy Andrews.

Favorite movie: “For the Love of the Game.”

What do most people not know about you? I broke the 600-yard dash record in gym class during my sophomore year of high school.

Pet peeve: The presence of drama can be a true team killer, undermining collaboration, creating tension, and distracting everyone from achieving their goals.

What did you want to be when you grew up? Self-employed.

Last vacation: Mexico in October. Person you’d most like to have lunch with: Bobby Knight.

MANAGEMENT

Business philosophy: Operating with integrity and transparency. Upholding ethical standards, being honest, and having open communication with employees, customers, and stakeholders, and building trust and credibility.

Management method or style: Servant leadership. I believe in giving my managers freedom and flexibility. We are sensitive to people’s needs and always try to figure out a solution to help others. We want to create an atmosphere of openness of conversation.

Greatest challenge: Having enough time is a constant challenge. It makes it difficult to balance strategic planning, daily operations, and personal commitments while also navigating the struggle to manage competing priorities effectively.

How do others describe you? As a caring person. Have you ever been in a mentor-mentee relationship? What did you learn? I have learned so much from many others in the A&W system and gained extensive knowledge about the facets of operating multiple franchises.

One thing you’re looking to do better: Balancing accountability with support to ensure employees are held responsible for their performance while feeling motivated and valued.

How you give your team room to innovate and experiment: We hold weekly conversations with all managers to discuss opportunities at their local stores and test ideas on a small scale before rolling them out across all locations.

How close are you to operations? I’m quite involved with operations, having run some shifts during Covid, and I continue to lend a hand whenever needed when I’m in a store.

What are the two most important things you rely on from your franchisor? The POS development to drive online ordering with profitable sales is very important along with leadership to drive LTOs and profitable sales.

What you need from vendors: To deliver our product to the high specification that our customers and brand expect.

Have you changed your marketing strategy in response to the economy? How? A&W is primarily focused on strategies around developing products. We are a small chain. Quality is our value proposition, so we, hopefully, don’t have to discount as much as others.

How is social media affecting your business? Our social media ad spending continues to increase as we receive measurable results.

In what ways are you using technology (like AI) to manage your business? Many of our vendors are currently using AI as we look forward to third parties to help drive sales in the future.

How do you hire and fire? We want to give our employees a second chance. If they decide not to work for us after that, it is their decision.

How do you train and retain? We use a series of training videos when bringing on new employees. We also teach them about our culture and how we are a family-oriented company.

How do you deal with problem employees? It is my least favorite thing to do. It’s rare that I get involved on that side.

Fastest way into your doghouse: Not following through to the finish line with a project.

BOTTOM LINE

Annual revenue: $13 million.

2025 goals: Drive sales by investment spending on advertising and drive profitability by three points by giving the managers an increased portion of the profits. When they win, we win.

Growth meter: How do you measure your growth? Through profitability and sales. We have been more focused on P&L statements recently. We will grow slowly and methodically, but we always want to see our topline sales increase.

Vision meter: Where do you want to be in five years? 10 years? We are going to add five stores within our current DMA. We are also looking to remodel some restaurants within the market to help drive sales. In the 10-year plan, we would like to consider developing an additional market.

Do you have brands in different segments? Why/why not? We have looked a few times at other brands, but it is difficult to leave a good situation we have with A&W. We are all family here and believe the A&W franchise has been moving in the right direction to grow the brand.

How is the economy in your region(s) affecting you, your employees, your customers? We haven’t noticed any significant impact from the current economy aside from needing to raise our prices to stay profitable. Despite this, our customer counts have remained strong.

Are you experiencing economic growth in your market? Yes. We are ecstatic that we have experienced a double-digit increase for the year.

How do changes in the economy affect the way you do business? We have had an incredible run in sales and profitability in 2024 and continue our path. We have no plan for changes.

How do you forecast for your business? It is important to have a strong bench plan. If you don’t have that, you will find yourself in trouble. There were some challenges we faced with that during Covid-19. We can now hold people accountable so that we can produce the quality that customers expect.

BEEN LOOKING FOR

James Brajdic

What are the best sources for capital expansion? We have not used our real estate as leverage and have used old-fashioned cash flow. We want to ensure that we never have another 2009 and can be ready for the opportunities when they arise.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? We value our relationships with local banks and for good reason. During the 2009 crash, we were fortunate to work with a local bank that provided the financial support we needed to get through that challenging time. Without their help, I doubt I would be a multi-unit owner today.

What are you doing to take care of your employees? I think it is important to listen to them and be sensitive to their needs. That comes with the family-friendly environment we create.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We consistently manage our two major cost areas by monitoring labor on a daily basis and food weekly. If we encounter significant food variances, we switch to daily tracking. For labor expenses, we adjust and pay based on what our budget allows. We have not been shy about raising prices over the past year.

What laws and regulations are affecting your business, and how are you dealing with them? There are so many regulations we deal with, and it is very challenging to follow them all. Some examples are overtime rules and wages for managers. It takes up a lot of my time.

How do you reward/recognize top-performing employees? We publicly recognize them among their peers and reward them through our bonus programs. Additionally, we take select top performers to our A&W conventions and provide a special acknowledgment of their contributions.

What kind of exit strategy do you have in place? My exit strategy involves selling stores back to the dedicated employees who supported me and contributed to the success of the business, ensuring a smooth transition and a legacy of care and commitment. 

“Your team is your most valuable asset. Surround yourself with talented, motivated people who complement your skills.”

A Passion for Pet Care

Lifelong love for animals becomes franchise success

Written by KEVIN BEHAN

SPresident (Franchisee)

Company: Camp Bow Wow

No. of units: 12 Camp Bow Wow

Age: 54

Family: Husband Jason and 3 adult children

Years in franchising: 15

Years in current position: 15

carlett Dalton might’ve been destined to own and operate a business in the pet care industry. Her love for animals developed in childhood when she tried to find homes for stray dogs she found wandering the streets.

Dalton says she didn’t realize she could turn that passion into a career until she worked as a veterinary technician. Her father owned a manufacturing company. With his tutelage and encouragement, she dove into building a pet care business about 20 years ago.

She operated a mobile pet grooming company and handled all aspects of the business. Her first vehicle was an old postal van that she purchased and retrofitted with a company logo. She worked the business for three years, and then it was time for an unexpected change.

On her way to Cozumel with her husband, Jason, Dalton saw an ad in an airline publication for a franchise opportunity with Camp Bow Wow. She was familiar with basic animal boarding services but didn’t know the full possibilities of doggy daycare. She returned from the trip and called about the opportunity. Discovery day wasn’t far away.

It took several years to open the business and become profitable during a recession, but Dalton and her husband had faith that their first location in Covington, Louisiana, would be successful. They ran that unit for eight years before expanding to 12 locations across seven states.

While she oversees franchise operations, her husband manages the finances and acquisition of new locations. The pair won Multi-Unit Franchisee Magazine’s MVP Influencer Award for Husband & Wife Team in 2023.

Though she loves fulfilling her passion for providing care for dogs, Dalton says it comes with a deep sense of responsibility. She encourages team members to love each dog as though it’s one of their own.

“We work in a very personal business in which customer service is the top priority,” Dalton says. “Many people view their dogs like their own children. If a restaurant messes up an order, they can fix the meal again. We can’t mess anything up when it comes to people’s pets.”

After being intricately involved in the operations of the first franchise location, Dalton has taken a step back and delegated as the business has grown. She credits her talented and dedicated team as well as the director of operations, who oversees all camps. Dalton focuses on processes and operations for each location and serves as a resource for other Camp Bow Wow franchisees.

“I love to give advice and help other people throughout the system,” she says. “It is not a competition, and it is important for everyone to be successful. We are definitely Camp Bow Wow’s biggest cheerleaders. We love having a family atmosphere with our employees and customers. And who doesn’t love working with dogs all day long?”

PERSONAL

First job: I worked for several years as a veterinarian technician while in college.

Formative influences/events: I always had a passion for dogs. When I walked home from school as a kid, I would magically bring dogs home with me. After several times taking the dogs back, my parents said they needed to get me a dog. This passion led me to find a field in which I could spend time with animals.

Key accomplishments: Growing a startup mobile grooming company into a multimillion-dollar family business while proactively advancing the need for luxury pet care, innovating with technology, emphasizing the well-being of the pets, and having a commitment to the community. These elements created a successful, forward-thinking dog care business that caters to the evolving needs of both pets and their owners.

Biggest current challenge: Along with the normal staffing issues, changing consumer behaviors, evolving regulations, and staying on top of technological advancements in and around our industry.

Next big goal: To grow to 20 locations in markets that we currently serve through building from the ground up and acquiring of existing locations.

First turning point in your career: Opening our first Camp Bow Wow in 2009 and hitting profitability. That proved to me that we could operate a successful, profitable business.

Best business decision: To go all in on my dream of being a small business owner. When I started my mobile grooming business, it was just me doing everything.

Hardest lesson learned: When I realized that my short-term focus on daily tasks led to neglecting long-term growth strategies. It became painfully obvious as we grew that I needed to spend more time building systems, setting up processes, planning for scalability, and focusing on aspects outside of my comfort zone of operating one location. My second hardest lesson was to let go and not take every ebb and flow of that one location personally.

Work week: Technically, I never stop, but I will pause to recharge and take a well-earned vacation. The beauty of what I do is summed up with a quote from Harvey Mackay: “Find something you love to do, and you’ll never have to work a day in your life.”

Exercise/workout: Who has time for this? However, I do live in downtown New Orleans and walk everywhere when possible.

Best advice you ever got: Your team is your most valuable asset. Surround yourself with talented, motivated people who complement your skills. A business is only as strong as the people behind it.

What’s your passion in business? Building a culture based on customer service. You get to know customers like they are family, and they trust us with their dogs like their children. Our employees are also just like family, and we strive to build a loving, trusting environment. I am also passionate about working with the dogs.

How do you balance life and work? I take time here and there to enjoy where I am and what I am doing. I don’t have it planned out for the most part, and I remain flexible to enjoy life and work any chance I get.

Guilty pleasure: Designer clothes and shoes.

Favorite book: The Count of Monte Cristo by Alexandre Dumas.

Favorite movie: The 2002 film, “The Count of Monte Cristo.”

What do most people not know about you? That I hate the beach.

Pet peeve: Not following through on promises and, of course, lying.

What did you want to be when you grew up? A veterinarian. I have a huge heart for animals. Last vacation: A bicycle trip from Spokane, Washington, through Idaho to Montana in July. Person you’d most like to have lunch with: My late father.

MANAGEMENT

Business philosophy: Focus on customer satisfaction. Dogs mean so much to their owners that we constantly need to stay on top of our game.

Management method or style: I use a hybrid of many management styles that are tweaked based on my team’s experience and skill level, the task at hand, goals, and/or specific challenges.

Greatest challenge: To be able to understand the needs of my team and adjust accordingly. We have 12 locations that span from Albuquerque to Tampa, so it can be challenging to stay on top of what is going on at each location. That’s why I get to know the team and rely on them for anything. A few years after opening our first location, we hired Jessica Blackwell as our president of operations. She knows everything we do inside and out.

How do others describe you? Passionate. I am the biggest cheerleader for the Camp Bow Wow brand. People throughout the system can call me day or night, and I will help them with whatever they need. There is something wrong with me—I just love what I do so much!

Have you ever been in a mentor-mentee relationship? What did you learn? Yes. My father owned a furniture manufacturing company, and I learned about running a business from him. I have served as a mentor for Jessica Blackwell, our president of operations. I learned that I don’t have all the answers, and I’m always open to listening and learning something new.

One thing you’re looking to do better: Work on my exit strategy. Even though we know it is coming, it is not something we’ve tackled because it is still down the road.

How you give your team room to innovate and experiment: I provide direction but also empower my employees to make decisions on their own when possible.

How close are you to operations? Currently, I’m about two levels removed. I review the performance, and if necessary, I dive into the operations to provide answers to a location’s performance.

What are the two most important things you rely on from your franchisor? Correct branding, maintaining standards, accountability, and

national marketing. They should empower franchisees to innovate and establish a strong community of owners who share ideas.

What you need from vendors: They need to better understand my day-to-day needs and find ways to help solve them while respecting my time. There are not enough products and services specifically made for our industry, so we develop much of what we need internally.

Have you changed your marketing strategy in response to the economy? How? Yes, we have returned to doing what made our brand successful from the onset. This includes grassroots marketing, community events, and customer engagement rather than focusing heavily on PPC and social media marketing, etc. We still do it all but focus more on the local marketing in the cities we serve.

How is social media affecting your business? It’s a love/hate relationship that leans toward the side of hate. Good news can travel fast, but bad news travels faster. Staying on top of social media is definitely a crucial aspect of our business from advertising to reviews.

In what ways are you using technology (like AI) to manage your business? We are still figuring this out, but one area we’ve used this technology is in marketing campaigns specifically designed to target our top customers and the other businesses they frequently use.

How do you hire and fire? We hire employees specific to our industry. They must be pet owners and treat them like family. We then train and groom the best employees to take on more customer-facing responsibilities. We try our best to promote from within while being quick to fire those who don’t uphold our standards.

How do you train and retain? We have an online training course to start with our basic brand standards and operations. Once that is complete, training is mostly hands-on. When we find good employees, we bring them into the customer-facing aspects of the business and help them develop relationships with staff and customers.

How do you deal with problem employees? We try to give as much guidance as possible to those who may be having problems. We work collaboratively, and team members will often work with that individual to figure out a solution.

Fastest way into your doghouse: Not following through on an action. If I ask someone to do something, I expect them to do it. I won’t ask anyone to do anything I won’t do myself.

BOTTOM LINE

Annual revenue: $11.4 million.

2025 goals: To surpass $15 million in sales.

Growth meter: How do you measure your growth? Currently through additional locations and year-over-year sales of existing ones.

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Award-Winning Brand:

We’ve been recognized for excellence through various accolades, including Entrepreneur magazine’s Franchise 500, Franchise Times’ Fast & Serious, and USA Today’s Best Coffee Chain.

Nationwide Presence:

Our coffee franchise is on the cusp of incredible expansion with over 800 locations across the country and plenty of territory still available.

Multi-Unit Friendly:

Whether you’re already in the QSR industry or looking to join, our brand is ideal for owners ready to diversify their investments with multiple brands and locations.

Core Values:

Integrity, love, humility, and courage are the pillars guiding Scooter’s Coffee. These core values have shaped our brand’s journey, ensuring we stay true to our mission as we grow.

Flexible Models:

We have options for both traditional kiosks and new endcap locations to t any market. Our locations thrive in rural, suburban, and metro areas.

Comprehensive Support:

Our franchise partners bene t from extensive training, marketing, and operational support.

Community Focused:

We do more than just serve specialty coffee; we serve smiles. Our brand values high-quality products, community connection, and customer loyalty.

Strong reputation:

Our franchise network is home to many successful multi-unit owners.

Vision meter: Where do you want to be in five years? 10 years? To have three new groundup locations and five acquisitions over the next five years. By 10 years, I will be planning my exit.

Do you have brands in different segments? Why/why not? No, not now. I feel we understand our market, and it takes all our time and energy. Learning a new industry isn’t in the cards unless it is a strategic partnership or an outside investment.

How is the economy in your region(s) affecting you, your employees, your customers? It has been tough. People have less disposable income, costs are higher, and we’re finding ourselves marketing more to existing customers than to new ones.

Are you experiencing economic growth in your market? Yes, but it’s coming from new locations and not year-over-year sales growth from existing locations. Due to high costs of fuel, moving closer to our customer base and reducing their travel has been the biggest driver in our market.

How do changes in the economy affect the way you do business? We have localized our efforts in the community directly attached to our business rather than targeting customers in a foreign ZIP code. Our business has become more granular in that way.

How do you forecast for your business? We base it off previous years, industry trends, and marketing reports specific to our business.

What are the best sources for capital expansion? Local banks after we have established our business. SBA was our best option starting out.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? I’ve never had experience with private equity, but local banks have been the best once you establish yourself as a business owner in the market. National banks are fine, but you just don’t get the personal experience every small business owner needs.

What are you doing to take care of your employees? We treat them like family. Once they build their relationships with us and the business, we begin investing in them with events, such as team meetings and special events.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? It is definitely a challenge. Technology helps with training and retaining the best employees and buying into the philosophy that sometimes fewer employees are better from an efficiency perspective.

What laws and regulations are affecting your business, and how are you dealing with them? Minimum wage increases, regulation, and tax changes all seem to be never-ending issues. I rely on my lawyer, accountant, insurance agents, bookkeepers, and bankers to keep me on the right side of ever-changing regulations. These people also become like family, and finding the right one helps tremendously with the burdens of business ownership.

How do you reward/recognize top-performing employees? In addition to the usual promotions and pay increases, top performers are brought into the inner circle where their opinions and ideas are broadcast throughout our business. They see the payoff of their hard work and are challenged to do, grow, learn, and take on additional responsibilities. What kind of exit strategy do you have in place? This is a work in progress. Our plan would probably leave the business to our children and Jessica Blackwell. If that doesn’t happen, we would likely do an equity purchase for the business. 

Patrick Elgin

“Risk management doesn’t mean avoiding risks entirely. Instead, it’s about carefully assessing the balance of risk and reward and making smart bets.”

From Soldier to Salon Owner

Army veteran chases his dreams with franchising

Written by KEVIN BEHAN

WMulti-Unit Franchisee

Company: Sola Salons

No. of units: 14 Sola Salons

Age: 39

Family: 1 son and 1 daughter

Years in franchising: 12

Years in current position: 12

hen it was nearly time to rejoin civilian life after more than a decade in the Army, Patrick Elgin listened to his dad. During a Skype call half a world away from each other, father and son talked about franchising with Sola Salon Studios.

“I researched the opportunity during my downtime in Kuwait and felt it checked a lot of the boxes for what I wanted in a career,” Elgin says. “When I met with the people with Sola, it just felt right. I joke that I am the first person to sign up with a franchise over a video call.”

Like many other veterans who found careers in franchising, he says that joining a proven system helped with the transition from soldier to entrepreneur. Elgin says that serving in the military taught him to trust and follow structured systems, which makes franchising a promising career for veterans.

A year after returning from Kuwait, Elgin opened his first Sola Salons location in the Minneapolis metro area. He discovered how much he loved the personal freedom and opportunities that came with franchise ownership.

“Franchising allows you to take your future in your hands and make your dreams happen,” Elgin says. “You have a lot more control over it rather than taking a salary position. You can get out of the grind and determine what success looks like for you.”

After a dozen years with Sola Salons, Elgin now owns 14 studios in the Twin Cities market. Elgin has adopted a slow and steady approach to growth by averaging one new unit each year. Later this year, he will open the franchise’s largest salon featuring more than 100 studios and premium suite amenities. He believes in the brand and hasn’t felt the need to expand into other segments.

“We have an experienced and talented group of franchisees who all learn from each other. A rising tide lifts all boats,” Elgin says. “Sola Salons has great name recognition, and our leadership team is very interested in taking it to the next level. We have cracked the code, and Sola is working for me. For as long as it works, I’ll keep growing with it.”

PERSONAL

First job: My first job was scooping ice cream as a 13-year-old. One of my teachers operated a mom-and-pop ice cream shop each summer, and it was great exposure to a retail environment. In my opinion, working in front-of-the-house retail is an amazing experience for a teenager.

Formative influences/events: I’m a U.S. Army veteran and went to United States Army Airborne School when I was 19. That was a shock for a suburban kid who had led a fairly sheltered life, and it toughened me a bit. Just like owning a small business, there were people to help me, but failure was a real possibility, so I had to take responsibility to make things happen. Getting exposed to experiences without a figurative or literal safety net early on is so valuable.

Key accomplishments: Raising two children and building a business at the same time without mucking up either one too badly.

Biggest current challenge: Trying to buck a national trend of increasing churn of our beauty professionals and building a strong community within our salons.

Next big goal: We will open the largest Sola Salons in the world in Minneapolis in 2025. It will feature more than 100 studio spaces with unique salon suite amenities, such as a fitness center, con-

Patrick Elgin

tent creation studio, party space, mini-market, and self-storage units. We’re so excited to join a hub for creative inspiration.

First turning point in your career: Transitioning from the Army to franchising.

Best business decision: Owning the real estate of my salon locations. I opened my first three salons with a strip center and then purchased a foreclosed property, which ended up doing more for the bottom line than the other three combined. You need to be deliberate on the front end when owning the real estate, but then there is no further work after that, and it makes more money. It was something I took from the McDonald’s business model.

Hardest lesson learned: Sometimes, things don’t work, and we just need to roll with it. No matter how prepared you are and how good the plan is, things do not always work as anticipated.

Work week: I’m thinking about work all the time, but I actually work 40 to 50 hours a week or however much I need to have the inbox at zero.

Exercise/workout: Five days a week but no more than 40 minutes. I like to do high-impact training activities like sprinting.

Best advice you ever got: To treat people with dignity and respect.

What’s your passion in business? I want to inspire and empower beauty professionals to live their entrepreneurial dreams, which is one of the reasons why I was initially attracted to Sola Salons. What I’m helping them with is the same thing my franchisor helps me with, so I totally get it. I want my beauty professionals to be financially successful and have amazing amounts of agency in their lives, which is also what I want for myself.

How do you balance life and work? Not well! I’ll openly acknowledge that I need to do this better. I can turn off my computer or put down the phone, but it is very tough to turn off what is in my brain. I want to work on giving myself permission to step away from the business when needed. It will always be waiting for me when I return.

Guilty pleasure: Carbs from beer.

Favorite book: Far too many to name but anything by Robert Heinlein, Leon Uris, and Michael Lewis.

Favorite movie: “Crimson Tide.”

What do most people not know about you?

I’m a huge fan of the TV show “Survivor.”

Pet peeve: Being late to meetings.

What did you want to be when you grew up?

An Army officer.

Last vacation: Every year, I take my kids to a place of their choosing. It was something my father did with me. Last April, I took my daughter on a father-daughter trip to Crater of Diamonds State Park in Arkansas. We spent a lot of time mining in the dirt for diamonds and had a great time. Person you’d most like to have lunch with: Elon Musk.

MANAGEMENT

Business philosophy: Risk management doesn’t mean avoiding risks entirely. In fact, taking no risks can be dangerous for any business owner. Instead, it’s about carefully assessing the balance of risk and reward and making smart bets.

Management method or style: I want to avoid micromanaging my staff and instead enable them to succeed by helping them work through unique situations and providing big-picture guidance.

Greatest challenge: When I joined Sola, its name recognition in the Twin Cities was limited. We had to build Sola’s reputation as a blue-chip brand one relationship at a time with our first hair stylists. We invested countless hours in these relationships and built a local reputation that would permeate the market. Since then, we’ve consolidated all the salons in the market under our common ownership, and Sola’s brand awareness in the Twin Cities beauty industry is now extremely strong.

How do others describe you? Hopefully, someone who works hard and is reliable.

Have you ever been in a mentor-mentee relationship? What did you learn? Yes, I’ve had many formal mentors from my time in the Army, but I always seek out mentors every day. That is anyone who knows more about something than I do. I often try to figure out who that person is and then learn what I can from them.

One thing you’re looking to do better: Systems technology so that we can automate some of our processes and increase our consistency.

How you give your team room to innovate and experiment: I encourage anyone to bring new ideas to the table, and we all debate them and choose whether to test them or not.

How close are you to operations? My primary focus is the finance side of the business and construction oversight, but I also regularly keep a finger on the pulse of operations.

What are the two most important things you rely on from your franchisor? A first-class website and assorted technology tools.

What you need from vendors: On-time deliveries and good communication.

Have you changed your marketing strategy in response to the economy? How? I don’t find that marketing changes in response to the economy so much as it just changes on a regular basis. What worked in the past often does not work now. We need to be constantly evolving and opening new channels to reach our customers as the old channels have become ineffective. Obviously, personal connections and amazing service are far better marketing than any paid medium.

How is social media affecting your business? Social media is an important channel for us. Unfortunately, nearly everyone, including me, spends too much time on their phones. You must go to where your customers are, so we try to build a

robust social media presence with a focus on real, local, uplifting content so that our messaging replicates real interactions instead of spammy polished ads.

In what ways are you using technology (like AI) to manage your business? I haven’t figured out how to do that yet, but I’ve played around with it as a toy. Some people use it to write for them, but from my experience, it needs a few more generations before it sounds like your voice. I’ve been using it for research, and it can be useful for that. I would like to eventually use it to handle workflow and help with our onboarding process.

How do you hire and fire? This is an area where I’ve been actively trying to improve our company. Frankly, we have had such a small head count of actual employees for so long that we don’t have great procedures yet.

How do you train and retain? This is another one where I’m in learning mode. Sola is a very low-employee model. Every new employee goes to our corporate office in Denver for onboarding and training. We’ve only grown the number of employees at our locations in the past few years.

How do you deal with problem employees? We’ve used informal counseling for many years, but now we’re looking to codify that into formal written counseling with action plans.

Fastest way into your doghouse: Not being a team player.

BOTTOM LINE

Annual revenue: $8.8 million.

2025 goals: To maintain some of the highest occupancy rates in the Sola Salons system, to significantly outperform the system average in retention, and to open the largest Sola in the world.

Growth meter: How do you measure your growth? The number of studios I’m adding to my portfolio.

Vision meter: Where do you want to be in five years? 10 years? I want to continue with steady growth in the brand while decreasing my leverage ratio by borrowing less for growth than I did at the beginning.

Do you have brands in different segments? Why/why not? No, I’m not opposed to other concepts, but I feel like I’ve cracked the code on Sola, so why deviate from that? Better to continue with what I’m doing so long as it’s working.

How is the economy in your region(s) affecting you, your employees, your customers? We’ve recently seen a slight decline in bookings, but it’s too early to tell if that is a trend or noise.

Are you experiencing economic growth in your market? I would say that most submarkets are growing. A few are dropping off.

How do changes in the economy affect the way you do business? We’re always sensitive to changing conditions, but a great aspect of the hair business is that it is incredibly recession resistant.

How do you forecast for your business? We have an annual budget process that has proven extremely accurate. For each line item, we look at expenses from the past two years and what it is projected for the upcoming year. I sit with the team and make the best determination for the business while factoring in what each salon is experiencing. I also want to be accurate in establishing budgets. Be aggressive and set good targets but also be realistic.

What are the best sources for capital expansion? I tend to prefer debt to equity infusions, but that is highly case dependent, and each instance needs to be individually analyzed to ensure your business is on a solid financial footing.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? Sola Salons has amazing banking and funding relationships that are ready to go for franchisees to get funded, build, and open for business. This is a huge added value, especially since brands in the salon suite segment don’t qualify for SBA financing, so sourcing these relationships on your own would be incredibly difficult.

What are you doing to take care of your employees? We provide premium wages, bonus opportunities, and a host of benefits and perks.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? I’m trying to grow the company at a faster pace than those costs rise, and I am simultaneously looking to build scale into our operations so that our growth can outpace our hires.

What laws and regulations are affecting your business, and how are you dealing with them? One thing we are watching closely is the national ban on noncompete agreements and whether that will become settled or thrown out. Potentially, this could have a big effect on releasing hair stylists currently working in commission salons.

How do you reward/recognize top-performing employees? Top-performing employees are going to receive compensation, recognition, and responsibility at a faster pace than other employees. What kind of exit strategy do you have in place? While I have no plans to sell, I find most good decisions for the business are the same whether I hold for the next 20 years or sell tomorrow: specifically, building a strong management team where my contribution is additive rather than required. 

AVERAGE GROSS SALES*

(ALL STORES... NOT JUST THE TOP QUARTILE)

8-hour operating day 50% royalty reduction for first 2 years (for area development agreements signed by 6/1/25) $2.7 MM

*18 of the 33 Restaurants operating for a full year 2023 met or exceeded this figure. Your results may vary. See our FDD, Item 19 for definitions and other detail.

“My philosophy centers around win-win. I feel passionate that you should not be in any business deal that everyone is not winning from.”

Leadership Lessons

Multi-unit operator helps guide the next generation

Written by KEVIN BEHAN

KIM

FREID

Multi-Unit Franchisee

Company: Apex Leadership Co.

No. of units: 19 Apex Leadership Co.

Age: 52

Family: Husband and 7 children, Joshua, 25, Keegan, 24, Kira, 22, Jilly, 20, K.J., 18, Kadie, 11, and Jeddy, 5

Years in franchising: 12

Years in current position: 12

When imparting valuable parental advice to any of her seven children, Kim Freid may get a joking response of “OK, Apex Kim.” As a multi-unit operator of Apex Leadership Co., she’s all about teaching students to “be proactive” and “go the extra mile,” so it makes sense that the catchphrases would pop up at home.

Through Apex Leadership Co., Freid and her team help elementary and middle schools in California raise approximately $10 million each year. Funds have been used to expand access to the arts, music, technology, and other programs. Fundraising is crucial for schools affected by budget crunches, but Freid says Apex’s leadership programs are where the magic starts.

“That is the number one reason I am in this business,” Freid says. “Beyond raising funds, Apex’s core mission is to build leaders within the next genera-

tion of students. Hearing feedback from teachers and parents who say that their kids are still applying our leadership lessons after the team has left their campus warms my heart and reminds me that I am in the right business. Changing the way these kids look at the world makes all the difference to me.”

Freid gets emotional recalling a story of a student asking one of her team members for an extra bracelet with the theme of “Never Give Up.” The young girl revealed that her mother passed away a year before. The student wanted to give her father the bracelet to help him stay strong.

Freid was introduced to Apex Leadership Co. more than a decade ago when she served as chairperson of the fundraising committee of her children’s elementary school. Apex helped raise more than $26,000 but left a larger impact with its leadership-driven curriculum for students. Students, teachers, and parents all had positive things to say about the program.

Freid shared her feelings with the corporate leadership team and told them their programs should be implemented throughout the country. Apex’s founder and CEO at the time informed her that the company had begun franchising the previous week and asked her to become the first franchisee. Though not part of her plans at the time, Freid liked the concept so much that she agreed to operate a territory in San Diego and later in Las Vegas.

“I definitely wasn’t looking for anything like that, and I just fell into it,” she says. “I didn’t know much about franchising aside from the major restaurant brands. But it was a great opportunity paired with everything I love: leadership, children, and fundraising. I am passionate about raising funds for organizations that need it.”

Freid operates 19 Apex territories across California, and over the past 12 years, she’s built a strong employee culture that reflects one of her core beliefs. “If the employees come first, they will put the customers first,” she says.

PERSONAL

First job: I washed cars around my neighborhood when I was 11 years old. I guess that showed my love of selling and working with others. I later worked at The Gap store at the mall when I was 15.

Formative influences/events: I’m deeply grateful for the unwavering support of my high school swim coach, Brian Metheny. His belief in my abilities and his dedication to my growth played pivotal roles in shaping my confidence and determination to achieve my goals. Now, I want to be that person for other people.

Key accomplishments: We have been named Apex Leadership Co.’s Franchisee of the Year three times. When new franchisees come into the system, they spend a week with my team at the Apex Center of Excellence, where we conduct their training and initial onboarding.

Biggest current challenge: Finding and hiring awesome people is a key challenge. We pride ourselves on having inspiring employees who are going to inspire kids. When I am sitting across the table from someone during an interview, I try to imagine if this is the person I’d want to spend time with my child in their school. We want to help kids reach great heights, so we need to find the cream of the crop in talent. We go through hundreds of interviews to find someone who is Apex quality.

Next big goal: Right now, we have remarkable employees, and we are working on getting them ready to franchise themselves. We tend to find these amazing people within our organization, and we are committed to helping them find an opportunity to carry out the Apex name even further in their careers. Our goal is to help them buy a franchise and work alongside them.

First turning point in your career: Through a temporary job early in my career, I provided referrals for my apartment complex to 22 people in need of housing. My apartment complex took note of my resourcefulness and offered me a full-time job. It taught me that if you are open to helping people, that is sometimes where an opportunity can come.

Best business decision: Covid-19 forced us to stop services, and we unfortunately lost most of our contracts and relationships with our clients. I needed to hire a sales team in response. I now have three wonderful sales reps who have rebuilt our business essentially from the ground up, and they deeply understand Apex’s mission.

Hardest lesson learned: In order to fix a misunderstanding, you must help people understand. I have learned this lesson from parents who believe our program is only using students to raise funds. I have found that if we are able to have a conversation with them and invite them to observe a leadership lesson, they will typically end up becoming our biggest fans.

Work week: Right now, I am in more of a coaching role, and I love it. I do coaching calls with my leadership and sales teams regularly and help everyone to achieve big things. I also have found strength in the creative side of the business, so I often help with marketing collateral.

Exercise/workout: I am not great at having a regular workout routine, but I do love to go on long walks. Best advice you ever got: Do unto others as you would have them do unto you. I always think about how I’d want something to happen if I were on the other side of a situation, and that’s how I try to behave in my daily life.

What’s your passion in business? Helping others succeed. I love when there is an opportunity

for someone on our team to be promoted. If there is a way to help a team member through a difficult situation, I am happy to do that. My passion is to help everyone else succeed in what they are doing. How do you balance life and work? I have learned it is important to delegate, which allows me to better balance my calendar with life and work. This did not always come easy for me. In my years in business, I have learned that if you want it done right, you need to make sure to build a team around you who are good at what they do.

Guilty pleasure: Reality TV dating shows.

Favorite book: After Anne by Logan Steiner. Favorite movie: “Mama Mia.”

What do most people not know about you? I love fishing. My husband is from Wisconsin, so we vacation there, and that’s where I learned to fish. Ice fishing is my favorite.

Pet peeve: Greed or selfishness. I hate it when people are out for themselves.

What did you want to be when you grew up? I wanted to be a party planner.

Last vacation: Monterey, California, in September. Person you’d most like to have lunch with: My husband’s grandma. She passed away before I met her, but I have heard so many amazing stories and wish I had the chance to meet her.

MANAGEMENT

Business philosophy: My philosophy centers around win-win. I feel passionate that you should not be in any business deal that everyone is not winning from. This has served me well.

Management method or style: I am definitely more of a leader. I don’t like when people call me their boss or manager. I learned early from my first boss that you always want your employees to love coming to work, and I try to embody this. I feel strongly that if people love working with us and everyone around them loves working here, it’s hard for them to want to leave. I sincerely try to make it the best place they can ever work.

Greatest challenge: Managing employees who may be going through personal problems and if that impacts their performance. I want to be compassionate and help without sacrificing the quality of our services.

How do others describe you? People say that I’m generous, that I have a lot of grace, and that I am extremely busy.

Have you ever been in a mentor-mentee relationship? What did you learn? I have a mentor I meet every Friday, and we always argue about who is the mentor and who is the mentee! We both learn a lot from each other.

One thing you’re looking to do better: Create more opportunities for my employees. We want to continue to build so that people who are amazing employees don’t have to leave. We will do this with more sales and growth.

How you give your team room to innovate and experiment: Our employees give challenges to the kids and encourage them to share. Our staff has the most room to innovate through personal videos they make for the classrooms. They love to be creative and show off what they’ve come up with.

How close are you to operations? Not very close. I trust the team I have in place. I find that my team is good at the operations of the business. Twice a year, we do a training, and I try to inspire them in areas we are falling short.

What are the two most important things you rely on from your franchisor? Curriculum and technology. They do a phenomenal job in creating a new curriculum each year. They have a theme team that puts together new lessons. They find out what parents, teachers, and principals need. Using technology is important in how we communicate to our audience through emails and text messages. We also want to be forward-thinking and innovative as a company to be able to respond to our customers’ needs. What you need from vendors: Great service. Our vendors supply our prizes for the kids, and if we don’t get them on time, it negatively affects our business.

Have you changed your marketing strategy in response to the economy? How? There are certain areas of our business where we used to rely more on in-person interaction with schools for initial sales or training. Now, we are more reliant on webinars since travel is so expensive.

How is social media affecting your business? Social media is a great way for us to communicate what is going on with our programs to parents. Our teams make videos about what we are doing in the schools, which then get shared with PTAs and put on social media. We know people are consuming social media more than ever, so it’s helping to get our message out there.

In what ways are you using technology (like AI) to manage your business? We are using AI in some of our communications with clients and in some of our sales materials. Technology in general is such a big part of our business model by how the fundraising links are shared through text, email, and social media.

How do you hire and fire? When it comes to hiring, I am always looking for someone who I’d want to be mentoring my own children. They need to pass that test first. I never want someone to be surprised they are fired. I will give them many warnings and a performance-improvement plan so that if they are ultimately let go, it’s not surprising.

How do you train and retain? We do staff training twice a year to make it into an enjoyable, team-building event. We have recently done it with skydiving and wine-tasting events so that our staff is having fun while learning. This has proved effective in creating memories, building a team, and getting people interested in the training we are offering.

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How do you deal with problem employees?

Our company tagline is centered around building leaders. When I am having an issue with an employee, I am direct, and I want them to know I am trying to make them the best they can be. Tough conversations are needed in order to meet our mission of building leaders.

Fastest way into your doghouse: Disrespecting someone. I hate when people are unkind.

BOTTOM LINE

Annual revenue: $5 million.

2025 goals: Our goal in the year ahead is to increase the schools we serve by 80 across our franchises.

Growth meter: How do you measure your growth? By the number of schools we are serving.

Vision meter: Where do you want to be in five years? 10 years? In five years, we’d like to have each market saturated so that we are serving at least 50% of schools in the area. In the next 10 years, the goal is to build leaders and help some of our staff members get involved in franchising.

Do you have brands in different segments? Why/why not? We also run events through Anython, which is a sister product of Apex Leadership. This services sports teams and clubs and helps raise money outside of schools for other activities and groups.

How is the economy in your region(s) affecting you, your employees, your customers? We are based in California, and it has impacted us with increased employee wages and difficulty receiving our inventory on time due to increased shipping costs.

Are you experiencing economic growth in your market? We are seeing growth with our pledges going up year over year. Our annual average pledge amount has gone up, which is encouraging to see.

How do changes in the economy affect the way you do business? We’ve had to find areas within our business where we can cut costs. For example, we used to hold a lot of pizza party challenges in the schools, but the cost of buying pizza for a class has doubled. We’ve also cut back on some

travel and had to tighten inventory to make sure we are using what we have efficiently.

How do you forecast for your business? Our goal is to add a new calendar of schools each year in each of our areas. That means signing 16 to 18 new schools each year. With our 95% retention rate, this assures us great growth year over year.

What are the best sources for capital expansion? We have found the best sources for capital expansion for us have been personal savings or leveraging equity in real estate.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? We have strived to self-fund our businesses for the most part. However, during Covid-19 shutdowns, we relied on some government resources to stay afloat.

What are you doing to take care of your employees? Employee morale and making people love their jobs are our top priorities. We always try to find fun and creative ways to take care of our team. We have recently started taking our staff on a mid-year cruise to Mexico as a team-building and training event. It’s a little bit of training but a lot of fun. We have a lot of like-minded people who work for us, and they become friends. In fact, two couples who were on our teams eventually married.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We are doing our best to keep up with the rising costs. We have implemented some bonus plans to incentivize our employees to grow with us. We also have regular brainstorms on how we can cut costs in other areas without compromising our product. What laws and regulations are affecting your business, and how are you dealing with them? Being that all our franchises are in California, the biggest regulation that has impacted us lately is some stringent reporting requirements. Thankfully, my husband was an analyst at his former company, and he is able to keep up with the requirements.

How do you reward/recognize top-performing employees? We have a bonus structure program for our top-performing employees. We also do a lot of awards through recognition and thankyou gifts.

What kind of exit strategy do you have in place? We plan to exit by having our employees take over when the time is right. We don’t know if we will sell, but we will likely always have a hand in the businesses. 

Jerome Johnson

“A lot of people get into franchising and believe it is a get-rich-quick type of business. That is not reality.”

Delayed Gratification

Operator learns from his father’s steady approach

Written by KEVIN BEHAN

JEROME JOHNSON

Multi-Unit Franchisee

Company: John Cove Management and Jbar Inc.

No. of units: 4 Sonic Drive-In, 10 Dunkin’, 4 Baskin-Robbins, 1 Jersey

Mike’s Subs

Age: 43

Family: Wife Candice and 3 children ages 7, 5, and 2

Years in franchising: 21

Years in current position: 21

Conventional wisdom said Jerome Johnson Jr. should’ve continued with school and then looked for a job after earning his college degree. He is the son of a military family that placed a high value on education. Just 20 years old at the time, he had little money of his own and no knowledge of running a business. However, his father recognized his strong entrepreneurial spirit and encouraged him to pursue his dream of business ownership.

During spring break of his sophomore year at Virginia Union University, Johnson and his father traveled to Dunkin’ headquarters in Boston. Company officials said there was an opportunity to open a location within the Pentagon in Washington, D.C. Perhaps it was a sign as Jerome Johnson Sr. worked in the Pentagon for several years while in the Army. The two opened their first

Dunkin’ franchise in the Pentagon in 2003, two years after terrorists attacked on Sept. 11.

Johnson’s father fronted the franchise costs, served as the group’s CEO, and joined several committees within the system. More importantly, he was a strong influence in showing his son how to successfully run a business through dedication and hard work. Johnson said his early contribution to the business was through sweat equity by opening and closing the stores and not missing a day of work for years.

One of the most important lessons the father taught his son was about delayed gratification. Johnson paid himself the bare minimum and lived with his parents for three years. The partners reinvested their profits back into the business as they always focused on the bigger goal of scaling.

“I lost a lot of friends early in my career,” Johnson says. “They had freedom to go out and do what they wanted each night while I had to get up and go to work and run a business. But I don’t regret it at all. Now if I ask people if they want to get together on a Wednesday, most of them are not able to do it. I’m glad I dedicated my life to the business, and I now have more freedom.”

From 2003 to 2009, the Johnsons opened nine Dunkin’ units and four Baskin-Robbins locations inside government buildings, including the Pentagon, the Defense Intelligence Agency’s headquarters, and military bases. Approximately 10 years ago, Jerome met a rep from Sonic at Franchise Update Media’s Multi-Unit Franchising Conference and expanded his portfolio to include the fast-food restaurant brand.

Changes to the office work environment and customer traffic forced Johnson to alter his franchise territories from government buildings to traditional restaurant locations. As he navigates this change and maps out his businesses’ growth, he’ll continue to do it through hard work with an eye on the end result.

“A lot of people get into franchising and believe it is a get-rich-quick type of business. That is not reality,” Johnson says. “There will be a lot of hard times in the first few years. It takes time to pay off loans and for the business to show a profit. People need to be patient, work hard, and remember why they got into the business and keep pushing forward.”

PERSONAL

First job: When I was 16, I got my first job at Champions Go-Kart Track in Woodbridge, Virginia. Years later, we built a Dunkin’/BaskinRobbins on the same land where the track once stood. Talk about coming full circle.

Jerome Johnson

Formative influences/events: Attending Virginia Union University in Richmond, Virginia, an HBCU. College is where my entrepreneurial spirit really took shape. I sold everything from calling cards to mixtapes on campus. My father took notice of my drive, and we started looking into franchising.

Key accomplishments: Making my father proud. In 2016, I branched out on my own to open a Sonic Drive-In restaurant. My father visited the store every week and brought a group of friends each time to show them what his son had accomplished. I have never seen him so proud.

Biggest current challenge: Government locations have always been our bread and butter. However, since Covid, a large part of the workforce continues to work from home. This has caused us to focus on traditional locations, which is why we acquired a network in Charlottesville, Virginia.

Next big goal: In 2025, our goal is to remodel three locations and open our fifth Sonic Drive-In in Dumfries, Virginia. We are also looking to identify two locations for expansion.

First turning point in your career: Although it wasn’t the first, the biggest turning point in my career was attending my first Multi-Unit Franchising Conference in Las Vegas in 2015. That was the first time I was surrounded by fellow franchisees from all segments. I met several people who had more than 20 units and some had more than 100. I never imagined that was possible, but being in that room, it quickly became a reality.

Best business decision: Listening to my college professor and opening my first Dunkin’ in the Pentagon. I remember being conflicted about leaving school, but my professor told me that I could always come back to school, but this opportunity may not ever come again. I took his advice and, a few months later, enrolled in Dunkin’ Donuts University. I later went back and earned my degree from the University of Phoenix.

Hardest lesson learned: I gave an independent general contractor a check for $120,000 to build a Sonic, and a few weeks later, he unfortunately died. I never got the money back, and as a result, I work with large companies now.

Work week: All day, every day. Things have gotten easier as I have brought on area managers for each brand and started a chain-of-command system.

Exercise/workout: I’m big into biking, and it is something I try to do at least three times a week. My biggest accomplishment was completing my first 100-mile ride in 2021.

Best advice you ever got: My dad always preached delayed gratification, saying, “Work hard now, so you can play hard later.” I live my life by that rule.

What’s your passion in business? Motivating and inspiring my employees to be the best versions of themselves. I love the fact that I have managers today who started off on the coffee line, but with a

little motivation, they were able to rise to the top. Sometimes people just need to know someone believes in them.

How do you balance life and work? I preach work-life balance to my crew all the time, particularly my managers. Without it, you will find yourself burned out. The best thing that has worked for me has been setting clear boundaries and prioritizing daily tasks.

Guilty pleasure: Milk chocolate.

Favorite book: Atomic Habits by James Clear. This book really helped me to be more task oriented. Favorite movie: “Black Hawk Down.” I love war movies. I used to watch them with my dad when I was a teen.

What do most people not know about you? I lived in Germany two separate times when I was a kid as both my parents served in the Army. My dad is a retired lieutenant colonel, and my mom is a retired major. We moved every two to three years. I think that’s why I can adapt to different environments and make friends so easily.

Pet peeve: Time is everything to me after being raised in a military household. Being late really bothers me.

What did you want to be when you grew up? I thought I would be a salesman when I grew up. I loved going door to door and selling popcorn when I was in the Boy Scouts.

Last vacation: Martha’s Vineyard in August for the African-American Film Festival. It was special for my family and me to attend.

Person you’d most like to have lunch with: I follow the entrepreneur and author John Hope Bryant on Instagram, and he’s always talking about cash flow and investing. That is the type of person I would like to have as a mentor as I grow because I believe it would indeed bear fruit. As they say in “Hamilton,” “to be in the room where it happens.”

MANAGEMENT

Business philosophy: Our vision is to make our customers’ visits the best part of their day through quick and friendly service.

Management method or style: Fair. I’m not a micromanager, and I try to understand everyone’s individual situation. People often experience things in their personal lives that we don’t know about as employers. Sometimes their performance suffers, and employers want to let them go without knowing their situation.

Greatest challenge: Pivoting in a changing market. With so many people working from home, it has had a major impact on our business model centered around office space. We have pivoted to traditional brand sites and closed two of our nontraditional restaurants. It was a difficult change, but it was the right thing to do.

How do others describe you? As a motivator. I often have people tell me I am good at motivating

them, which excites me because that is exactly what I’m trying to do.

Have you ever been in a mentor-mentee relationship? What did you learn? I started out in business with my father, Jerome Sr. He is my hero. He taught me about delayed gratification. It is important to reinvest back into the business and continue to grow it. We didn’t just want to have one location. Instead, we wanted the multiple units we have today.

One thing you’re looking to do better: Controlling our food and labor costs must continue to be a prime focus. If we can reduce both categories by even 1%, the bottom line would increase by $400,000. It has been a challenge as costs continue to rise and margins continue to shrink.

How you give your team room to innovate and experiment: I trust my managers and allow them to modify their stores to ensure productivity and efficiency.

How close are you to operations? I have three great operations managers, and they directly report back to me. I still like to check on the stores myself from time to time and try to have onsite touchpoints multiple times a month.

What are the two most important things you rely on from your franchisor? Brand awareness/ marketing and operations systems. I believe this is why people decide to run a franchise in the first place. They sign up for a proven and known system.

What you need from vendors: Lower prices would be nice, but I’m sure they are also fighting to control costs.

Have you changed your marketing strategy in response to the economy? How? Yes. We took a grassroots approach and did our own local marketing. This allowed us to have a close relationship with the community and do things like spirit night for local schools and organizations, giving them a portion of the proceeds. We also set up and give away swag at local fairs and events.

How is social media affecting your business? It’s increasing brand awareness with every view. The more a person sees a brand or product, the more likely they are to visit.

In what ways are you using technology (like AI) to manage your business? AI allows businesses to do so many things now. ChatGPT can help you write or update your employee handbook or business plan. AI can also help you respond to applicants. It has been a great addition to our business. How do you hire and fire? Define the role and expectations and document performance issues. How do you train and retain? Create a family team culture and make sure every team member has the proper tools to alleviate any concerns.

How do you deal with problem employees? We document any problems and work hard to get them back on track by retraining them and outlining clear expectations.

With $2.9M AUVs and over $740K EBITDA, Tierra Encantada is a top-performing brand that blends profitability with stability. Position yourself for exceptional growth and long-term success in 2025. Scan the QR code to explore how this high-performance brand can elevate your investment portfolio.

Fastest way into your doghouse: Have an issue being on time.

BOTTOM LINE

Annual revenue: Approximately $20 million. 2025 goals: Open a Sonic location in Dumfries, Virginia, and remodel three stores.

Growth meter: How do you measure your growth? We track our year-over-year sales and transaction counts.

Vision meter: Where do you want to be in five years? 10 years? I’m living my dream now, but I’m still young and have a new goal of $50 million in annual revenue.

Do you have brands in different segments? Why/why not? Not at the moment, but my wife and I have looked into getting into the beauty industry.

How is the economy in your region(s) affecting you, your employees, your customers? Sales and customer counts are down as people are holding their wallets closer with the rising costs. There are also a lot of people working from home, which has impacted our locations in federal buildings, like the Pentagon and Defense Intelligence Agency. Are you experiencing economic growth in your market? Yes and no. There are opportunities

for growth, but construction, supply chain, and funding constraints have made it challenging to stand up units in a timely fashion.

How do changes in the economy affect the way you do business? The economy has greatly impacted our menu prices. In the past, we would raise prices maybe once or twice a year. We are now changing the menu board at least four times a year to keep up with the rising cost of goods. Labor costs have gone up with the increases in minimum wage, which also impacts our menu prices.

How do you forecast for your business? We review the last two years of sales and transactions. We also look at trends over the previous three months. What are the best sources for capital expansion? Instead of taking a large profit in the early days of our business, we reinvested our earnings back into the business. That way, we limited our debt. Experience with private equity, local banks, national banks, other institutions? Why/ why not? Local banks have been good since they are in tune with the community. However, for those who are looking to find a bank that understands the franchise model, I highly suggest attending the annual Restaurant Finance & Development Conference in Las Vegas. There are more than 100 private equity groups, national banks, and other institutions all looking to finance a franchise deal.

What are you doing to take care of your employees? Through employee recognition, rewards, and team-building events. We celebrate birthdays, dress up for holidays, and occasionally hold family meals. We feel this helps boost morale and motivation.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We are pushing digital and third-party sales as well as installing kiosks in our stores to reduce the number of staff per shift.

What laws and regulations are affecting your business, and how are you dealing with them? Labor laws are really having an impact on our business as minimum wage continues to increase. We are pushing third-party deliveries and adding kiosk ordering stations in our restaurants.

How do you reward/recognize top-performing employees? We give our managers and shift leads a quarterly bonus based on performance. Our crew has opportunities to receive gift cards and be recognized in our monthly newsletter. Topperforming employees are usually given more tasks and elevated to crew leads.

What kind of exit strategy do you have in place? Exit strategy. What’s that? I’m building this to create generational financial freedom. I have three kids, and I hope they will want to carry the torch and continue our legacy. 

GROW WITH A PIZZA LEADER

Multi-Unit Development Opportunities

Flexible Format Options

80% Digital Sales*

Seasoned Leadership with Track Record of Growing QSR Brands

Vertically Integrated Supply Chain Delivering Fresh, Quality Ingredients

AMY ELDER

SENIOR DIRECTOR FRANCHISE DEVELOPMENT & ADMINISTRATION amy_elder@papajohns.com • (404) 918-8320 • papajohns.com/franchise

*Digital Sales includes year to date sales via the web, app and aggregators

#1 in pizza three years in a row AWARDS & NUMBERS

#5 of the 42 fastest-growing restaurant chains

~6,000 locations globally $1.7M average net sales of top 25% of locations**

**As outlined in Item 19 of our Franchise Disclosure Document dated March 26, 2024, as amended October 11, 2024. Net Sales represents the average restaurants net sales for the combined top quartile of standard U.S. corporate and franchise restaurants in fiscal year 2023 that were open the entire year of 2023. The average Net Sales for all 2,863 standard U.S. corporate and franchise restaurants in fiscal year 2023 that were open the entire year of 2023 was $1,231,282, of which 1,282 restaurants (44.8%) met or exceeded the average. Of the 716 U.S. corporate and franchise restaurants representing the top 25%, 278 (38.8%) met or exceeded the average net sales of $1,787,418. Of the 716 U.S. corporate and franchise restaurants representing the bottom 25%, 415 (58%) met or exceeded the average net sales of $762,096. Results may differ. There is no assurance that you will do as well.

This brochure and the information contained herein does not constitute an offer to sell a franchise. An offer to sell a franchise can only be made through delivery of a Franchise Disclosure Document. Certain states require that we register the franchise disclosure document in those states. We will not offer or sell franchises in those states until we have registered the Franchise Disclosure Document (or obtained an applicable exemption from registration) and delivered the Franchise Disclosure Document to the prospective franchisee in compliance with applicable law

Lauren Johnson

“Work-life balance is a myth. Life is constantly in flux, and things are always changing.”

Family Ties

Cousin encourages successful The UPS Store operator

Written by KEVIN BEHAN

LAUREN JOHNSON

Owner

Company: Quadcoast

No. of units: 4 The UPS Store

Age: 41

Family: Four children, Elliott, 13, Gwyneth, 11, Ian, 9, and Keira, 7

Years in franchising: 5

Years in current position: 5

Lauren Johnson says she wouldn’t have become a successful multi-unit franchisee without the guidance and support of her cousin Bryce Bares.

After earning a master’s degree from Kent State University, Johnson started her career at an architecture firm in Northeast Ohio. The rigid, codebased work of the firm did not match her creative strengths, and she left the company when she gave birth to her first child. Johnson then started her own company. For years, she shot and edited wedding photos on the weekend while raising her four children as a single mother.

When Johnson was running her photography company, Bares became a franchisee with Dunkin’. The two always had a close relationship, and Bares invited her to attend the Multi-Unit Franchising Conference in 2017. Johnson says she

fell hard and fast for franchising while making connections and gaining confidence in her ability to operate a franchise.

“I am forever indebted to him for bringing me into this world of franchising and believing I would thrive,” Johnson says. “He saw me hustling with my photography business and thought if I was able to build a company from the ground up, I could handle owning a franchise. It was a priceless experience for him to guide me in this direction, and he has been an amazing mentor for me.”

After weighing several franchise options, Johnson opened her first The UPS Store in late 2019. Four months later, Covid-19 shut down the country, and she was forced to navigate her new business amid a pandemic. Johnson says the situation was an “immersion into chaos.” She relied on her franchisor for safety guidelines by implementing Plexiglass barriers and social distancing restrictions.

Demand for shipping services increased dramatically during the pandemic, and people near her Ohio store sent packages of toilet paper and cleaning supplies to areas experiencing shortages around the country. Johnson credited the steady amount of business in the first year as the major reason she was able to add her second and third locations by the end of 2020. She opened a fourth store in 2023.

Johnson was recently named to the MUFC Advisory Board, and she hopes to be a positive influence on female entrepreneurs and emerging franchisees. Five years into franchising, she fondly looks back at the role Bares has played in her career and life.

“When I started, he offered me constant encouragement,” Johnson says. “Now we share the same perspective in operating a business, and it is great to have someone to be able to vent or go to for moral support. To have that support from my cousin is very special to me personally and professionally.”

Read more about Bares on page 14.

PERSONAL

First job: As a cashier in a movie theater when I was 16.

Formative influences/events: Both of my parents were major influences on my life. I paid close attention to how my father treated others with patience and kindness in his job as a school treasurer. My mother is persistent and strong and worked her way up as a hospital executive while running the household. My cousin Bryce Bares introduced me to franchising and showed a strong belief in my ability to purchase a concept and deliver.

Why multi-unit franchise with Hand & Stone?

Hand & Stone’s proven business model makes multi-unit franchising more accessible to every franchisee. The highest compliment we can receive from a franchisee is when they want to reinvest in our brand. In fact, 72% of our system is multi-unit owned. To make multi-unit franchising possible for every franchise owner, Hand & Stone offers a 34% discount off the franchise fee for every additional unit.

$1.4M* AVERAGE ANNUAL GROSS SALES

20 YEARS OF ANNUAL GROWTH #1 IN MONTHLY MEMBERSHIPS PER SPA 500+ LOCATIONS NATIONWIDE

IN REVENUE WITH FIVE AVAILABLE PROFIT STREAMS

Bryn Erace 6 units in PA & NJ

Jarom Bettinger 2 units in Utah

Traci Nocito

Lauren Johnson

Key accomplishments: I have earned master’s degrees in architecture and early childhood education. I owned and operated a photography company to help raise my four children, which is the greatest accomplishment of my life. After growing to four The UPS Store units, I was elected president of the Northeast Ohio Marketing Co-Op Board and was appointed as a member of the MUFC Advisory Board last year.

Biggest current challenge: Being in the zone of ownership, which requires me to oversee areas like human resources, finance, operations, and staffing alone rather than having the resources necessary to hire heads of these departments.

Next big goal: Growth and diversification. I believe the future of franchising is with multi-brand ownership. My ultimate goal is to diversify into a multi-brand investment that works well with my personal interests and partnerships.

First turning point in your career: The most significant turning point of my career was when I was working professionally as an architect. I took maternity leave and decided that I would not return to that position on a full-time basis. I decided I would use my skill sets to start my own photography company so that I could be at home with my children. Working a 9-to-5 job is completely different than being an entrepreneur who makes their own schedule and decisions. By starting a business, I realized that I was able to run my own show.

Best business decision: Hiring a primary operator, which is like a district manager in the UPS system. Once I opened my fourth store, I was stretched too thin. Our primary operator runs the daily operations of all our stores and reports back to me. That enabled me to work on my business rather than physically in my business. The business now runs more efficiently and has also freed up more time for me to spend with my family.

Hardest lesson learned: Realizing I absolutely can’t do it all.

Work week: I find myself popping around the stores when needed, and I am on no formal set schedule. When I am not on mom duty, I can be found bringing treats and making sure all is running smoothly. My team is comfortable calling me at any time they need. We have quarterly manager meetings, and my primary operator and I meet once a week.

Exercise/workout: I go to Pilates daily. Exercising is a necessary therapy for me.

Best advice you ever got: My father once said to me while I was struggling through a rigorous architecture program, “You can do anything as long as you’ve got the right tools.”

What’s your passion in business? My passion has been enabling those who work for me to change their lives for the better.

How do you balance life and work? Work-life balance is a myth. Life is constantly in flux, and things are always changing. I read somewhere re-

cently that attempting to seek balance can be like rocking at sea and constantly working toward an equilibrium that never comes. I need to provide for my family, so I do whatever it takes to keep everything running smoothly, tackling each piece as it comes. It’s a never-ending challenge.

Guilty pleasure: Very trashy reality TV.

Favorite book: The Picture of Dorian Gray by Oscar Wilde.

Favorite movie: “The Three Amigos.”

What do most people not know about you? I am an artist.

Pet peeve: The way cell phones have changed the museum experience.

What did you want to be when you grew up? A veterinarian.

Last vacation: The Bahamas with my children and their cousins in March 2023.

Person you’d most like to have lunch with: Vincent Van Gogh. His life fascinates me, and he has the best quotes. There is one in particular that can be related to entrepreneurship: “What would life be if we had no courage to attempt anything?”

MANAGEMENT

Business philosophy: Change is the only constant you’ll face. I believe in hiring people who are comfortable in a world of change. Great businesses can grow in good times and bad largely because they are prepared for the unpredictable.

Management method or style: Collaborative. I like to make sure everyone knows they have an important place within the team.

Greatest challenge: Keeping up as a small business with rising costs and payroll demands.

How do others describe you? Busy. I am a single mother of four, a homeowner, and run four stores with plans on growing. I’m always doing something.

Have you ever been in a mentor-mentee relationship? What did you learn? Yes. My cousin Bryce Bares is my mentor and introduced me to so many people in the industry who I am now proud to call friends. The ability to learn from such accomplished and innovative people has inspired me to grow and constantly reach toward what is next. One thing you’re looking to do better: I’d like to get better at identifying bad hires and replacing them quickly rather than leaning on the crutch of what’s easy or making excuses as to why it may not be working. Sometimes to my detriment, I’ve given people too many chances, and I need to be tougher about implementing stricter hiring and firing policies.

How you give your team room to innovate and experiment: My team has come up with print product ideas that have sold really well. I’m always encouraging them to come up with things they think would fly off the shelves as impulse items. Recently, one of my managers designed a Mother’s Day greeting card designed as a coloring

I believe in hiring people who are comfortable in a world of change. Great businesses can grow in good times and bad largely because they are prepared for the unpredictable.”

project and sold it with a small pack of crayons for kids. We were able to print them in-house on thick cardstock, and it was a really great and popular idea. It’s important that employees feel able to contribute in creative ways.

How close are you to operations? I have recently hired a primary operator who takes care of most day-to-day operations.

What are the two most important things you rely on from your franchisor? Having our marketing help center, which is an internal online dashboard of marketing materials, and a financial reporting system.

What you need from vendors: Quality and price. I want our vendors to be aware of the current market, including supply and demand for certain items. The quality they provide needs to justify what we spend on products.

Have you changed your marketing strategy in response to the economy? How? We have changed our local in-store marketing strategy by

being diligent about passing out bounce-back coupons to try to retain the foot traffic of Amazon returns customers to make them our shipping and printing customers.

How is social media affecting your business? We spend a significant amount of our marketing budget on social media ads. This is because social media can help increase brand visibility and awareness as well as build brand loyalty. A positive customer experience can lead to increased social media engagement. A negative experience can also be shared rapidly, which can potentially be a huge detriment. People spend a lot of time on social media, so targeted advertising can get us more bang for our buck than more traditional advertising methods.

In what ways are you using technology (like AI) to manage your business? We can utilize software to benchmark and track the support team’s performance to demonstrate their impact on revenue, identify growth opportunities, and capture customer feedback. These real-time reports provide a holistic view of the team’s social care efforts, including key metrics like customer volume, handle and reply time, and performance benchmarks, including customer service ratings. We also have implemented a self-serve kiosk that is currently handling about 20% of our Amazon returns across my stores.

How do you hire and fire? With hiring, I try to promote from within. I have found the best way to hire is by bringing on friends or family of my current team. I have not had to fire many team members, but when I do, I always schedule an exit interview so that I can ensure that I can take the time to hear any issues I may be able to improve upon in the future. I also like to fill the most important positions on my team with staffers who have worked their way up and shown dedication. My district manager was with me as an hourly employee when I bought my stores and has grown into a phenomenal leader.

How do you train and retain? Consistency in training has been a project that we are constantly trying to improve. It isn’t due to a lack of resources but potentially to the varied training style of each manager. I like to teach my team to have the mentality that training is never over. Our business is constantly evolving with new accounts and new methods for the way we do things, and we are always learning and assisting each other with being creative and coming up with better or more efficient methods. Retaining employees seems to be directly proportional to the abilities and attitudes of my team leaders. The moment I see high turnover, it’s a red flag.

How do you deal with problem employees? It is important to investigate the situation to identify the real source of the issue. If it’s something involving misconduct or theft or something obvious, we let them go. If it is a performance issue, the next action depends on whether they are willing to improve. If there is no growth potential or they are losing the store money, we let them go.

Fastest way into your doghouse: Disrespect— whether toward a member of my team or a customer, it’s not tolerated.

BOTTOM LINE

Annual revenue: $3.2 million.

2025 goals: Growth to a fifth store and diversify into multi-brand ownership.

Growth meter: How do you measure your growth? Aside from the obvious answers of increasing revenue and consistently improving my store numbers, I try to measure my growth beyond the metrics. Am I being a thoughtful leader? Am I creating enough time to grow my company? Do my leadership abilities improve employee engagement? This company is only able to grow as much as I make it grow.

Vision meter: Where do you want to be in five years? 10 years? In five years, I want to have diversified into multi-brand ownership and real estate investments. I want my investments to generate $5 million in revenue. In 10 years, I’d like to generate $10 million in revenue.

Do you have brands in different segments? Why/why not? Working on it currently. It has taken me some time to get to the point where I can invest in other concepts financially, but it also takes years of learning about franchising and what concepts are appropriate to invest in.

How is the economy in your region(s) affecting you, your employees, your customers? My customers have less money to spend, and my cost of goods has risen. Fortunately, I own an essential business that has proven in the past to be recession proof and pandemic proof. People are shipping, and people are making their online shopping returns. The key is retaining the customers who come in the door.

Are you experiencing economic growth in your market? Yes, the market continues to grow. How do changes in the economy affect the way you do business? The labor market has been resilient compared to the past couple of years. Every year, there is huge turnover in the population of small businesses as some go out of business and new firms start up. Most entrants fail, but proven brands just work. The consumers are still coming to the store but are spending less. We need to make sure we are still providing the best customer service possible to retain those customers through this time in the economy.

How do you forecast for your business? We have tools that analyze our metrics and allow us to see good or bad trends. This allows us to adjust accordingly. It’s often hard to forecast with the uncertainty of what accounts our corporate team will add or remove or what deals and fair compensation our corporate team are solidifying, so this is why we put faith in our franchisor.

What are the best sources for capital expansion? Other than debt financing from commercial banks and loan officers and state or government

lending, there is always seller financing or utilizing your own savings/capital. Currently, I am interested in investing my capital in partnerships with vested mutual interest in growth and success.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? I work with my local branch of a national bank. I began my company with SBA loans. This option helped me as a new entrepreneur to launch the businesses and compete in the marketplace.

What are you doing to take care of your employees? I am constantly trying to make sure my employees are a priority and feel taken care of. I pay my employees fairly, I offer bonuses, and I offer as much PTO as I can afford to give management. I try to create an environment that makes every day fun for them. They spend so much time with our team that the goal is to make work a place that is fulfilling and a place where it feels good to spend time every day.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? This has been a big challenge for me to navigate. My small business is competing with bigger companies that can afford to start new hires at a much higher wage than I can and who can offer more shiny benefits than I can. This creates competition that effectively makes it difficult to hire and retain. What I can do is stay grounded in what I can afford to pay and be confident about the strong perks of working for our team.

What laws and regulations are affecting your business, and how are you dealing with them? The new laws regarding overtime are going to change the way I can pay my people. I run a seasonal company in which we are the busiest around the holiday season. With our salaried employees potentially working some extra hours during peak times and the new regulation requiring salary numbers, the new law would force an increase in payroll costs and possible adjustments to employee classifications. This would significantly change the structure of my company.

How do you reward/recognize top-performing employees? I am working on an incentivized bonus program. Throughout the years, I have cycled through things that have worked and not worked. It’s important to keep trying to incentivize good performance and constantly show appreciation. I’m always bringing in treats or holiday surprises, whatever it takes to make everyone’s day a little brighter at work.

What kind of exit strategy do you have in place? My exit strategy is to transition to a new phase or end while maximizing profits or minimizing losses. Hopefully, I’ll sell eventually and use those funds to invest passively in other concepts. 

“What may seem challenging today can become a lesson, story, or memory that can be beneficial in hindsight.”

Scaling New Heights

CEO quickly ramps up his growing portfolio

Written by KEVIN BEHAN

YOUSUF NABI

Owner & CEO

Company: Gotham IP Inc.,

Gotham Cookies Inc.,

DBA Mrs. Fields Cookies

No. of units: 10 Mrs. Fields, 10 Sbarro, 4 TCBY

Age: 43

Family: Wife and two sons, ages 14 and 7

Years in franchising: 5

Years in current position: 5

Yousuf Nabi thinks big and grows fast. The 43-year-old entrepreneur took over his father’s Mrs. Fields location in 2019 and has grown to 10 locations with the cookie brand along with four TCBY and 10 Sbarro locations—all in five years. Now, that’s scaling.

Nabi had established a successful entrepreneurial career with ownership in several bonding companies when he felt the pull of franchising in 2019. After nearly 15 years of being a franchisee with Mrs. Fields, Nabi’s father decided to retire and pass the business on to his son. Unlike his father, who owned a single location, Nabi planned to scale the business from the start.

With his operating company generating $100 million in annual revenue, Nabi didn’t need the franchise to be his primary source of income. But he wanted to scale the business to maintain

profitability. He grew to 10 Mrs. Fields franchise locations within two years, co-branded three of those stores with TCBY, and opened 10 Sbarro restaurants, co-branding one of them with TCBY.

“It was a huge jump at the time going into a completely different industry,” Nabi says. “Being a franchised business helped a lot with the transition. They help you identify a good location and take care of training and marketing. It is almost turnkey in a lot of ways. On the other hand, with independent companies, it is really starting a business from scratch.”

Between his father’s connection to Mrs. Fields and the nostalgic feel many people have for the brand, Nabi has a strong affection for the franchise. He has fond memories of the cookies he enjoyed as a child, and although Nabi’s father is retired, he remains an active part of the business. The former owner visits the stores daily, paying close attention to the taste and smell of the treats to best appeal to customers.

“He is very influential in our operations,” Nabi says of his father. “He knows what he is doing from all his years of experience with the franchise. He looks at everything from the customer’s perspective and wants to maximize our profits in every way possible. We have some 25-year-old employees who struggle to keep up with the energy he continues to bring to the business as a 74-year-old.”

Nabi envisions a long career in franchising with the possibility of someday passing the business along to his two sons. In the meantime, he is a passionate advocate for each of his restaurant brands. He believes in Mrs. Fields and Sbarro so strongly that he has brought five friends and family members into the systems as new franchisees.

PERSONAL

First job: My first official job was with the U.S. Army. I joined when I was 17 and served for four years before becoming a disabled veteran.

Formative influences/events: My father’s business journey with Mrs. Fields was my introduction to the franchise world. He immigrated from the Kashmir region of India to Los Angeles and became one of the brand’s original franchisees, managing a single store from 2005 until his retirement in 2019. Taking over from him allowed me to honor his legacy while driving new growth. It’s been a privilege to build on his hard work and expand our presence from one location to 10 across multiple cities all with his continued guidance. I consider him a key influence on my career and an ongoing partner in shaping our franchising path forward.

PayMore is the fast-growing electronics resale franchise combining stores with proprietary ecommerce tech. Scalable, low-labor, and built for franchisees chasing big growth.

“We realized it would be a huge mistake not to secure more territory while we had the chance. PayMore will now be our largest and fastest-growing brand. We’re fortunate to have gotten in when we did.”

- Milo Leakehe | 40 Unit PayMore, Crumble, Tropical Smoothie & Rolling Suds Franchisee

Key accomplishments: As Famous Brands’ largest Mrs. Fields multi-unit owner, I’m proud to have expanded our stores across Los Angeles, Las Vegas, and Honolulu, opening nine in just two years. This accomplishment is especially meaningful given the brand’s nostalgic resonance with customers. Some of my shops are Mrs. Fields and TCBY co-brands as well.

Biggest current challenge: The rising cost of goods and soaring rent have been the most challenging. Navigating these financial pressures while maintaining profitability requires continuous strategy adjustments and often tough decisions. We’re doing our best to embrace it as part of our overall growth journey.

Next big goal: Growth never stops for me. My focus is to increase profitability across my current stores and to strategically add one to two new businesses each year to my portfolio.

First turning point in your career: When my entrepreneurial journey began in 2014, my turning point was driven by a desire to be self-employed and build my own team. During the transition over the next year, I focused on creating and developing a dedicated team, infusing my vision into my bail bond, immigration bond, and surety bonding businesses. I wanted the freedom to make changes without red tape. I wanted to feel empowered to lead independently and needed the opportunity to mentor my team.

Best business decision: Taking calculated risks led my business to grow as quickly as it did. Understanding industry demands and looking for unique opportunities, such as second-generation spaces rather than taking on complete build-outs, positioned me to take calculated risks that I hoped would pay off. Expanding during the Covid lockdowns was a risk within itself, but I had faith that things would eventually normalize, and I’m thankful they did.

Hardest lesson learned: Location is everything. Early on, I realized how essential it was to choose spots with strong visibility and foot traffic. I find bustling areas, like malls or shopping centers, significantly impact walk-ins and repeat customers. Gaining this understanding has sharpened our site selection strategy, so we are setting up each store with the best possible foundation.

Work week: My typical work week runs from Monday to Friday, but each day is different. I manage three different franchises across four states, spanning multiple time zones all while continuing to oversee my bonding business.

Exercise/workout: I work out daily. I currently hold a professional motorsport racing license and am active in motorsports. I focus mostly on strength training and swimming for cardio.

Best advice you ever got: One of the best pieces of advice I’ve received is “You will one day look back and laugh about what you’re going through today.” It reminds me that challenges are temporary, and

each hurdle is a stepping stone that builds resilience. What may seem challenging today can become a lesson, story, or memory that can be beneficial in hindsight.

What’s your passion in business? I’m passionate about building a lasting, impactful business model that resonates with customers. Mrs. Fields and TCBY have a nostalgic pull, and I’ve seen how much that quality draws our customers in. My father and I both believe that to truly succeed, you must love and believe in what you’re selling. I want our customers to feel that commitment.

How do you balance life and work? I remind myself that the work will be there tomorrow, so it is important not to put life on hold even when it gets demanding. In my free time, I race cars and support my two sons—ages 14 and 7—as they train in motorsports. Building an efficient and trustworthy leadership team has also been essential in helping me achieve a healthy work-life balance.

Guilty pleasure: I enjoy desserts like anyone else, but I don’t think I have many other guilty pleasures.

Favorite book: I read a lot of mechanical engineering books.

Favorite movie: “Moneyball.”

What do most people not know about you? I own and operate several other businesses outside of my franchises under Famous Brands.

Pet peeve: People not being on time.

What did you want to be when you grew up? Police officer.

Last vacation: I traveled to Aspen, Colorado, in October.

Person you’d most like to have lunch with: Elon Musk.

MANAGEMENT

Business philosophy: Treat it as business and don’t take it personally.

Management method or style: Empowering staff to make decisions.

Greatest challenge: My greatest business challenge is cash flow. When you are constantly growing, you are consistently reinvesting funds. While that is a great thing to be able to do, it limits the growth of your reserves.

How do others describe you? My business colleagues and family both would consider me downto-earth and trustworthy.

Have you ever been in a mentor-mentee relationship? What did you learn? Not necessarily, but I have a great business relationship with my father. The insight, wisdom, and experiences he has shared with me are priceless. He is the reason I was able to scale my companies to what they are today. One thing you’re looking to do better: Across all my businesses, I continuously strive to increase my profits while maintaining the brand image. I believe one way to do that is by elevating the cus-

tomer experience. I want every customer to leave my locations highly satisfied and with a desire to return.

How you give your team room to innovate and experiment: I let my management team learn from trial and error. I believe it’s important to learn from your mistakes and to take those lessons with you as you continue to develop professionally.

How close are you to operations? Very close. I receive updates three times a week.

What are the two most important things you rely on from your franchisor? The two most important things I rely on from my franchisor are marketing and supplies. National marketing helps the brand resonate with customers from all over, which can position franchise owners for success by helping build brand recognition. Without reliable access to supplies and products, we would not be able to run efficient daily operations.

What you need from vendors: Many of the partnerships are handled by the franchisor, but lowering the costs of goods would certainly help. Prices have continued to go up in recent years.

Have you changed your marketing strategy in response to the economy? How? Yes, I’ve placed a greater emphasis on our marketing efforts and increased our budget allocated toward them. I did this so that we could take advantage of every possible customer interaction.

How is social media affecting your business? Greatly. Monitoring social media chatter and online review feedback have been priorities for us. We take every comment into account and use it to make our locations better.

In what ways are you using technology (like AI) to manage your business? My teams are using AI in numerous ways to streamline our operations. For scheduling specifically, we’ve used it to coordinate our baking and product placements along with creating staff schedules.

How do you hire and fire? I predominately use online resources and forums to attract talent. We also use Famous Brands’ training materials when onboarding our employees.

How do you train and retain? Employee recruitment and retention have been a bit of a struggle for us. This especially rings true for our California shops because the minimum wage is so high. That’s why we offer our team members flexible schedules.

How do you deal with problem employees? If employees are written up three times, they will be placed in a weekly coaching program. If they do not improve their performance following this program, this leads to termination.

Fastest way into your doghouse: By providing horrible customer service.

BOTTOM LINE

Annual revenue: $9 million (Mrs. Fields, Sbarro, TCBY).

2025 goals: Ideally, I’d like to open two more new

stores, particularly in airports and military bases. Across the board, I’d also like to lower costs on my existing locations.

Growth meter: How do you measure your growth? Revenue and profit margins.

Vision meter: Where do you want to be in five years? 10 years? I want to own and operate more than 50 Mrs. Fields and TCBY shops across different nontraditional locations.

Do you have brands in different segments? Why/why not? Yes, I have franchise concepts in the dessert and pizza sectors. I also have my own bonding company throughout California. That’s because I believe it’s important to diversify your business portfolio.

How is the economy in your region(s) affecting you, your employees, your customers? It’s been difficult for us, especially because of the minimum wage increase in California specifically. Are you experiencing economic growth in your market? No.

How do changes in the economy affect the way you do business? The economy requires us to stay adaptable. Remaining static isn’t an option. We have to pivot and find creative solutions to navigate economic shifts. I believe monitoring costs is

essential, especially during unpredictable times, to maintain stability and resilience. It’s about preparing for tomorrow, not just surviving today.

How do you forecast for your business? I believe we’ll see economic improvement over the next year, but what excites me is the transformation of malls into community hubs. I see more and more people being drawn to physical spaces to disconnect from the online world. Malls are evolving with more dining and social options and even residential spaces nearby. I think they are on track to be destinations where people gather and connect, which will position our locations for future growth.

What are the best sources for capital expansion? I’ve found being given a business line of credit to be incredibly helpful as it offers the flexibility to draw as little or as much as needed. Unlike a traditional business loan, a line of credit allows you to withdraw funds when necessary.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? I don’t have experience with banks or lenders. We have never taken out a loan against another company.

What are you doing to take care of your employees? I offer my employees flexible schedules

and 401(k) enrollment/contributions. This also helps me stay competitive in the market.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)?

This is a constant challenge my locations face. That’s why I do my best to create a positive work environment, foster a fun company culture, and offer competitive pay at each of my shops in hopes of retaining our team members.

What laws and regulations are affecting your business, and how are you dealing with them? The minimum wage rate in California. Over the past four years, the economy has taken a toll on us. The margins are getting thinner and thinner.

How do you reward/recognize top-performing employees? I offer bonuses based on profitability to our management team.

What kind of exit strategy do you have in place? I expect to stay in business for many more years and don’t have an exit plan at this point. Many of my stores are located in shopping malls, and they operate with 10-year contracts. I would love to eventually pass the business on to my sons at some point. 

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Entrepreneurial Drive

Franchisee thrives on bringing his vision to life

Written by KEVIN BEHAN

JACOB WEBB

Owner

Company: MPUT Holdings LLC

No. of units: 22 Marco’s Pizza, 4

Tropical Smoothie Cafe

Age: 45

Family: Wife and 5 children

Years in franchising: 11

Years in current position: 11

Jacob Webb and a partner owned and operated a manufacturing company for nearly a decade. He oversaw the organization’s marketing and sales, and though he enjoyed the company’s success, he felt the desire for a new challenge. That’s when he discovered franchising.

Webb’s father told him about an area representative franchisee opportunity with Marco’s Pizza. Webb had been influenced by his father’s entrepreneurial journey as one of the co-founders of FranklinCovey. Initially hesitant about getting involved in the restaurant industry, Webb fell in love with Marco’s product and culture after meeting with company officials. He also thought an opportunity like that may not come around again.

Webb signed on with the pizza brand in 2013 and now owns 22 Marco’s restaurants in Utah. To expand his portfolio and scale his business, Webb

opened his first Tropical Smoothie Cafe in 2024. He currently has four stores open with an additional 11 in development. Over the next five years, he anticipates operating 30 Marco’s and 15 Tropical Smoothie locations.

“I have always enjoyed building things,” Webb says. “As a child, I would spend time in my room building with Legos. I appreciated all the moving parts coming together. It feels very fulfilling to step back and enjoy the fruits of my labor. That can be either the physical construction of a cafe or seeing the way a team comes together and gels.”

Although he enjoys the challenge of running and growing the company, Webb also acknowledges the difficulty of balancing all aspects of his business and spending time with his wife and five children. Five years ago, he hired April Miller as vice president of operations for both brands. That freed Webb to spend more time in other areas of the business. It wasn’t an easy decision for someone who considers his management style hands-on and results oriented, but he realized that having a talented team around him could help the business.

“I was trying to do everything myself years ago, but I knew I needed to give up some control and give people who do things better than I do a chance to take the reins,” Webb says. “It has allowed us to expand exponentially. I have a pretty good eye for talent, and it has never bothered me to put people around me who are better than me. By making those decisions, I think I am better for it.”

PERSONAL

First job: I started out as a paperboy at the age of 12, rolling up newspapers and delivering them by bike in local neighborhoods.

Formative influences/events: My father was an entrepreneur and one of the co-founders of FranklinCovey. He would come home and sit at the dinner table and talk about the wins and losses of the day. I learned about the growing pains of building a Fortune 500 company. I kind of knew that owning a business could one day be a potential career opportunity. It has been fun to go through our business lives together and be a sounding board for each other.

Key accomplishments: One of my proudest accomplishments has been the growth of my business, especially the development of new locations in key markets. To date, I’ve opened four Tropical Smoothie Cafe locations with 11 more in development. I’ve also had the privilege of creating more than 750 jobs in Utah, contributing to the state’s economy and providing meaningful employment to many individuals. Additionally, I successfully

Finding and retaining key employees is a pressing challenge because of our company’s growth. Utah’s low unemployment rate makes it difficult to find quality workers. To combat this, we focus on creating a culture of accountability, recognition, and communication, which has significantly reduced turnover and strengthened our team.”

raised more than $10 million in development capital to fund our expansion, which has been crucial in fueling the growth and long-term sustainability of my operations.

Biggest current challenge: Finding and retaining key employees is a pressing challenge right now because of our company’s growth. Utah’s low unemployment rate makes it difficult to find quality workers, and turnover in the restaurant industry is always a concern. It’s becoming more important than ever to recruit and retain top talent who are committed to our mission and values.

Next big goal: My primary goal is to expand the company to 100 units. Reaching this milestone would signify that our operational systems, team culture, and brand strategies are sustainable and scalable. Alternatively, I’ve considered starting my own franchise. The idea of creating a brand from scratch with a unique identity and operational framework excites me because it would bring together all I’ve learned over the years in franchising and entrepreneurship.

First turning point in your career: Becoming an area representative for Marco’s Pizza 10 years ago marked a pivotal point in my career. Before that, I owned a manufacturing firm and was looking for a new challenge in my career. The discovery process revealed the tremendous potential of franchising, and I took the leap. This transition allowed me to focus on running and scaling a business rather than figuring out the minutiae of how to operate one. It’s a decision that set my career on a solid trajectory and transformed my approach to leadership and growth.

Best business decision: Without a doubt, hiring April Miller as my VP of operations was one of the best business decisions I’ve made. She’s an equity business partner and my right-hand woman. I can always rely on her to manage day-to-day operations with precision and care. Her leadership, combined with the efforts of the entire team, has been

instrumental to our success. On a more personal note, marrying my wife was the best decision that shaped my life. She has been my biggest cheerleader throughout my entire career and entrepreneurial journey, helping me balance work and personal life and providing unwavering encouragement every step of the way. I’m fortunate to be surrounded by the wisdom and talents of strong women.

Hardest lesson learned: Losing a key team member unexpectedly was a profound lesson. It was a wake-up call about the importance of succession planning and cross-training. Since then, we’ve prioritized creating a solid backup plan for every role and ensuring that knowledge sharing and documentation are integral parts of our processes. This experience underscored the value of being prepared for the unexpected and building resilience in the team structure.

Work week: Mornings are devoted to emails and phone calls, setting the stage for the day. Afternoons involve visiting job sites and stores, engaging directly with our teams, and ensuring our locations are running smoothly. Mondays are anchored by a standing meeting with my VP of operations, and we analyze performance metrics and align on weekly goals. Wednesdays are reserved for calls with the franchisor, providing a touchpoint for strategic updates and support. Throughout the week, I maintain an executive oversight role, balancing high-level decision-making with hands-on involvement.

Exercise/workout: I keep it simple but effective: Rowing and push-ups form the core of my routine. Best advice you ever got: The best advice I’ve ever received is that business is fundamentally about relationships. Whether it’s with guests, employees, vendors, or fellow franchisees, it’s the relationships you build and nurture that drive success and create new opportunities. Establishing trust, open communication, and mutual respect can take you further than any strategy or sales pitch. Admittedly, it’s been an interesting experience to learn this

principle when my management style is so results oriented. I try to apply this principle in every aspect of my business, ensuring that both internal and external relationships are prioritized.

What’s your passion in business? My passion lies in building, whether it’s a team, a business, or a new location. There’s something incredibly satisfying about orchestrating the many moving parts required to bring a vision to life. It’s this love for development and construction that keeps me energized as I thrive on seeing the pieces come together and the results of a well-executed plan.

How do you balance life and work? It is something I’m still working on, but I’ve learned that it’s all about prioritizing what matters most. I listen to my wife as she has always kept me grounded. Raising five kids is no small feat, especially as a business owner. The early years of franchising were particularly challenging with long hours and a lot of uncertainty, but over time, it’s become easier to balance my responsibilities. Faith and family remain my top priorities, and I’ve learned that setting boundaries and communicating effectively with my team allow me to devote more time to these without sacrificing the success of the business.

Guilty pleasure: Crushing candy!

Favorite book: The Odyssey by Homer.

Favorite movie: “The Burbs.” Its quirky humor and nostalgic charm make it a timeless favorite. What do most people not know about you? I have remarkably impressive penmanship, which is a rare and surprising skill in today’s digital age. Pet peeve: Government inefficiency. Few things test my patience more than standing in line at the post office or DMV.

What did you want to be when you grew up? As a child, I dreamed of being an artist or animator. Creativity has always been part of who I am, and while I didn’t follow that path professionally, it still influences my approach to business.

Last vacation: My wife, Brooke, and I took our kids to Newport Beach this past summer. It was a perfect week of disconnecting, walking barefoot through the sand, and indulging in junk food. Those moments of family connection are invaluable. Person you’d most like to have lunch with: My ancestor Chauncey Webb, who crossed the Plains in 1847.

MANAGEMENT

Business philosophy: Our business thrives on the passion and dedication of our team. Every decision we make is rooted in creating an exceptional experience for our customers. By upholding personal accountability, integrity, and a relentless commitment to results, we foster lasting connections and inspire trust in those we serve.

Management method or style: I would describe my management style as results oriented and handson. I believe in leading by example and being actively involved in the process rather than just overseeing from a distance. While I maintain direct communication with my team, I also trust them to take ownership of their roles. I emphasize accountability, efficiency, and a strong work ethic, and I expect the same commitment from those around me. While I’m very results focused, I also believe in fostering a supportive environment where people feel empowered to take initiative and contribute to our overall success.

Greatest challenge: Right now, finding and retaining top talent is our biggest challenge. Utah’s low unemployment rate makes the labor pool competitive, and the restaurant industry’s high turnover compounds the issue. To combat this, we’ve focused on creating a culture of accountability, recognition, and communication, which has significantly reduced turnover and strengthened our team.

How do others describe you? I’d like to think my team would describe me as firm but fair. They’d say I’m hardworking, thorough, and professional

but also someone who values laughter and doesn’t shy away from giving a high five. They might also mention my sarcastic sense of humor and my impatience when things don’t move fast enough.

Have you ever been in a mentor-mentee relationship? What did you learn? While I’ve never had a formal mentor, I’ve built relationships with many business-minded individuals. From them, I’ve learned how critical relationships are in navigating and succeeding in the business world.

One thing you’re looking to do better: Social media management is an area where I can improve. It’s a powerful tool, and I recognize the potential it has to enhance customer engagement and brand awareness.

How you give your team room to innovate and experiment: I provide clarity on where we are and a vision of where we need to go. Within the framework of our franchisor’s guidelines, I encourage my team to get creative. They know they’re empowered to innovate as long as they stay aligned with our core principles.

How close are you to operations? As our business has grown, I’ve been able to step back from the day-to-day operations and focus on higher-level strategy and development. I’ve built a strong leadership team that I trust completely, which allows me to oversee the organization from an executive standpoint. My primary responsibility is to cultivate the right company culture, drive expansion, manage the development pipeline, and ensure that we continue to grow sustainably and profitably.

What are the two most important things you rely on from your franchisor? The most important thing I rely on from my franchisors is their commitment to protecting and promoting the brand at a national level. They provide strong operational support, maintain rigorous standards, and offer ongoing training, all of which help us ensure consistency and quality across my locations. The

strength of the brand and its proven model are critical to my success, and I’m grateful for their ongoing support and alignment with my values.

What you need from vendors: Consistency, quality, and reliability. When vendors fall short, whether through missing items or invoicing errors, it pulls resources away from our priorities. I need partners who make our operations easier, not harder.

Have you changed your marketing strategy in response to the economy? How? Absolutely. It’s hard to imagine how any business owner could answer otherwise given today’s economic pressures. Inflation has directly influenced how customers perceive value, and rising costs have forced us to adjust our pricing. To address this, we’ve doubled down on providing a premium experience that justifies the cost. Our marketing now emphasizes value in terms of pricing and the overall experience, from quality ingredients to exceptional service. We’ve also leaned into strategic promotions, bundling, and loyalty programs to remind customers of the benefits of sticking with us during tough economic times.

How is social media affecting your business?

Social media has evolved into a vital tool for understanding customer sentiment and tracking brand perception. Through our franchisors’ partnerships with specialized social media management teams, we monitor feedback, reviews, and engagement. While the franchisor manages direct interactions with customers online, they escalate any critical issues to us for resolution. We’ve seen how social media amplifies word-of-mouth marketing, so we prioritize maintaining a consistent, positive presence online. It’s a powerful asset in building relationships with both new and loyal customers. In what ways are you using technology (like AI) to manage your business? We currently don’t directly use advanced technologies like AI, but we see the potential for future applications. For now, we rely on franchisor-provided tools and

Passion for Coffee & Tea Since 1963

Perk Up Your Franchise Portfolio

Previous food or beverage experience

Proven track record of successful multi-unit operations

Plan to grow a minimum of 10 cafés, depending on market size

Capital to support quick expansion

Passion for the world of coffee & tea, guests, and The Coffee Bean & Tea Leaf

•$1.3M AUV of company cafés in 2022*

•Established business model

•Scalable café format & size

•Professional onboarding & training

•Join a dynamic franchise community

•Continuous innovation

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systems, such as sales dashboards and scheduling software, to streamline operations. As technology continues to evolve, we remain open to exploring new tools that can enhance our efficiency and decision-making.

How do you hire and fire? We hire for attitude and personality, believing these qualities form the foundation for success. Skills can be taught, but a positive and service-oriented mindset is essential. When it comes to firing, we approach it as a last resort. Problem employees go through a structured coaching process, and we offer constructive feedback and clear expectations. If the issue persists, we escalate to a disciplinary phase and, ultimately, termination. By ensuring transparency throughout this process, we aim to create a respectful parting of ways when necessary.

How do you deal with problem employees? When an employee struggles to meet expectations, we approach the situation with coaching first. We provide feedback privately, focusing on the specific behaviors observed and their impact on the team or business. For example, we might say, “Here’s where I see you excelling, and here’s where I think you could grow to better align with our cultural values.” We follow up with actionable steps and set a timeline for improvement. If there’s no change after repeated coaching, we move to disciplinary measures, but we strive to ensure no one is blindsided by the outcome. Fastest way into your doghouse: Lying is a hard line for me as trust is essential in any team dynamic. I also can’t stand having to remind someone repeatedly to complete a task. Mistakes are fine as we all make them, but repeated inaction is a quick way to erode my patience.

BOTTOM LINE

2025 goals: I have a clear vision for growth for the year. My primary goal is to open five new Tropical Smoothie Cafe locations and expand our footprint in key markets. In addition to that, I’m focused on increasing same-store sales by 4% year over year, improving service times by 5%, and reducing food costs by 2%. Employee retention is also a top priority. Ultimately, I want to continue building a solid foundation for long-term success while ensuring that my team, my guests, and my franchisors all benefit from this growth.

Growth meter: How do you measure your growth? We use several metrics to track progress. Same-store sales are the most critical—broken down daily, weekly, and annually. We also monitor order counts to gauge customer traffic. Beyond financial metrics, I look at the number of franchised units we’re operating. Expanding our footprint while maintaining performance at existing locations is key to our long-term success.

Vision meter: Where do you want to be in five years? 10 years? We aim to operate 30 Marco’s Pizza locations and 15 Tropical Smoothie Cafe units. Looking 10 years ahead, we’d like to scale up to 75 units, possibly including a third brand

in our portfolio. Diversification will help us sustain growth while mitigating risks associated with market saturation.

Do you have brands in different segments? Why/why not? Yes, we operate 22 Marco’s Pizza locations and recently expanded into Tropical Smoothie Cafe. The two brands complement each other well. Marco’s dominates the dinner segment while Tropical Smoothie thrives during breakfast and lunch. Both leverage the same labor pool, which helps streamline hiring and scheduling. Adding Tropical Smoothie has enabled us to continue growing while mitigating the risk of market saturation with Marco’s.

Are you experiencing economic growth in your market? Yes, we’re seeing growth in samestore sales, which indicates customers are spending more per visit. However, order counts have remained flat, signaling that while we’re maintaining customer loyalty, attracting new guests remains a challenge in this economic climate.

How do changes in the economy affect the way you do business? Economic shifts impact everything from pricing to labor strategies. For example, inflation has required us to reassess product bundling and promotional offers to maintain perceived value. We’ve also implemented tight labor controls to manage costs while still delivering a high-quality experience for customers.

How do you forecast for your business? We take a multi-step approach to forecasting. First, we review historical data from the same period last year. Then, we adjust for factors, like local events or weather, that could influence sales. We also look at trends from the past few months to identify patterns. Finally, we benchmark our performance against comparable markets to set realistic yet ambitious goals.

What are the best sources for capital expansion? I rely on Western Franchise Financing, a bank-owned direct lender based in North Dakota. It specializes in franchise financing, making them an ideal partner. Typically, I finance 50% of buildout costs through WFF and use cash flow for the remainder. Their expertise and flexibility have been crucial to our expansion.

Experience with private equity, local banks, national banks, other institutions? Why/ why not? Yes, I’ve worked with all of them. Local banks often lack the sophistication for multi-unit franchise operations while national banks tend to be expensive. Private equity isn’t necessary at this stage though it could be an option when we reach 50 units. For now, WFF is our preferred lender due to their deep understanding of the franchise space. What are you doing to take care of your employees? People often quit their bosses, not the company. That’s why recognition is central to our culture, whether it is through celebrating birthdays with cookies, sending gifts, or just an enthusiastic shout-out on our intracompany cadence of

communication. I love nothing more than to send team members on a well-deserved cruise vacation for achieving success. Beyond recognition, we offer competitive wages, bonuses, health benefits, and 401(k) access. It’s about creating a workplace where people feel valued and supported.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? Rising employee costs are certainly a challenge, especially when sales aren’t increasing at the same pace. The cost of goods has gone up, and employees are expecting higher wages due to the increased cost of living. In response, we’ve worked hard to implement a compensation package that includes competitive wages, generous performance bonuses and incentives, healthcare benefits, access to a 401(k), dental coverage, employee discounts, and other rewards. While it’s a balancing act, we’re focused on maintaining employee satisfaction and retention without compromising on the quality of service we provide to our customers. Additionally, we are constantly reviewing our operational efficiency to ensure we’re managing costs effectively.

What laws and regulations are affecting your business, and how are you dealing with them? Several laws impact our operations:

• Franchise disclosure rules. The FTC mandates a two-week waiting period after delivering the FDD, which requires careful planning during lease negotiations.

• Zoning laws. I’ve worked with city councils to secure variances, such as a drive-thru in Sandy City despite residential opposition.

• Corporate taxes. Utah’s 4.65% tax rate affects cash flow, making growth more challenging compared to states without corporate taxes.

• ADA requirements. Stricter accessibility laws have increased construction costs. We’ve adjusted by focusing on small, takeaway-friendly store designs to minimize expenses.

How do you reward/recognize top-performing employees? Managers who hit sales goals receive an all-expense-paid cruise for two. We also reward longtime team members with thoughtful gifts.

What kind of exit strategy do you have in place? There is no short-term plan to sell the business. If we sold, the long-term plan would likely be to a private equity firm or another franchisee once we’ve scaled to a level that maximizes valuation. For now, the focus is on sustainable growth to build a business that’s both scalable and attractive to potential buyers. 

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Challenge Investment Information

Staffing Shortages

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MEGA 99

Multi-unit ownership, diversification, and private equity drive franchising

Written by AMBIKA OBEROI

In 2024, the trend of multi-unit ownership continued to dominate the franchising landscape with multi-unit operators controlling more than half (56.18%) of all franchised units across the country.

Multi-unit operators continued to scale up, consolidate their holdings, and diversify their portfolios. Notably, the food sector is at the forefront of this trend with multi-unit owners controlling 76% of the units as compared to the non-food sector. The Mega 99 ranking also highlights this with the majority of the franchisees owning food brands. There are some exceptions in non-food categories, such as beauty services, lodging, and automotive franchises. See the graph for a snapshot of the industries and the percentage of units owned by multi-unit operators.

The Flynn Group continues to lead the charge by operating more than 2,700 units. The group diversified into health and fitness in late 2023 with the Planet Fitness brand. It also acquired Wendy’s restaurants from an established franchisee, speculated to be The Briad Group, and Panera Bread from Blue Ridge Bread in 2024.

Large operators like Flynn are leveraging their resources to acquire multiple units and diversify their holdings to mitigate risks and maximize growth potential. As franchisees scale up their portfolios, the trend of diversification is becoming more pronounced. Anchor Point Management/ Pacific Bells, primarily a food franchisee, added 7 Brew Drive-thru Coffee to its portfolio and also owns units in non-food brands, such as Signarama and Fully Promoted. Similarly, the Cafua family, which owns more than 200 Dunkin’ units, has signed a development deal with Qdoba, marking its first foray into a non-coffee food brand in the Pennsylvania region. This diversification allows mega operators to hedge against risks and provides additional revenue streams that can help sustain operations during slow periods in certain sectors.

As the trend of multi-unit ownership expands, private equity investments are playing a significant role in shaping the future of franchising. One such example of this growing trend is Three20 Capital Group, which partnered with Trivest Partners to invest in the Office Pride brand in 2022. This group is also one of the largest franchisees for Massage Envy and has continued to expand its portfolio with investments in Sola Salons. With private equity capital, these groups are likely to expand aggressively and invest in building strong, diverse portfolios.

The expansion of private equity investments and the diversification of large operators into non-food brands are additional key trends that are contributing to the evolving landscape. As these shifts take place, the future of franchising will be characterized by sophisticated, large, and diversified operators with the scale and capital to drive the industry forward.

Ambika Oberoi is director of information management at FRANdata.

MEGA 99 RANKINGS

2

3 KBP BRANDS

Pizza Hut, Applebee’s Neighborhood Grill & Bar, Arby’s, Wendy’s, Taco Bell, Panera Bread, Planet Fitness, Residence Inn by Marriott, Courtyard by Marriott, Hampton Inn by Hilton, Fairfield by Marriott, Homewood Suites by Hilton, KFC, Hilton Garden Inn, SpringHill Suites by Marriott, Comfort, Country Inn & Suites by Radisson, Holiday Inn, Sheraton, TownePlace Suites by Marriott, Hampton Coffee Company, Four Points by Sheraton

Arby’s, Papa Johns, Popeyes Louisiana Kitchen, Burger King, Applebee’s Neighborhood Grill & Bar, McAlister’s Deli, GNC Live Well, IHOP, Golden Corral, Taco Bueno, Freebirds World Burrito, T-Mobile

KFC, Taco Bell, Arby’s, Sonic

Subway, Godfather’s Pizza, Chester’s, Arby’s, Hardee’s, Carl’s Jr., Bojangles, Taco John’s, Sleep Inn by Choice Hotels, Holiday Inn, Dunkin’, Fairfield by Marriott, Best Western Hotels & Resorts, Microtel Inn & Suites by Wyndham, DQ Treat, MainStay Suites Extended Stay by Choice Hotels, Naf Naf Middle Eastern Grill, Bimbo Foods Bakeries Distribution, Hampton Inn by Hilton

Wendy’s, Arby’s, Taco Bell, Auntie Anne’s, DQ Treat, Pizza Hut, Moe’s Southwest Grill, Chester’s

Little Caesars, Wingstop, Jamba, Dunkin’, Jersey Mike’s Subs, Sizzler, Red Robin Gourmet Burgers and Brews, Cinnabon

Subway, Burger King, Charleys, Popeyes Louisiana Kitchen, Arby’s, Taco Bell, Qdoba Mexican Eats, Einstein Bros. Bagels, Baskin-Robbins, Dunkin’, Rice King, Wing Zone, Regal Nails Salon & Spa, Slim Chickens, Pizza Hut, Taco John’s

Chick-fil-A, Einstein Bros. Bagels, Panda Express, Subway, Dunkin’, Oath Pizza, Moe’s Southwest Grill, Which Wich, Pizza Hut, Qdoba Mexican Eats, Steak n Shake, Freshii, Raising Cane’s, Panera Bread, Jamba, PJ’s Coffee of New Orleans, Auntie Anne’s, Tim Hortons, Village Juice Co., Taco Bell, Caribou Coffee, McAlister’s Deli, Chili’s, BurgerFi, Paciugo Gelato Caffé, La Madeleine, Mooyah, Wendy’s, Erbert & Gerbert’s Sandwich Shop, Rusty Taco, Smashburger, Quiznos, Baja Fresh, Extreme Pita, Denny’s, Jersey Mike’s Subs

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The magnetic appeal of pickleball is undeniable, and our unprecedented franchise growth is not by accident. In fact, it's been years in the making.

Starting with seven corporate-owned facilities allowed us to learn and confidently begin franchising in mid-2023.

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Wendy’s, Denny’s, El Pollo Loco, Krispy Kreme Doughnuts, Blaze Pizza

Taco Bell, 7 Brew Drive-thru Coffee, Whataburger

in the Box, Denny’s, TGI Fridays, Sizzler, Corner Bakery Cafe, Super 8 by Wyndham

KFC, A&W, Taco Bell, Long John Silver’s

Baskin-Robbins

Hut, Sonic, Moe’s Southwest Grill, Arby’s

Wingstop, Subway, Massage Envy, European Wax Center, Fajita Pete’s

Chick-fil-A, Einstein Bros. Bagels, Panda Express, Papa Johns, Subway, Dunkin’, Pizza Hut, PJ’s Coffee of New Orleans, Jamba, Jersey Mike’s Subs, Moe’s Southwest Grill, Taco Bell, Which Wich, Firehouse Subs, Slim Chickens, Qdoba Mexican Eats, Steak n Shake, Caribou Coffee, Erbert & Gerbert’s Sandwich Shop, Wendy’s, Smashburger, Freddy’s Frozen Custard & Steakburgers, Popeyes Louisiana Kitchen, The Habit Burger Grill, KFC, Sbarro, Tim Hortons, Bojangles, Pita Pit, Auntie Anne’s, Chili’s, Blimpie, Quiznos, Burger King, Baskin-Robbins, Freshii, illy Caffe, Mod Pizza

Take 5 Oil Change Center,

Baskin-Robbins, American Family Care, The Brass Tap Craft Beer Bar

Popeyes Louisiana Kitchen, Taco Bell, Subway, Burger King, Pizza Hut, Dunkin’, Black Bear Diner, Arby’s, IHOP, Wendy’s, Charleys, Baskin-Robbins, Fazoli’s, A&W, KFC, Carl’s Jr., Nathan’s Famous, DQ Treat, TacoTime, Tim Hortons, Jamba, Caribou

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MULTIPLE REVENUE STREAMS

Mega 99 Rankings

Chick-fil-A, Einstein Bros. Bagels, Subway, Dunkin’, Pizza Hut, Qdoba Mexican Eats, Jamba, Moe’s Southwest Grill, Steak n Shake, Erbert & Gerbert’s Sandwich Shop, Taco Bell, Garbanzo Mediterranean Fresh, Firehouse Subs, Panera Bread, Which Wich, Baskin-Robbins, Auntie Anne’s, Freshii, The Habit Burger Grill, Burger King, Blaze Pizza, PJ’s Coffee of New Orleans, Godfather’s Pizza, McAlister’s Deli, Papa Johns, Baja Fresh, DQ Treat, Barry Bagels, Mrs. Fields, NrGize Lifestyle Cafe

in the Box, Panera Bread, Del Taco, Noodles & Company, Black Bear Diner, Popeyes Louisiana

Inn, Hampton Inn by Hilton, Courtyard by Marriott, Homewood Suites by Hilton, Residence Inn by Marriott, Fairfield by Marriott, Home2 Suites by Hilton, TownePlace Suites by Marriott, SpringHill Suites by Marriott, AC Hotels by Marriott,

Suites by Hilton, Hyatt Place, Marriott Hotels, Aloft Hotels, Hyatt House

Center,

Dunkin’, Checkers and Rally’s, Baskin-Robbins, Qdoba Mexican Eats, My Eyelab, TGI Fridays, Blaze Pizza, Take 5 Oil Change Center, Popeyes Louisiana Kitchen, Kale Me Crazy, BurgerFi, Nothing Bundt Cakes, Church’s Texas Chicken

Burger King, Dunkin’, Auntie Anne’s, 7-Eleven, Subway, Popeyes Louisiana Kitchen, Roy Rogers, Panera Bread, Nathan’s Famous, Panda Express, Pizza Hut, Chick-fil-A, Cinnabon

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Mega 99 Rankings

Pizza Hut, Panera Bread, Pieology Pizzeria

Subway, Little Caesars, Krystal, Church’s Texas Chicken, Hardee’s, Blimpie, Noble Roman’s, Chester’s, DQ Treat

Burger King, Chili’s, Popeyes Louisiana Kitchen, Sbarro, Auntie Anne’s, Chick-fil-A, California Pizza Kitchen, Dunkin’, Smashburger, Pizza Hut, Cinnabon, Nathan’s Famous, Quiznos, La Madeleine, Firehouse Subs, Panda Express, Einstein Bros. Bagels, Moe’s Southwest Grill, Blaze Pizza, The Counter, TCBY, Carl’s Jr., Maggiano’s Little Italy, Baja Fresh, Paciugo Gelato Caffe, BurgerFi, Cold Stone Creamery, On The Border, TGI Fridays, Great Steak, Wingstop, Jersey Mike’s Subs, Kelly’s Cajun Grill

Source: FRANdata

THE RIGHT

OVERSIGHT

Area managers fill vital multi-unit roles

Written by M. SCOTT MORRIS

Dogs have some understanding of time. They know when the food bowl should be full and when it’s time to go outside. But there are limits to what canines can comprehend.

“Think about it,” says Kayla Seely, executive vice president of Red Barn Dog Holdings, which owns 35 Dogtopia locations in 10 states. “They don’t know if it’s Christmas Eve or if it’s your birthday or if it’s Saturday afternoon at 2 p.m. It’s all kind of the same for them.”

With a large and growing multi-unit enterprise, Red Barn Dog Holdings needs people to care for the dogs 24 hours a day and 365 days a year. That includes on-site staff as well as area managers who make sure all team members are focused and delivering top-notch service to the dogs in their care.

“A district manager with another company could have 20 or 25 stores they oversee. We have maybe five to seven, which means that you’re not going to visit one of your stores once a quarter,” Seely says. “Our district managers are making their visits every week and every two weeks at the longest. We expect a high level of detail. They need to be involved with the teams. They need to know every employee who works in each of their stores.”

Owners can manage one or two franchises by themselves, but as the business expands into multiunit territory, the right district or area managers become crucial.

“I’m always looking for the next great talent, so every daycare visit and interaction that I have with a team member, whether it’s a manager or a canine coach, I’m already starting to assess their ability and desire to grow with us,” Seely says.

Before multi-unit franchisees can start looking for area manager candidates, they must realize that it’s in their businesses’ best long-term interest to delegate responsibilities to others.

“If you face a challenge in your single store, you can kind of roll up your sleeves and fix it,” Seely says, “but how do you do that with five locations at the same time?”

Delegation

It takes a team to run a multi-unit operation, and teams can’t operate efficiently if all of the decision-making has to go through one person, but that can be a difficult lesson to learn. Before Kim Freid became the co-owner of 19 Apex Leadership Co. territories, she learned the importance of delegation while serving as CEO of a temporary housing company.

“I was literally between contractions with my first child and calling to get a client’s electricity reconnected,” she says. Freid waited until her second baby was born before taking business calls. “By my third baby, I don’t think I called into the office for four weeks.”

With Apex Leadership Co., it’s especially important to delegate because Freid lives in Phoenix and

"

If

you face a challenge in your single store, you can kind of roll up your sleeves and fix it."

the business is located throughout California. “Finding talented people you can trust is key,” she says.

Not just any person will do. Arkansas entrepreneur David Harrison, president and CEO of Rental Concepts, owns 43 RNR Tire Express units. He opened his first store in 2005, and when he reached three units, he put a regional manager in place.

“We took a guy who had been a manager for us, and we were going to try to make him into a regional manager, but it didn’t work out,” Harrison says. “He just really wasn’t qualified. He was a pretty good salesperson. He just wasn’t really good with the details and really helping me to manage the results, which is what I needed.”

Sam Cleavenger owns two Jeremiah’s Italian Ice locations. He doesn’t have an area manager, but he understands their value to multi-unit franchisees in the Jeremiah’s Italian Ice system. When he was 16, Cleavenger started at a Jeremiah’s Italian Ice outside Orlando and worked his way up to general manager. He later worked for the brand’s corporate office, so he had plenty of experience when he became a franchisee and an area representative for the brand in Texas. He helps recruit, award, and develop franchisees in and around Houston, San Antonio, and Austin. Some of those businesses are owned by multi-unit franchisees, and Cleavenger always advises them to hire area managers. It’s about layers, he says.

“If your manager doesn’t go in, guess who has to go in. But if you have five units and you have five managers and you have an area manager, then you have six layers of people who can respond,” Cleavenger says. “I think getting layers between you and your business is everything when it comes to the kind of freedom you want.”

Kim Freid

Sam Cleavenger

He agrees with Freid and Harrison that it’s important to find the right person to step into the manager’s role, but a good person for one owner might not be right for another. Hiring a regional or area manager, Cleavenger says, is a chance for the owner to have access to complementary talents.

“Maybe it’s marketing. You’re not great at marketing, but she’s great at marketing, so get her out there to do that for you or vice versa,” Cleavenger says. “You want to look at what your deficits are.”

There are some constants. According to Cleavenger, an area manager has to be good at building rapport, setting goals, and holding workers accountable. As an extension of the owner, area managers are expected to travel to stores and check in by phone and email.

“Inspect what they expect. Pop in the store and do an inspection. Listen to the cameras and see what’s going on when they’re not in the store,” he says. “They’re always monitoring the key performance indicators.”

Positive qualities are essential for district managers, but leaders also need to be on the lookout for negative qualities. Freid says it’s in Apex Leadership Co.’s DNA to teach people to overcome bad habits, but that goes only so far.

“It’s a matter of inspiring them to want to do the right things, but when that doesn’t work, we’ve got to get rid of them because one bad apple does spoil the whole bunch,” Freid says. “We can’t hold on and hope that something else is going to work because when everybody else sees this guy keeps coming late, it makes even the strongest leader in the group resentful that they’re not being held to the same level as everyone else.”

Internal/external

When Red Barn Dog Holdings was starting to grow, the company relied on external candidates to fill area manager roles. Seely says Dogtopia sells a service and not a product, so experience running a restaurant or a retail clothing store doesn’t always line up with the boarding business.

Franchisee | Apex Leadership Co.

Franchisee | Jeremiah's Italian Ice Area Managers

Area

Managers

David Harrison president/CEO | Rental ConceptS

“There were some challenges in the early days because I didn’t know yet what the ideal candidate really looked like,” she says. “I would say it was more relying on my experience, taking a few chances, and learning from each of those opportunities. Now, I would say that we focus heavily on internal hires.”

For Freid and the team at Apex Leadership Co., one person oversees territories in Northern California and another serves the same role for Southern California. Both started with the company and moved up to take on increased responsibilities.

“They were hired so early on,” Freid says. “In fact, one of them was our very first employee. We knew that he was passionate about it. He was incredibly motivated. He was really great at inspiring others. We just knew right away: This is going to be our guy as we grow.”

While managers are expected to come from within the system, entry-level jobs are filled with external candidates. Freid says she likes to do the initial interview to get a feel for the candidate, and then the company’s middle management does follow-up interviews. By taking part early in the process, she gets a feel for new hires.

“I like to find a diamond in the rough, someone who’s going to work their way up to team lead,” Freid said, adding that was the story with the current Northern California manager. “I mean he has just been phenomenal.”

Harrison says 90% of Rental Concepts’ managers have grown with the company while 10% come from the outside. He doesn’t have free-ranging area managers because they all manage their own stores.

“They’re regional managers, but my nickname for them is pods because you think of a pod of stores, and that person is over their store plus three to four stores,” he says. “The reason I like that model is severalfold, but not least of which is that person is dealing with exactly what his other managers are dealing with on a daily basis.”

In this modified hub-and-spoke approach, the regional managers understand labor issues, buying trends, and customer complaints, so they know what’s happening on the ground at the stores in their pod.

“They’re not telling you what they did back in the day when they were a store manager 10 years ago, 20 years ago, or even last year,” Harrison says. “I like the idea of having a manager that is over other managers.”

Training

When Seely visits Dogtopia locations, she looks for employees with the potential to handle additional responsibilities. She doesn’t just trust her gut; she puts them to the test.

“We certainly start with some stretch assignments to see how they deal with situations that are maybe outside of their current scope,” she says. “We might give them an opportunity to help us launch a new daycare or to help with an acquisition that we have. If we have a daycare nearby in a market that might be lagging behind a bit, we give them an opportunity to work with that team and work with the general manager there to help them improve their results.”

When internal candidates are elevated to area managers, they already understand how to run the business. External hires start by being immersed in the world of doggy daycare and get six to eight weeks of training.

“Understanding the dogs and the operation is probably most important, and then they can move on to learning the management aspects either from other district managers, myself, our departments, etc.,” Seely says.

Once they’re in place, area managers meet in person about once a quarter. Because summer is peak boarding season, that meeting has been skipped in the past.

“In addition to that, we have our weekly video meetings. There’s really constant communication, whether that’s the team’s chats or touching base on the phone,” Seely says.

Harrison leaves hiring and promotion decisions to other members of the Rental Concepts team, but he’s available to leaders who ask to be mentored. “I will not chase them down. They have to direct it themselves,” he says. “The other thing is I’m not there to talk to them about their aspirations in the company. They need to do that with their leaders.”

Harrison focuses on developing his mentees as people. If they don’t know at the beginning, they soon learn that spending time with Harrison isn’t a direct line to promotion. He’s had people quit the sessions after finding out his approach. He’s also had mentees move up in the company and become outstanding leaders.

The mission of Apex Leadership Co. is to teach students how to be leaders. Freid says she feels the

same way about her team members. “When we see somebody who’s got that potential, we immediately start building them,” she says. “They move up the ladder quickly. We’re to the point now that for our most recent promotion, we had three individuals apply for the job, and it was a difficult decision.”

Each summer, the company holds a four-day training session. Since 90% of business is from schools that rebook, the team gets together to change the curriculum to keep it fresh. Schools usually don’t want to start events before Christmas break, so Freid and her team use the time for a special training session.

“We do that training on a cruise ship, and that’s really one of the big perks of our franchise and something that we think makes us stand out,” she says. “We take our entire team, about 40 people, on a cruise. We all jump on a three-day Carnival cruise.”

The ship provides a room with a stage and audiovisual equipment. The team trains from 9 a.m. to noon and does team-building exercises in the afternoon. Everyone gets together for dinner to talk about their experiences, and the nights are free for dancing, gambling, and going to shows.

“If we did training at a hotel conference center or something like that, they’d eat us out of house and home, but on a cruise, we take breaks during training so that they can go to the buffet line and stack up their plates, and it’s all you can eat, so it saves us a ton of money by doing it that way.”

Motivation

Taking a cruise each year does double duty as both training and motivation. Money is also a proven tool to encourage people to do their best. Harrison says one of his favorite things is watching his employees achieve lifestyles that they’d never thought possible. His area managers are expected to work hard, and they’re rewarded with incomes that can transform lives because many of his team members came from difficult situations.

Kayla Seely eVP | Red Barn Dog Holdings

I love that because they each push each other, but they’ll also be there to support if somebody needs it."

“I’m really trying to teach people that you can overcome that,” he says. “Just because you didn’t have the right education, you didn’t go to the right school, or you didn’t live in the right neighborhood, it doesn’t mean that you have to accept that for the rest of your life.”

One employee started with RNR Tire Express when he was 18 and passed a background check only because his juvenile record was sealed. That man is in his 30s now, and he’s worked his way up to the pod manager position. He and his family live in a $600,000 house, Harrison says.

“He has a life that his parents could have never possibly dreamed of,” he says. “And when his daughter gets ready, when she graduates, he’s in a financial position to send her to a good university. He can help her achieve something that was not even a possibility for him. That kind of life change is what drives me to do what I do every day.”

At Red Barn Dog Holdings, area managers earn a base pay, and they’re eligible for lucrative bonuses. “We need them to be motivated for results. The bonus plan has goals aligned with the company’s goals,” Seely says.

The managers also motivate each other. Seely says they’re a tight-knit group. “They all support each other,” she says. “They’re extremely competitive. I love that because they each push each other, but they’ll also be there to support if somebody needs it.”

They also get to give other team members chances to grow and shine. Seely shared a message that a district manager sent about an employee who started as a part-time canine coach and was elevated to general manager.

In part, the message says, “Being able to work with Taylor for three and a half years and watch her grow, help her develop, and guide her into the leader that she is today is a feeling I hope everyone here has had or, if not, gets to experience. It’s moments like this that make everything in the field worth it.”

That employee is not a district manager, and she’s not guaranteed to become one. But Red Barn Dog Holdings has plans to open 25 more Dogtopia units, and since she would be an internal candidate, she already knows that dogs don’t have much respect for clocks or calendars. 

Building businesses and serving people in need

Written by COLLEEN MCMILLAR

When Ginamarie Soto decided to open an Urban Air Adventure Park in Jackson, Mississippi, she was well aware of the issues confronting the city. Nearly a fourth of the residents live in poverty. Crime has been a persistent hot-button topic. About a third of the state’s homeless population is located in the Jackson metro area.

Still, Soto was undaunted.

“I put $5 million into that location,” she says. “After I signed the lease, I knew that, as a business owner, I was going to make waves.”

Soto planned to use her voice to make a difference. After opening the Urban Air Adventure Park in early 2024, she turned her attention to the unhoused people who camped out on the backside of the property. She didn’t want them rounded up and deposited elsewhere; she wanted the city and other agencies to help them.

“I brought them food instead of having them jumping into my garbage all the time and finding food. I had the city pay attention. I said, ‘Hey, I’m a business owner. I have the homeless who are behind me in my dumpster every day, trying to find food. I can give them food, but you might need to step up the services,’” she says.

Soto knew that homelessness was a complex problem, but the lack of easy answers didn’t mean that nothing should be done. Her status as a new investor in the city carried clout with local leaders when she campaigned for more services for people who didn’t have homes.

“To me, it’s important that you raise some noise if something’s not right,” she says.

Soto is among the many franchise operators who want to be good business owners and good neighbors. Around the country, multi-unit franchisees sponsor school teams and community events, organize food drives, lead disaster relief efforts, give financial support to local shelters and other nonprofits, create scholarships, donate unsold goods, serve on boards, and allow time off to employees who volunteer. Like Soto, they push for solutions to problems plaguing their communities.

Ginamarie Soto Multi-Unit Franchisee

Such worthwhile endeavors make good business sense. Consumers notice good deeds, and strengthening the bonds in local communities helps operators and brands build customer loyalty. In addition, staying involved makes it less likely that customers will question a franchise operator’s motives, Soto says.

“Business owners can get a tax break if they donate to a nonprofit, but it has to be about more than that,” she says. “I really do feel like, as a responsible owner, you really have to put yourself into the community and find something you’re passionate about.”

Anyone can serve

Before Soto entered the franchising world, she worked in the oil fields of Texas. She owned a company that operated vacuum and hydrovac trucks. She sold that company when she and her husband decided to start a family. Soto, who majored in nonprofit administration at Arizona State University, began looking around for another business opportunity. She settled on The Little Gym, calling it the perfect “mom business.”

In January 2020, she opened a location in Midland, Texas, with 600 kids as patrons. Then, 68 days later, the Covid pandemic shut the business down. Parents had nowhere to go. Some children were undergoing physical therapy and needed to stay physically active, but they had no space for rehab.

It didn’t take long for Soto to decide she needed to make her facility and services available again—at no charge.

“I had a business that I was going to lose. I was going to go bankrupt. But at least I was going to open my doors, so physical therapists had a place to come work with kids, so that moms had daycare. Moms who were pregnant still had to go to the doctor’s appointments, and they couldn’t bring their other kids to the doctor’s office,” she says.

Soto didn’t go bankrupt. The moms in her community decided they wouldn’t let that happen after Soto had extended herself.

“They would pay me even though I wasn’t charging. They literally would be like, ‘No, no. Take this and keep your doors open.’ I learned through Covid that if I was there for my community, they were going to pay me back. I get emotional thinking about it because it was the hardest thing I’ve ever gone through. But it was so obvious that this community needed us. And I still get praise nearly five years later. Moms will come up to me and say, ‘Thank God you opened up your gym during Covid.’”

Since then, Soto has opened another The Little Gym location, three Urban Air Adventure Park units, including the one in Jackson, and an XP League, a gaming league located inside the Midland Urban Air.

As with other Urban Air Adventure Parks, her locations reserve certain hours for sensory-friendly

play for children with autism and other special needs. She works closely with the Boys & Girls Club of Midland and invites kids who participate in YMCA sporting events to come to the trampoline park for free after games.

“I just feel like everyone can be great because anyone can serve. That’s what Dr. Martin Luther King Jr. once said,” Soto says. “I lived by that. It’s such an important thing. That’s how I kind of see my businesses.”

Embracing a cause

Hani Halloun owns more than 40 Tropical Smoothie Cafe locations in the Midwest. The brand partners with No Kid Hungry, an initiative that focuses on getting children the food they need. For the past two years, Halloun has been the top fundraiser in the system. In 2024, employees at his stores collected nearly $100,000 for the campaign.

“It’s a great cause,” Halloun says. “We just asked every customer to donate, but we gave them incentive. We gave them a free smoothie or another product. Not only were the customers donating; I was donating.”

His employees embraced the annual fundraising effort. “It showed in the numbers,” he says. “It’s always nice to give back to the community. It is very important. People like to see that. I love to see that myself. I feel like the community supports us, and we need to support the community.”

Halloun says he’s fortunate to be a part of a brand that values community involvement. Tropical Smoothie Cafe has partnered with Camp Sunshine since 2008. Franchisees raise money for the nonprofit, which offers free retreats for families with children facing life-threatening illnesses. “That’s very rewarding too,” Halloun says.

He plans to launch an initiative for military veterans but is still working out the details. He knows a little help can go a long way in people’s lives. The pandemic highlighted the impact franchisees can have on their communities when there’s a need.

“At the beginning of Covid, it was a tough time for people,” Halloun says. “We donated smoothies

Hani Halloun Multi-Unit Franchisee Tropical Smoothie Cafe

Community Service

and food to hospital staff. We went to Walmart and gave it to the staff working there too. We went to nursing homes. And that was a beautiful thing to do.”

Generating goodwill

Karen and Libby Lossing, a mother-daughter pair, consider themselves lucky to be able to see and hear stories of the transformations they facilitate at the 18 Mathnasium locations the family owns. But it’s special when it’s a scholarship student who attends the sessions at no charge because the family can’t afford the cost of tutoring services.

They shared the story of a fourth grader whose mother lobbied until he got one of the scholarships. “He came with a good spirit. He just didn’t have a lot of skills,” Karen Lossing says. “It started out as remedial. He couldn’t do anything. Then, he just became just an absolute rock star. He’s probably two, three years ahead of grade level now. I look at it as, if we can keep him ahead of grade level, he’ll hopefully earn a college scholarship.”

Their learning centers in San Diego, Phoenix, Denver, Dallas, and Cincinnati produce similar stories. The math-learning franchise provides instruction for students ranging from prekindergarten to high school.

“We’ve seen younger kids who were just completely failing in math. In Colorado, we had some eighth graders performing on a third-grade level,” says Karen Lossing, a former teacher and school administrator. “After scholarships were given, they were able to gain two years of growth within six, seven months. And it was life changing to them because they’re not walking around counting on their fingers about to enter high school.”

She says that few things feel better than watching a former F-student skip into the center to excitedly show off the B they earned.

The Lossings are a family of four, including Karen’s husband, Steve, and son, Evan. All share ownership of the Mathnasium units. Karen and Steve purchased the first one near San Diego in 2013 when Libby was in college.

“Then I came to love it in my own right,” Libby Lossing says. “It’s really easy to love something when

Karen and Libby Lossing Multi-Unit Franchisees

it’s very results oriented. Multiple times a day, every single day, there are just success stories and happy parents and happy kids, and you’re alleviating a lot of stress in the home whenever kids are seeing success in school and starting to feel smart and starting to develop a growth mindset.”

Libby Lossing is in charge of community outreach. The Lossings and the staff at their learning centers are active in schools, taking part in Math Nights, STEM Nights, and International Nights. They set up booths at career fairs and help students prepare for job interviews. They judge science fairs and provide tutoring for foster kids. On and on it goes.

“What started off one way has gone in many directions based on one organization hearing about us and then another one reaching out,” Karen Lossing says.

At their learning centers, roughly 5% of customers are on scholarships. The Lossings work with the school systems to find students in need, usually those who participate in the free or reduced-price lunch program. The family doesn’t shine spotlights on their scholarship students or the students who come to them from foster care. They want to protect their privacy.

“Everyone just assumes everyone is there under the same circumstances, all paying the same,” Karen Lossing says. “The last thing we want to do is have somebody know that another kid is on free or reduced-price lunch.”

But that doesn’t mean their outreach isn’t generating goodwill.

“Schools are a great referral source for us,” Libby Lossing says. “So maybe a teacher recommended their free and reduced-lunch students for a scholarship, but then they also know that there are other students of different means who also need tutoring and are able to pay.

“And, of course, a Google review is a Google review, and it’s not like there’s any asterisk saying that this isn’t a paying customer. A positive word about our business is great, no matter who it comes from.”

Investing time

No one has to sell Mark Mathias on the importance of community involvement. He grew up in Westchester County, New York, and that’s where he’s raising his family. That’s also where he opened his first Lightbridge Academy in Scarsdale in January 2023.

A second Lightbridge Academy, a franchise that focuses on early childhood education, is under construction six miles up the road in Valhalla. He hopes to start construction on a third in nearby Rockland County next year.

He wants to invest his money and his time in the community. He’s chairman of Scarsdale’s Advisory Council on Youth and on the board of directors of the Child Care Council of Westchester. He coaches Little League baseball as well as third-grade and

kindergarten basketball. He’s on the Business Council of Westchester’s Rising Stars Leadership Council.

“It’s really important for me to be involved in the communities that we serve, not to just run the businesses,” he says. “I have personal connections to each one of the towns that we are opening businesses in.”

Even if he had opened his businesses somewhere he didn’t have personal connections, Mathias says he’d still gravitate toward community service. “It just feels natural to me to want to be involved in communities, to understand the neighbors and community members that we’re serving with our childcare centers,” he says.

One of the primary reasons Mathias chose to become a Lightbridge franchisee is because the brand shares his philosophy. “Lightbridge Academy has always done a fantastic job with their circle-of-care mentality,” he says. “Bringing together children, families, the teachers, the owners, and the community really does encapsulate how franchisees can get involved with communities and prioritize relationships.”

A business owner’s role can’t be summed up in dollars and cents.

“I feel like so many times there are different perspectives on what being a franchisee is and what it isn’t,” Mathias says. “Sometimes, franchisees come in thinking it’s just a cookie-cutter operation. But being involved with the communities that you serve is such an important part of being a franchisee. I think that’s overlooked a lot. It’s something that maybe I undervalued when I started. Now, I realize it’s really my primary role as a franchisee.” 

Mark Mathias

Multi-Unit Franchisee

Lightbridge Academy

Make sure your business survives into the future

Written by HELEN BOND

Running a successful multi-unit franchise operation is no small feat. For many franchise owners, though, the ultimate goal is bigger than boosting today’s bottom line: It’s creating a legacy that thrives in the hands of the next generation.

Succession planning experts emphasize that creating a multi-generational enterprise involves more than simply handing over control. Identifying the right successors, instilling core values, sharing knowledge, and prepping family members to lead all play a role in sustaining and growing what you’ve built.

“If you want a family business to survive multiple generations against all the odds, you have to be thinking about the next two generations: ‘How is this going to survive beyond me?’ It gives you a different sense of purpose,” says McLain Hoogland, president of Nashville-based Hoogland Restaurant Group (HRG), a multi-unit Marco’s Pizza franchisee with 131 locations across 16 states.

BUILDING ON A LEGACY OF SUCCESS

Hoogland represents the fourth generation to lead Highland Ventures, a dynamic, fast-growing, family-owned venture management company founded in 1978 as Family Video. His entrepreneurial roots date back to 1946, when Hoogland’s great-grandfather started Mid-State Appliance in Springfield, Illinois. His father, Keith Hoogland, who continues to guide the business as CEO, is credited with expanding Family Video from 40 to more than 800 locations, strategically purchasing the retail real estate that fuels the family’s holdings today.

Building on this legacy, Hoogland has fine-tuned HRG’s growth-focused path as the largest franchise owner and operator of Marco’s Pizza. Along the way, he is mastering what it takes to drive a winning business-first culture that’s adept at creative problem-solving and serves the greater good of the family.

“When you’re looking at succession planning and everything in a family business, you have to give up a little bit of your own personal drive for the larger goal,” Hoogland says. “The larger goal is Hoogland, the family, and the business as a whole. As soon as it starts being, ‘How much money am I going to be worth?,’ ‘How successful am I going to be?,’ then you start making bad decisions for the group.”

McLain Hoogland President Hoogland Restaurant Group

PREPARING THE NEXT GENERATION

Securing a legacy that lasts begins with proactive planning. Ideally, making moves to structure next-generation succession should start early—well before you’re ready to step away. This means setting up the business to run independently from you, selecting the right family members—or, in some cases, a trusted manager or team of employees— and offering opportunities for them to gain a deep understanding of operations and learn how to lead.

There’s no one-size-fits-all transition formula, but investing in education, training, mentorship, and hands-on experience at every business level can be invaluable to help prepare potential successors and ensure they are ready and willing to take on the unique challenges of franchise ownership.

Coleman and Pat Curry Co-owners

Urban Air Adventure Park

Coleman Curry, 30, grew up learning the ins and outs of business from his father, Pat Curry, a serial entrepreneur and one of the largest Miracle-Ear multi-unit franchisees.

After selling the portfolio of 110 locations in 2020, the father-son duo reentered franchising in 2023 with Urban Air Adventure Park, operating three locations in Texas and Tennessee with two more in development.

This time around, Curry has stepped up to take on a more prominent role in the family-owned company, PJC Investments, as his father assumes more responsibilities outside the business as a recently elected state representative. Curry says he’s ready to use the experience he gained while working in the financial and commodity sectors to carry on the family legacy.

“More often than not, second generations cause the business to fail because of lack of preparation, so it was ingrained in me that one of my goals from a young age was ‘It wasn’t going to be me,’” Curry says. “There are still plenty of obstacles to overcome, but the reality is that part of my role and responsibility is to not only see what he’s built gain momentum, but to take it over and create generational wealth for my family going forward as well.”

While Pat Curry’s time in public service may be ramping up, the self-made business pro’s mission to foster his son’s growth as a leader remains steadfast.

“Coleman’s whole life has developed to get to this point now,” Pat Curry says. “So, my goal now—and one of the hardest things to teach anyone—is that it’s hard to understand what you don’t know. It just takes time and experience.”

SETTING STANDARDS

Hoogland worked as a video store clerk at age 12, and his five younger siblings grew up involved in various aspects of the family business. That’s because his father embodied the family’s approach to humility and hard work, so the children understood early on that being part of the business legacy was a privilege that must be earned, not an entitlement.

Before being invited into the company, family members must first earn undergraduate and master’s degrees and work at least four years outside the company in director-level positions that demonstrate their capacity to advance before being invited into the company.

“My dad is very clear about what you need to do in order to come into the business, which is you have to be a performer,” Hoogland says. “I think one of the scariest things about a family business is the nepotism that comes with it. You get into a position because of your name even though you don’t have the capabilities of running a part of the business. And that’s where I think family businesses go to die when you start to put people in position just because of the name.”

Hoogland, a Vanderbilt University graduate with an MBA from Pepperdine University, served two deployments as an infantry officer in the Marines before his father tapped him to join Highland Ventures in 2016.

His skill set as a fixer has served him well. After working in boots-on-the-ground positions in a few of Highland Venture’s smaller companies, Hoogland shifted his attention to HRG. Over the next two years, he reorganized the company’s structure, eventually becoming president.

He spent his first five months learning the pizza business, splitting time each day in the corporate office as director of operations before heading out to work the closing shift as a general manager in one of the family’s restaurants.

“That set me up for success,” Hoogland says.

LEARNING FROM EACH OTHER

Former Potbelly CEO turned franchisee Bryant Keil always wanted to team up with his son, Hampden Keil, to create a legacy business.

The father and son are multi-unit franchisees with 13 sandwich shops open and 22 more in the development pipeline planned for Maryland and Virginia. They bring unique perspectives to building an enduring partnership with their brand and each other.

Bryant and Hampden Keil

Co-owners Potbelly

Bryant Keil was a regular customer of Potbelly before he purchased the neighborhood sandwich shop in 1996, growing from a single Chicago location to a vibrant nationwide chain of 250 locations.

He retired in 2008 but was lured back into the business after discussions with Potbelly CEO Bob Wright, who impressed the former executive with Potbelly’s strong growth trajectory after pivoting to a franchise-focused organization.

It was an easy choice to team up with Hampden Keil, 26, who grew up in the brand.

“I started in the very first store, and that’s how I got my experience. Hampden did the same thing, and that’s what we do with every employee,” Bryant Keil says. “We’re a great family company, but we also have incredible people who work with us and have a tremendous amount of experience and talent. One person can’t be a company. It’s a team effort. That’s certainly what we have. And without that, we would be in trouble.”

Before joining the family business, Hampden Keil, the oldest of Keil’s four children, was on the fast track at Lettuce Entertain You, where he oversaw operations.

The pair enjoy a solid working relationship running the business, and if opinions ever differ, they meet in the middle.

“I like that I get to learn a lot from my dad, seeing the things that he sees and notices are sometimes different from the things that I notice,” Hampden Keil says. “We’re both very high-touch individuals and definitely care about the little details. And I think Potbelly as a brand does a great job of emphasizing that as well.”

OVERCOMING CHALLENGES

Family-owned businesses can offer distinct advantages over their nonfamily counterparts thanks to their long-term vision, strong commitment, and deep loyalty. There are also unique complexities and challenges.

Transitioning children into a business often brings hurdles, from unresolved family dynamics

to resistance to change. Clear roles, open communication, and mutual respect are essential.

At Highland Ventures, Hoogland and his brother Ben Hoogland who oversees the real estate company, have well-defined positions, allowing them to effectively lead the family enterprise as co-COOs. A recently established family council keeps the entire Hoogland family aligned, providing regular updates on the business as they pave the way for the involvement of a fifth generation, which already includes 15 grandchildren.

The legal and financial considerations of franchise ownership must also be navigated. Experts say it’s critical to leverage the advice of attorneys, accountants, and other external advisors to structure the business and develop a comprehensive succession plan.

The plan should also address tax implications, estate planning, ownership transfers, and franchisor approval, which is especially critical in franchise agreements.

Pat Curry credits a family partnership structure and strategic trusts for preserving assets and minimizing tax issues over the years and across generations.

“Don’t be afraid to structure properly on the front end,” he says.

CHANGE IS INEVITABLE

Succession planning for the next generation is an evolving process that requires adaptability by all involved.

“There’s no silver bullet. It’s a series of events that, as a father, a manager, a mentor, and all of the above, you have to figure out as you go and then make decisions,” Pat Curry says. “I think a lot of people miss that. They get this plan in their mind starting with all their hopes and dreams from when their child is born. Very few of those hopes and dreams survive all the way through. So, you’ve got to read the room and adapt to situations, people’s lives, your kids’ lives, and to conditional things that have occurred.”

Success also requires knowing when to step back. Bryant Keil is confident his son will take over thoughtfully when the time comes. Until then, he’s enjoying the ride and the rewards of building his family business.

“He’s teaching me just as much as I’m teaching him,” Keil says. “In terms of a legacy, there’s no question in my mind that Hampden can run this business and continue to grow it. We’re partners in it and having a blast doing it together.” 

Case Study: Zaxby’s Family Plan

Written by M. SCOTT MORRIS

Successful multi-unit operators will eventually ask themselves an important question: “What’s going to happen to the business that I’ve worked so hard to build?”

“I always wanted to build this business for my kids,” says Gary Avants, president of Avants Management Group, which owns more than 30 Zaxby’s in six states. “When I found out about 12 years ago that the failure rate for transferring the business from generation one to generation two was 75%, I said, ‘I didn’t like those odds.’ And the third generation is like 99%.”

Avants’ response was to hire a family succession consultant, who worked with the family for several years and helped Avants and his children understand their gifts.

“For my oldest daughter, Melissa, he felt like her talent was in operations,” says Avants, who’s based in Athens, Georgia. “My son’s gifts were more in training and working with employees, so he’s in HR, and he felt like MaryStuart had more of a marketing background.”

Melissa Avants Crowe is vice president of Avants Management Group, Jordan Avants is director of human resources, and MaryStuart Avants Hulsey is director of marketing and guest services.

The family members had quarterly meetings with the consultant, who doubled as a family therapist. Family members could call him at any time to discuss issues that arose.

Avants has also sought out other experts. Two years ago, he and his wife attended a family business seminar that included owners of about 50 businesses that ran the gamut from generation one to generation seven.

“I learned a lot. The first thing for a family business to be successful is everyone needs to be engaged,” he says. “I can seriously say that my family and my children are definitely engaged. They come to work every day, and they know what they have to do.”

Avants is also creating business covenants, a collection of policies and procedures that can help his family when making decisions without him.

“When I’m not around in the future and there’s an issue, at least they have something they can lean on to guide them in making the best decision they can make,” he says.

According to the succession plan, Crowe will become president soon. Avants will become CEO. “As a family, we’re planning on her taking my place,” he says. “I’ll step back, and she’ll be running the company.” 

Projections and insights from multi-unit franchisee leaders

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MUFC Board Projections

With the 2024 presidential election in the books, 2025 has arrived with a fresh set of challenges and opportunities for multi-unit franchise operators across the country. The new year’s economic landscape offers challenges, including high interest rates and ongoing inflation. Still, franchising remains a solid investment and proven business model. By leveraging established strategies and adapting to changing market conditions, savvy multi-unit franchisees are poised to thrive.

To gain insights into the challenges and opportunities facing multi-unit franchisees, we posed three questions to members of the Multi-Unit Franchising Conference (MUFC) board of directors. These seasoned veterans have weathered economic storms before and know how to continue to drive growth and success.

A common theme among these experts is the need to address economic uncertainty and labor market tightness while taking advantage of opportunities that may come along. They also emphasize the importance of focusing on operational excellence, managing cash flow, controlling costs, and prioritizing the customer experience.

Read on for their perspectives and strategies for navigating the year ahead.

JESSE KEYSER is CEO of Keyser Enterprises. He operates multiple Sport Clips, Oxi Fresh Carpet Cleaning, and Ideal Image locations.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? I don’t think much changes in 2025. The only thing that is going to be interesting is that 20% of the leases on a five-year lease are coming up for renewal. With more than four years past the pandemic, people will be closing down nonperforming locations faster than ever before.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? There will be opportunities to buy or just pick up abandoned locations.

What are some ways multi-unit franchisees can prepare their businesses for 2025? Have your financials in order, and don’t take on expensive debt unless it’s necessary for more cash flow.

Have your financials in order, and don’t take on expensive debt unless it’s necessary for more cash flow.”

AZIZ HASHIM is managing partner of NRD Capital. The company’s franchise portfolio includes well-known brands Ruby Tuesday and Frisch’s Big Boy as well as fast-growing brands Fuzzy’s Taco Shop and The Captain’s Boil.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? The devasting impact of inflation has had its effects on the economy and the political climate—affordability of everyday goods and services has reached historic lows for the average American. There are no signs that this trend will reverse because operating costs at the retail level don’t often decline. Retail prices, while not increasing, are unlikely to go down. Unit-level economics (ULE), therefore, remain key as always. Brands that offer superior ULE will attract franchise development, and those that don’t will have to revise their business model to ensure that franchisees can get an acceptable ROI.

At NRD, we continue to focus on driving ULE across all our brands to respond to financially strained consumers by ensuring that our brands can sell their products to customers at competitive prices while still making a good return on invested capital for our franchisees. Discounting to drive traffic while ignoring unit profitability is a risky and unsustainable strategy in our view.

Credit costs, while declining, are still high for retail brands as financial institutions still consider the retail sector to be high risk due to a spate of closures. This will tamp down new development for the immediate future.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Nonperforming units will be a drag on multi-unit franchisees’ portfolios and drain valuable resources away from the performing units. Underperforming units tend to take disproportionate time and energy to manage and are bad for team morale. Development agreements are unlikely to be met on schedule due to a lack of financing while the retail economy remains weak. Labor remains challenging, which is more due to cost than availability. Some areas are already at $20/hour at a time when consumers want more discounts on products. Automation and AI will eventually kick in slowly but are unlikely to materially impact 2025 conditions.

What are some ways multi-unit franchisees can prepare their businesses for 2025? Units within a franchisee’s portfolio must be examined carefully. We have always recommended an

We

have always recommended an ongoing ‘pruning of the tree.’ While no operator likes to close units, the reality is that underperforming units must be eliminated for the overall health of the ‘tree.’“

ongoing “pruning of the tree.” While no operator likes to close units, the reality is that underperforming units must be eliminated for the overall health of the “tree.” Negative cash flow units represent a drag on a franchisee’s finances, take precious time and resources from stronger units, and can potentially even create consumer risks, particularly in the restaurant and other perishable goods spaces.

New unit opening commitments should be carefully reviewed from a ULE point of view and an exit point of view. What if a new unit does not perform? Are there clear exit strategies to mitigate the loss? Franchise brands that do not have a clear and reasonable exit pathway for poorly performing units should be considered very carefully before committing to development agreements.

Labor conditions must be monitored vigilantly. In areas where labor is increasingly challenged, development should be redirected to areas where labor is more plentiful.

JOHN HOTCHKISS operates multiple Little Caesars Pizza and Firehouse Subs locations, and he is involved in real estate development in Texas and Louisiana.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? I don’t see any major economic changes for 2025. Inflation and interest rates will probably stay close to today’s rates. I think our sales will continue to increase as they have over the past five years. Franchises in 2025 will probably have similar results as in 2024. President Trump’s economic policies will probably not affect much until 2026, when I think things will begin to change, resulting in winners and losers depending on their specific business model and location.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? I think Trump’s eventual deregulations will have a big positive effect on the franchise community as it relates

...I do not see how more tariffs will help anyone, including business owners, but could really damage everyone’s financial situation as it relates to much higher prices for everyone.”

to financial, tax, and labor regulations. However, I do not see how more tariffs will help anyone, including business owners, but could really damage everyone’s financial situation as it relates to much higher prices for everyone. If Trump gets his way and deports 10 to 20 million immigrants from our country, then we will lose that many customers in our economy—specifically in Texas, where we operate. Mass deportation will also add to the ongoing labor shortages and inflation issues and will affect food and labor costs.

What are some ways multi-unit franchisees can prepare their businesses for 2025? I think the middle and lower classes of our society will continue to suffer financially, unfortunately. Franchisees with businesses that sell goods and services to the upper classes will do great since they’ll have more money to spend. Inflation and low or stagnant wages for the poor and middle class will probably continue. Multi-unit franchisees should consider diversifying their investments to take advantage of opportunities that align with Trump’s new economic plans.

TOYA EVANS operates Healthy Living Ventures. Her portfolio includes Tropical Smoothie Cafe, Hand & Stone Massage and Facial Spa, and Vio Med Spa.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? With a new administration that is business friendly, I expect that we will see a reduction in interest rates, and banks will be more receptive to lending for expansion. I also expect that joint-employer discussions will taper. This and other potential incentives support our business expansion goals.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Expansion opportunities and access to capital for projects.

What are some ways multi-unit franchisees can prepare their businesses for 2025? Have a road map and execute. Evaluate what systems and processes you may need to support business goals, have a plan, build the relationships necessary, and get it done.

ROBERT BRANCA

JR is president, general counsel, and director of development for entities, including Branded Management Group and Branded Realty Group, doing business in Massachusetts, Ohio, and New York. He and his direct family partners own and operate more than 200 Dunkin’.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? The massive spending bills passed during President Biden’s administration (CHIPS and Science Act and Inflation Reduction Act) have deployed both public and private capital, and that is just now about to take root. Absent any “black swan” or other unforeseeable events, this should stimulate domestic economic activity and create opportunity for those positioned to capitalize on it. Other economic forces already entrenched that have boosted the fortunes of those with investable assets in this bifurcated economy will continue to deliver returns and more investable capital to exploit the new opportunities. I see an economic flywheel coming that could greatly expand our economy further, providing that excesses in past expansions are not repeated.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Multi-unit franchisees have always seen and pursued expansion opportunities made available by stimulus spending, such as these pieces of legislation, whether to build new units, invest in efficiency-enhancing or traffic-boosting remodels and relocations, or add new brands. I see this potentially expansionary economic period to be no different. Established brands with strong franchisee bases are best positioned to move to seize the most desirable opportunities due to experience, established support and capital networks, extensive due diligence, and market knowledge that comes second nature to them.

What are some ways multi-unit franchisees can prepare their businesses for 2025? The bifurcated economy that I referenced above is no secret; higher-income consumers who own homes with historically low mortgage rates and any other assets have been more than fine and are expected

to continue to be so in the coming administration. Lower-income consumers have had a very different experience, and many franchisees should position themselves to capture the business of this economic cohort as they, hopefully, achieve more disposable income and economic freedom. Franchising already supports this exact opportunity through franchise ownership itself and the upward mobility of people who work for franchise owners, so it is only natural for our industry to advocate for and foster policies that promote economic freedom and upward mobility. Importantly, it is vital for often-neglected communities to share in the rewards. It is not only the long overdue right thing to do, but it is an existing, largely untapped economic growth engine that will provide much and expand that flywheel effect in many ways.

Multi-unit operators should pay very close attention to the upcoming nearly certain tax legislation. There are several aspects of it that directly and substantially affect a typical multi-unit franchise owner. Of particular note has been the loss of accelerated depreciation because the TCA was passed through reconciliation. The reconciliation process requires legal provisions to pay for any tax deductions. We happened to be the “pay for” during that last round in 2017. Any franchise owner with a brick-and-mortar store has a remodel obligation, and the cost of remodels has skyrocketed in recent years. This is a major impact on a franchised business’ cash flow.

The Section 199A 20% tax deduction for passthrough entities was also crucial in helping our industry. To some extent, this offset the loss of the SALT deduction for franchise owners. It also was critical in assisting locally owned franchise businesses and competing directly against large multinational corporate-owned stores of publicly traded companies. For example, my fellow franchisees and I compete directly with Dunkin’ against Starbucks, which enjoys a permanently reduced 21% tax rate.

There are other key considerations, and I urge all franchise owners to attend the International Franchise Association’s event in Washington, D.C., in September to advocate for their own interests. No one can do it better than you yourself can.

There

are other key considerations,

and I

urge all franchise owners to attend the International Franchise Association’s event in Washington, D.C., in September to advocate for their own interests. No one can do it better than you yourself can.”

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I am hopeful that with the improvement of the economy, there will be greater consumer spending, lower inflation, and, ultimately, a better opportunity for business expansion for multi-unit franchisees.”

LAUREN JOHNSON is the president of Quadcoast. She oversees four The UPS Store units in the Cleveland area.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? Notable drops in business investment and housing activity in 2023 set the foundation for improved performance in 2024. I expect that interest rates will reduce in early 2025, making it easier to invest in potential new ventures. I am also optimistic that consumer spending will rise, positively affecting store numbers. On the basis of inflation forecasts and from what we’ve seen this year, inflation is slowing. For my own business, I’m working toward lowering my labor costs, which has proven difficult with the increase in the total amount my business spends on employee wages and benefits. High minimum wages, increased demand for labor, rising healthcare costs, and general inflation lead to higher salaries needed to attract and retain employees.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? I am hopeful

that with the improvement of the economy, there will be greater consumer spending, lower inflation, and, ultimately, a better opportunity for business expansion for multi-unit franchisees.

What are some ways multi-unit franchisees can prepare their businesses for 2025? One way to prepare our businesses is to keep up with appropriate pricing adjustments for our target market. We can also focus on strategies, like strengthening your financial position by managing cash flow, reducing unnecessary costs, building a cash reserve, investing in marketing and innovation, analyzing market trends to identify new opportunities, improving customer service, and adapting the business model to meet evolving consumer needs. Essentially, position your company to quickly capitalize on increased demand when the economy picks up.

BROOKE WILSON owns and operates seven Two Men and a Truck markets in Georgia and North Carolina.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? As we enter 2025, political shifts—both domestically and globally—will play a significant role in shaping economic trends. Policy changes in taxation, labor regulations, tariffs, and small business incentives will directly impact the franchise community. While these changes could create uncertainty, they may also open opportunities for growth if the right strategies are in place.

The franchise marketplace is seeing rapid evolution, especially with the growing influence of private equity at both franchisor and franchisee levels. Service-based models, in particular, are being transformed by private equity investments. While this brings increased resources, scalability, and opera-

The franchise marketplace is seeing rapid evolution, especially with the growing influence of private equity at both franchisor and franchisee levels. Service-based models, in particular, are being transformed by private equity investments.”

tional efficiencies, it can also introduce challenges, such as prioritizing short-term financial gains over long-term brand equity and franchisee autonomy.

For my business, 2025 is about continuing to create value by focusing on brand awareness, enhancing customer experience, and leveraging technology for operational excellence. Succession planning remains a key priority, ensuring that our operations are poised for sustainable growth in a competitive marketplace.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Multi-unit franchisees will face both opportunities and challenges as private equity continues to reshape the franchise landscape. Consolidation is likely to increase, potentially limiting market entry for small operators while creating opportunities for large operators to expand their portfolios.

Economic pressures, such as inflation, labor shortages, and interest rate fluctuations, will continue to strain margins, requiring franchisees to innovate and optimize their operations. Political changes in 2025 may bring new labor policies, minimum wage adjustments, or healthcare regulations, all of which will demand careful financial planning and adaptability.

Additionally, private equity-driven franchisors may impose strict operational standards or

additional fees, impacting franchisees’ profitability. However, franchisees with strong management practices and economies of scale will be well-positioned to capitalize on these shifts.

What are some ways multi-unit franchisees can prepare their businesses for 2025?

• Strengthen financial planning. Anticipate potential economic shifts and allocate resources strategically. Evaluate costs, identify areas for efficiency, and maintain liquidity to weather any uncertainty.

• Focus on succession planning. Whether transitioning ownership or expanding operations, ensure leadership pipelines are in place. Prepare for long-term stability by identifying and training successors or key management staff.

• Leverage technology. Invest in systems to improve operational efficiency, enhance customer experience, and provide data-driven insights to make informed decisions.

• Adapt to workforce changes. Stay ahead of potential labor policy adjustments by investing in employee training, offering competitive benefits, and fostering a strong workplace culture.

• Maintain brand integrity. Work closely with franchisors to ensure alignment with the brand’s long-term goals. Protect the customer experience and community relationships. By remaining proactive, adaptable, and focused on creating value, multi-unit franchisees can thrive in a rapidly evolving economic and franchise landscape.

JEROME JOHNSON is a multi-unit franchisee with Sonic Drive-In, Dunkin’, Baskin-Robbins, and Jersey Mike’s Subs.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? My vision is that the economy will continue to move toward digital/third-party sales and AI technology. The franchise marketplace will continue to grow and shift with the economy, integrating technology to streamline operations. In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Digital and AI technologies will impact the franchise business by improving operational efficiency and customer experience. Overall, these technologies will help franchises scale, reduce costs, and stay competitive in a rapidly evolving market.

Please make sure your shared vision is not just your old vision. A lot has changed. Revisit your strategy, your vision, your mission, and your purpose. Get input from your team. Don’t do this alone!”

What are some ways multi-unit franchisees can prepare their businesses for 2025? The biggest thing for franchisees in 2025 is to embrace technology by investing in digital, third-party sales, and tools like AI.

ROCCO FIORENTINO is president and CEO of Benetrends Financial and a director and board member for Swiss Farm Stores and Saxbys Coffee.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? My vision for the economy in 2025 is extremely positive. Most experts expect a 2.5% growth in 2025 for the U.S. gross domestic product, and that is certainly a bullish outlook. The U.S. economy is in a good place. I believe recession fears have diminished. Inflation is trending back toward 2%, and the labor market has rebalanced but remains strong. All indications are that the S&P 500 is expected to have a 10% return for 2025.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? I believe the latest consumer confidence index is certainly much more positive than we have seen it in quite a while, and Americans are feeling better about the economy. What this means is that Americans will continue to open their wallets, purchase big-ticket items, such as automobiles and homes, and continue to reinvest in their businesses. Energy will also play a big role in consumer spending habits over the next year, and I anticipate energy costs will drop in the first quarter of the year, providing more discretionary income to consumers. I believe anyone sitting on the sidelines during the recent election year should be off to the races, get back in the market, and get ready for a solid year ahead.

What are some ways multi-unit franchisees can prepare their businesses for 2025? First, prepare yourself. Lead your business with confidence, intention, and clarity in 2025.

Second, prepare your leadership team. Develop your leadership team to lead alongside you. Your business is only as strong as the leaders beside you. After all, no matter how hard you try, you can’t do it all yourself. Investing in developing your leadership team means investing in the sustainability and skill ability of your business.

Third, prepare your strategy. Get your organization aligned to a shared vision for the future. Please make sure your shared vision is not just your old vision. A lot has changed. Revisit your strategy, your vision, your mission, and your purpose. Get input from your team. Don’t do this alone!

GRANT SIMON is co-founder and CEO of LSGF Management where he oversees multiple T-Mobile, Great Clips, and Smoothie King locations.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? With an incoming business-friendly administration having clinched full control of Congress and federal interest rate cuts expected to continue, the prospect of a growth economy is excellent. By late 2025, multiple factors will drive growth, including regulatory reforms, lower taxes, and increased availability of attractively priced debt capital. In addition, 2025 should also be the year that businesses realize significant productivity gains through more widespread AI applications, spurring both the economy and profitability.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Because regulatory compliance correlates to the number of employees or revenues, some multi-unit franchisees have had to reconsider growth strategies. The new administration’s intent to relax federal requirements could alleviate growth pressures and create a more robust business environment. With interest rate cuts projected in 2025, the lower cost of both capital and existing debt will be another growth catalyst for franchisees.

What are some ways multi-unit franchisees can prepare their businesses for 2025? High wages will continue to increase and create headwinds for franchisees in 2025. Strategic payroll management, including scheduling optimization, staff retention, and productivity tools, may generate cost efficiencies and increase profitability. As construction costs and rents will most likely remain high, accurate and adequate budgeting is vital for growth.

KARIM KHOJA is the founder of Bravo Hospitality Group, which operates Comfort Suites and Four Points by Sheraton.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? My vision for the economy in 2025 is neutral. There are too many factors that we can’t control now. The potential tariffs and the conflicts in the Middle East, Ukraine, and other parts of the world will have major impacts on our economy. I am hopeful that most of it will be positive for the U.S. We are a country in a great position to benefit from all the economic turmoil in most parts of the world. The new digital transformation that is happening right now with blockchain and AI will benefit the U.S. economy in positive ways.

My personal business in the hotel industry will for sure be using a lot of AI and robotics in the coming years to benefit profitability and the guest experience.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Multi-unit franchisees will likely adopt AI-powered tools for inventory management, workforce scheduling, and customer relationship management. This will reduce overhead costs and streamline operations, especially for franchisees managing multiple locations. Rising labor costs will push franchisees to automate routine jobs with self-service kiosks in food and robots in warehouses.

What are some ways multi-unit franchisees can prepare their businesses for 2025? I think leveraging technology and all the new tools coming out in the next year will have a positive impact on multi-unit franchisees. Franchisees need to embrace the digital transformation that is happening right now. They must be focused on all aspects of customer engagement. Regulations will be easier to manage with all the new tools available for cybersecurity, AI, etc. Three key aspects that franchisees can focus on are standardizing processes, using automation to their advantage, and using centralized management tools that are readily available today.

I would be looking at beyond 2025 and what we can do as an industry to continue to grow in cost-effective ways and expand our labor force.”

MITCH COHEN is a multi-unit franchisee with Jersey Mike Subs and Sola Salons.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? I am hopeful in 2025 for our business that the interest rates will continue to drop. We expect to develop both our brands. The franchise industry is stronger than ever and will continue to grow. I have seen so many emerging brands that are seeing growth. It is encouraging, and my brands have been growing at record numbers. My only concern with 2025 is what the new administration will do with the import taxes.

In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Depending on how the taxes are imposed, it could affect supply chain and building cost. That will slow development down and impact the prices we charge our guests.

What are some ways multi-unit franchisees can prepare their businesses for 2025? I am sure you have heard this before, but cash is king. I would be budgeting extra for an increase in cost and labor. I would be looking at beyond 2025 and what we can do as an industry to continue to grow in cost-effective ways and expand our labor force.

PAUL M. BOOTH JR. is president of Concentric Brands. He owns and operates Ace Hardware locations.

What is your vision for the economy, the franchise marketplace, and your own business in 2025? The economic outlook for 2025 will continue to present dynamic challenges and opportunities. We saw some growth in the economy in 2024 mainly driven by consumer consumption. As we look toward next year, inflation will continue to cool and borrowing costs for expansion, though high, will not impede business growth. There will be some economic policies by the incoming administration that will affect trade, such as tariffs, which will raise consumer prices. The potential immigration policies could affect the labor market and cause wages to continue to increase.

Multi-unit franchisees should meet with all their professional service providers, such as accountants, financial advisors, etc., to create a plan for the year and discuss their potential goals and opportunities.”

Despite these potential variables, there will be continued growth in the economy. For my business, my vision is to continue to carefully vet industries and brands that are seeing positive growth, strong operational efficiency, and high consumer demand. In what ways do you think this will impact multi-unit franchisees and their business operations in the coming year? Multi-unit franchisees will have to pay close attention to legislative changes that can affect their businesses, impact consumer demand, and affect talent management. Franchisees will have to be strategic about growth opportunities going forward.

What are some ways multi-unit franchisees can prepare their businesses for 2025? Multi-unit franchisees should meet with all their professional service providers, such as accountants, financial advisors, etc., to create a plan for the year and discuss their potential goals and opportunities. Franchisees also need to be aware of the direction their brands are going so that they can stay ahead of the curve. 

Multi-unit restaurant franchisees tackle key industry questions

Written by EDDY GOLDBERG

This past January, Franchise Update Media launched a new franchisee-focused newsletter called Multi-Unit Restaurant Franchisee—Paths to Success. This bimonthly publication has featured candid insight from successful multi-unit operators in the restaurant space who have taken the time to give us their thoughts on topics ranging from how they balance work and life to how they stay involved in the communities where they operate.

With the first year of the newsletter in the books, we thought it would be interesting to take a trip back through some of the issues for a look at what operators had to say. What follows are some highlights from the newsletters, which we hope might just spark an idea or strategy for you as you take on 2025.

The restaurant industry is ever evolving. How do you ensure continuous learning and stay updated with the latest industry practices?

EVAN FU

Brand: 2 Charleys Cheesesteaks & Wings Years in franchising: 8 (1 on the franchisee side, 7 on the franchisor side)

I’ve found that hands-on learning is my most effective educational tool. My primary approach to staying current with industry trends is through direct observation and networking. I regularly visit successful restaurants to study their operations, analyzing what makes them excel. I believe in the power of learning through real-world examples and practical experience.

Building and maintaining connections with successful business owners have been invaluable to my professional growth. For instance, I’ve had the privilege of learning from Greg Thomas, a distinguished leader in franchising. His mentorship has provided me with invaluable insights and practical knowledge that you simply can’t get from textbooks.

This experiential learning approach aligns perfectly with my learning style and has consistently helped me implement effective strategies in my own operations. I find that seeing successful practices in action and engaging in meaningful discussions with industry veterans provide me with the most actionable and relevant knowledge.

TAMRA KENNEDY

Company: Twin Cities T.J.’s

Brands: 6 Taco John’s

Years in franchising: 40

At the macro level, we focus on gathering and interpreting consumer data along with national and

regional economic data. Consumers tell us what they want and often provide the compass our industry needs to move forward. This informs us of what is happening in the short term as well as what’s at play down the road.

We count on our relationships with trade associations, like the National Restaurant Association, to curate industry-specific intel as well as those suppliers to the franchising space that create and offer access to deep data and trend analysis.

We utilize and leverage our involvement with the IFA for both the collegial interactions with our peers in the industry and for understanding the larger impact and consequences of national and local government policy that directly impacts the restaurant space.

ZANE TANKEL

Company: Chair/CEO, Apple-Metro

Brands: Applebee’s

Years in franchising: 30

We have manager meetings every quarter for all of our restaurants broken down into different, small groups. It is actually part of an ongoing continuous learning program—not just about the restaurant industry, but about global events. Our philosophy was always that the smarter the staff would be, the better our restaurant company would be. So, it was under that mantra that we continually had an education program on an ad hoc basis and through our scheduled quarterly meetings throughout the year.

TOYA EVANS

Company: Co-owner, Healthy Living Ventures

Brands: 6 Tropical Smoothie Cafe, 3 Hand & Stone

Massage and Facial Spa, 1 Vio Skin Medical Spa

Years in franchising: 9

I keep current on the industry through newsletters and magazines and by attending conferences. I also participate at the franchisor level by serving on various committees, and I’m working on my CFE.

DAVID BLACKBURN

Company: CEO, Southern Rock Restaurants

Brands: 155 McAlister’s Deli

Years in franchising: 12

Kito Cody joined Southern Rock Restaurants two years ago as our chief operating officer with a résumé that included using tech and tools to help reach and train our team. He inspired us to add a

director of learning and development to assist in all assets to push to the field as well as to follow up on the participation of the training tools that have been developed. Follow-up is the key to everything, basically, especially training—inspect what you expect!

How did you adapt your franchised restaurant locations during the global pandemic, and what lasting changes do you anticipate in the restaurant industry post-pandemic?

JOHN METZ

Company: CEO & Founder, RREMC Restaurants

Brands: 62 Denny’s, 5 Hurricane Grill & Wings, 2 Wahoo’s Fish Taco

Years in franchising: 22

A little more than four years after the pandemic started, we are barely back to our pre-pandemic staffing levels at our restaurants. We’ve learned to live with less—both staff and customers—because of the pandemic. We’ve managed to make do, but full-service guests expect more.

The pandemic has forced us to be more system oriented. I’m looking for ways to reduce labor using computers, automation, robotics, etc. So how did we adapt?

1. All our salaried managers had to do line positions—cook, clear, serve, etc.

2. We limited hours because of staffing shortages.

3. We paid a lot of overtime.

4. Our managers were not available to hire—they were cooking!—so we brought our recruiting and interviewing process into the home office. That’s one change I think we’re going to keep. I’d rather have the managers manage.

5. For HR, we went paperless, investing in a human capital management system from UKG. It handles wage rates, job codes, annual reviews, payroll, HR, etc. Recruitment, hiring, and onboarding all go into the management system— everything from being hired to being fired.

6. Both 4 and 5 were unexpected, positive changes the pandemic forced us to make.

One more change is that we’re now keeping more careful track of all our equipment and maintenance—when we bought it, every time we fix it— through an equipment management system.

HARSH GHAI

Company: CEO, Ghai Management Services

Units: 140 Burger King, 36 Taco Bell, 28 Popeyes Years in franchising: 14

Our first reaction was to take care of our people and be sensitive to everyone’s needs. We implemented hazard pay for our employees for the first three months, and we didn’t hesitate to shut down dining rooms or install shields between customers and staff to protect them. Every day was a challenge, especially in the first 45 days. It was difficult to find employees last year, but open positions received two to three times more applicants this year. The question now is how to find a way to pay those employees without hurting the bottom line.

JIM BALIS

Company: CEO, Sizzling Platter

Brands: 345 Little Caesars, 105 Little Caesars Mexico, 139 Wingstop, 92 Jamba, 30 Dunkin’, 22 Jersey Mike’s Subs, 7 Sizzler, 5 Red Robin Gourmet Burgers, 2 Cinnabon

Years in franchising: 20

It certainly varies by brand. In Jamba, we saw a big uptick from the government subsidies, but when they expired, we tried to maintain the momentum. In Red Robin, it was trying to retain off-premises use cases that skyrocketed during Covid. For all brands, it has been managing the new people dynamic post-Covid.

KADIRALI “ALI” CHUNARA

Company: President, Chunara Group of Companies

Brands: 62 Checkers & Rally’s, 50 Dunkin’, 10 TGI Fridays, 10 Take 5 Oil Change, 9 My Eyelab, 7 Popeyes, 7 Blaze Pizza, 5 Kale Me Crazy, 4 BurgerFi, 3 Nothing Bundt Cakes, 2 Church’s Texas Chicken, 1 Jimmy John’s

Years in franchising: 35

A lot of free money has given us a false sense of optimization surrounding some of our businesses.

AL BHAKTA

Company: Founding Principal, CMG Companies

Brands: 143 KFC, 101 Sonic Drive-In, 90 Rent-ACenter, 38 Ace Hardware, 35 KFC/Taco Bell, 22 Little Caesars, 2 Taco Bell

Years in franchising: 22

Initially, in March 2020, it was scary having the responsibility of 7,000 team members on our shoul-

ders. We just put our heads down and focused on overcoming the challenges that came along. Having self-belief that together we could get through it proved to be very effective, and most of our businesses came out stronger as a result.

JOSEPH

OMOBOGIE

Company: President/Owner, Golden Management Brands: 14 Golden Chick, 11 Tropical Smoothie Cafe, 4 Marco’s Pizza, 2 Thai Express, 1 Captain D’s,

Years in franchising: 19

Employees—nobody wanted to work. I think everyone was just scared. It was something we hadn’t faced. We had to adjust, and our community still needed to be fed. For some days in the beginning, we only had two or three people in the store, but they still showed up, adjusted to the safety guidelines, and were there.

How do you ensure your franchises remain engaged and beneficial to the local communities they serve?

ED

DOHERTY

Company: Chair & CEO, Doherty Enterprises

Brands: 80 Applebee’s, 54 Panera, 19 Wendy’s, 14 Sola Salon Studios, 2 Chevys Fresh Mex, 1 Jinya Ramen Bar. Also, 2 independent, proprietary concepts: 2 The Shannon Rose Irish Pub, 2 Spuntino Wine Bar & Italian Tapas

Years in franchising: 50-plus

Our vision is to be the “Best Food Service Company in the Communities We Serve,” and our mission is to “Wow Every Guest Every Time, Wow Our People, Wow Our Communities, and Wow Our Suppliers.” Doherty Enterprises has also been lending a helping hand to team members and their immediate families when financially burdened through the Wow a Friend Foundation. To date, the foundation has assisted more than 4,100 people and donated more than $5.5 million directly back to those in need.

We are proud to partner with our local communities and neighbors, and our goal is to strengthen our existing partnerships and create new ones. We achieve this by collaborating with local organizations on a wide range of sponsorship opportunities, which include sponsoring local sports teams, displaying field signs or banners, placing ads in journals, and participating in events, like golf outings and walks/runs. The possibilities are endless.

We are deeply committed to giving back to our communities. Our Applebee’s annual Breakfast With Santa event has raised more than $5 million for Toys for Tots. Each year, Applebee’s fundrais-

es for Alex’s Lemonade Stand, raising significant funds to fight childhood cancer. On Veterans Day, we proudly provide more than 15,000 free meals to veterans. At Panera, guests can round up their change to support Susan G. Komen Breast Cancer initiatives. Community Flapjack Fundraisers and Dining to Donate events have helped local organizations raise more than $400,000 annually. Many schools and libraries that surround our restaurants participate in our A is for Applebee’s or Chevys Free Kids Meal program rewarding students for excellence. At Panera, we host restaurant tours and our Bakers in Training program, which gives students a fun-filled culinary experience. Our Shannon Rose teams raise funds for the American Heart Association and St. Jude Children’s Hospital. In addition, many of our locations participate in Stuff the Bus, collecting school supplies for families struggling to afford the basics. We host teacher appreciation nights to honor our educators. We regularly donate gift certificates for tricky trays and raffles and are active in community BBQs. To date, our employees have volunteered to participate in 141 community events, fulfilling our mission to Wow Our Communities.

DAVID OSTROWE

Company: Founder & CEO, O&M Restaurant Group Brands: Captain D’s, Burger King, Taco Bueno, Taco Bell, Blaze Pizza, Personalized Management Associates, O&A Consulting, 180 Business Solutions, Career Lead Years in franchising: 34 (24 on the franchisee side, 10 on the franchisor side)

Ensuring our franchises remain engaged and beneficial to the local communities they serve is a multi-faceted effort. Having a committed franchisor with resources certainly helps. Taco Bell’s Live Más Foundation is a perfect example, providing us with the tools and framework to directly engage with our communities.

Through the support of other franchisees in the area, we’ve collectively driven more than $250,000 in direct community funding annually. This collaboration highlights the strength and unity within our franchise network, amplifying our impact. My wife and I are personally involved in several of these charitable activities, ensuring that funding goes to the right programs and makes a meaningful difference.

Our round-up program is a key component of our community engagement. When customers inquire about it, our cashiers are well prepared to explain how their donations support local initiatives, like the Boys and Girls Clubs, Boy Scouts, and numerous other groups. We also provide local scholarships, making a tangible impact on the lives of students in our community. The Live Más

Foundation streamlines the scholarship application process, allowing applicants to simply upload a video explaining why they deserve the scholarship. Despite our substantial contributions, both locally and nationally, I believe we don’t always get full credit for the impact of these efforts. Nonetheless, I’m incredibly proud of the work our teams do daily to raise these funds and support our community. Live Más!

ASHLEY MALIK

Company: Malik Holdings

Brands: 4 Little Caesars

Years in franchising: 21

As a franchise business owner, it is important to be engaged in the local community we do business in. I am a second-generation Little Caesars franchisee. My parents moved to the town where we were operating when I was young. This has allowed me the opportunity to connect with many other business owners, schools, and our customer base because they’ve known me from a very young age. Each of my restaurants also employs up to 30 members who live locally. It isn’t enough to simply create jobs for members of the community; it is just as important to care for and be a part of their lives outside of work. All of my management team is invited to my upcoming wedding just as I am invited to their weddings, kids’ birthday parties, and other celebrations. When you show that you care about the people who work for you, they will in turn care about you and recommend your restaurant to their friends and family.

Additionally, each year we sponsor the Green Haven Shelter for Women’s annual charity golf tournament, providing pizzas at no cost to the event, and we donate pizzas to the Friends Helping Friends organization to help feed the unhoused population in our community. We are also partnered with FIFE for Life to help the less fortunate by allowing customers to purchase any menu item, pay it forward, and post the receipt on the wall. Anyone can come in and use the receipt to claim the items with no questions asked.

Owning multiple units can be demanding. How do you ensure a balance between work and personal life, and what practices help you manage stress?

TRACY BOUWENS

Company: President, Freedom Enterprises

Brands: 59 Scooter’s Coffee Years in franchising: 18

Finding work-life balance was very hard for me in

the early years. I have discovered that I am far better and accomplish more when I keep that balance in check in my life. The way I can do that is to be very organized with my time and efficient in how we get things done. I have a notebook by my side throughout each day to write down thoughts as I go. Then when my day ends, I don’t find my mind racing with loose thoughts flowing in every direction. The notebook will be there tomorrow.

JEREMY

MUSIC

Company: Franchisee, Front Porch Coffee

Brands: 16 Scooter’s Coffee, 1 Wingstop, 1 Billy Sims BBQ, 1 Jersey Mike’s Subs

Years in franchising: 5

Maintaining balance is easier now because when I worked full-time and did all this stuff on the side, I worked all day, all night, weekends, all the time. At least now, sure, I do work every day, but now it’s on my schedule, on my timeline. I can take my kids to doctor appointments now and don’t have to worry about a meeting coming up on my calendar.

RACHEL

WALLACE

Company: Franchisee/CEO, CHF (Cup Half Full) Investments, SRW Management

Brands: 25 Subway, 3 Scooter’s Coffee open (11 total signed), 1 Best Western Plus

Years in franchising: 20

That starts with having a fiancé who appreciates your work life and even works for the company. My life doesn’t revolve around my job, but I do need people in my life who can respect what I do. That means understanding that at any given time my phone may ring or a text may come through that is work related. It takes a special person to understand this, and luckily, I have that person in my life. He also recently came on as the director of construction for the company and has become an integral part of building the new Scooter’s buildings as well as remodeling many of the Subways and other repair work. I have also taught my staff how to handle almost every situation.

SEDRICK TURNER

Company: President/Owner-Operator, Global Midsouth Corp.

Brands: 8 Checkers (with 1 under construction), 6 Rally’s

Years in franchising: 30

Scheduling activities outside of work and taking time off for several vacations throughout the year.

ROGER WAGNER

Company: Chief Operating Officer, BRG, M2R, W2B

Brands: 20 Burger King, 12 Moe’s Southwest Grill, 5 Tropical Smoothie Cafe

Years in franchising: 31

For me, they intertwine. I may be off doing something with my kids, but I’m still able to be available and help guide people through synergistic conversations and making good decisions. With today’s technology, it’s easy to balance both at the same time.

VICKI DUNN-MARSHALL

Company: CEO, VDM Management Group

Brands: 24 Little Caesars, 1 Dog Haus Biergarten

Years in franchising: 40

When you love what you do, it’s not work; it’s more like responsibilities. Balancing responsibilities is time management. I’m probably a B-student in time management. I tend to run out of day before my to-do list gets done.

TALISIN BURTON

Company: Managing Member, Burton Foods

Brands: 14 Dunkin’, 1 Baskin-Robbins, 1 Jimmy John’s

Years in franchising: 8

I would say I’m getting better at it, but you should really ask my wife. I think early on it is really hard when your business is a newborn and takes a ton of attention 24/7. As the business matures, just like any child, it requires less and less from the parent.

VIK

PATEL

Brands: 98 Dunkin’, 64 Rent-A-Center, 38 Popeyes (with 45 by EOY), 28 RimTyme, 23 Take 5 Oil Change (with 30 by EOY), 6 American Family Care (18 more coming with half already in the works), 2 Brass Tap Craft Beer Bar

Years in franchising: 19

On Monday through Friday, I don’t completely switch off. The reality is there are people who need me on the work front. The virtual world helps a lot, and I’m able to spend time helping with the kids as a result.

STEPHANIE MOSELEY

Company: President, Pisa Pie Enterprises

Brands: 6 Marco’s Pizza

Years in franchising: 6

That’s hard to do with running a business and working full-time. I balance everything and ensure I get at least one weekend to myself per month to recharge and reenergize.

MILO LEAKEHE

Company: Managing Partner, Imbue Capital

Brands: 3 Crumbl Cookies, 1 PayMore Store, 1 Tropical Smoothie Cafe, 1 Rolling Suds, 1 ICX call center, 1 Solve Pest Pros

Years in franchising: 6

When I’m at work, I am 100% at work. I work fast and efficiently. When I’m at home, I try to be 100% at home. It’s mostly a matter of setting up boundaries between the two and fighting off people who try to intrude on those boundaries. The most valuable part of my week is the two-hour weekly planning session when I plan and calendar my entire week.

PHILLIP SCOTTON

Company: COO, Primo Partners

Brands: 23 Ben & Jerry’s, 2 Starbucks Years in franchising: 11

Most people see it as 50/50, but in reality, work doesn’t have a set schedule. Some weeks, the balance might be 90/10 in favor of work, but other weeks, I might be able to focus on my hobbies. It is all about finding a job that you truly have a passion for, and then those busy weeks feel rewarding rather than taxing.

ALEX CARNEY

Company: Vice President, TR Hospitality Group, High Plains Brew

Brands: 11 Freddy’s Frozen Custard & Steakburgers, 3 7 Brew Drive-thru Coffee

Years in franchising: 10

I’m extremely fortunate. My wife, Shelby, has embraced my work schedule, ethic, and passion for business. We look at it as a give-and-take. If we can sneak out for lunch on a Tuesday, dinner on a Thursday, or a quick weekend getaway to the desert, we’ll do it at a moment’s notice. The food and beverage industry is 24/7, and I love that. I focus on being with my family when it matters and the same for my businesses.

BILL MATHIS

Brands: 3 Subway, 1 Caribou Coffee (4 under construction)

Years in franchising: 23

I struggle to completely separate myself from the business. When I do take a day off, I try to totally unplug and focus on other things unless an emergency arises. 

Building Solid Teams

The secret to franchising success is your people

Written by ADAM BONETTI

Building and leading successful teams is the cornerstone of any thriving multi-unit business.

Over my years in the restaurant industry— first as a server and then as a business owner—I’ve learned that the secret to success lies in your people. Managing multiple locations amplifies this reality as the need for consistent quality and culture becomes crucial. Here are some insights that have helped me build and sustain high-performing teams across my three Crust Pizza Co. locations.

Hire the right leaders

Strong leadership at the store level is the foundation of a successful multi-unit operation. The right leader does more than manage; they inspire, support, and create a positive environment that ripples through the entire team. When I hire, I prioritize candidates with restaurant and customer service experience. They know how to lead and communicate effectively with both staff and customers.

Once I find that person, I trust them to build their team. Empowering your leaders allows them to take ownership of their location, fostering a sense of accountability and pride. At the same time, I make sure they understand our core values and hiring standards so that the people they bring in align with our culture and brand.

Robust training

Consistency is critical when you’re running multiple locations. A customer should have the same great experience at every store, whether it’s their first visit or their 50th. Achieving this requires a comprehensive training program that equips team members with the tools and knowledge they need to succeed.

At Crust Pizza Co., we have Crust University, which combines online modules with hands-on training. Employees complete digital courses and

tests and then receive in-person instruction tailored to their role. This dual approach ensures that new hires understand the technical aspects of their jobs and the customer service standards that define our brand.

Training typically lasts three to four weeks, but we don’t rush the process. If someone needs more time to feel confident in their role, we extend their training. It’s better to invest extra time up front than to risk inconsistent service down the line.

Positive work environment

The culture you create as a leader directly impacts employee retention. Treating every team member with respect, whether they’re a manager or a food runner, goes a long way in building loyalty. Employees want to feel valued and appreciated, and it’s our job as leaders to create an environment where they do.

Paying competitive wages is another key factor. We understand that quality staff requires a fair investment. If you want top talent, you have to compensate them accordingly. The old adage “you get what you pay for” is especially true in the restaurant industry.

Plan for challenges

Managing multiple locations comes with its own set of challenges, especially during the expansion phase. The first location is always the hardest to establish. Once you’ve built a strong foundation, subsequent openings become easier because you have a system in place. For me, having a multi-unit general manager and cross-trained staff who can work across locations has been invaluable.

However, even with a solid team, challenges can arise, including construction delays, unexpected costs, and staffing shortages. My advice? Always

overestimate your budget. Plan your finances to account for unexpected expenses. If you don’t end up needing the extra funds, consider it a win. Proper planning and a little financial cushion can save you from major headaches.

A scalable process

As you grow, having a clear business plan and timeline is critical. This includes everything from how you’ll train new staff to how you’ll maintain quality across locations. The support we receive from the corporate team has been instrumental in our success. Their resources and guidance have helped us ease the scaling process and stay true to the brand’s values.

If you’re starting your own concept or working with a small franchise, you may not have the same level of support. In that case, it’s especially important to develop a scalable process. Set clear, attainable goals and hold yourself accountable to a timeline. Growth rarely goes exactly as planned, but having a road map ensures you’re moving in the right direction.

Leverage experience

One of the biggest advantages I’ve had in my career is experience on two different sides of the business: restaurant operations and food distribution. This dual perspective has given me a deep understanding of everything from product quality to supply chain management.

If you don’t have experience in every area, find someone who does. Surrounding yourself with people who complement your skills will strengthen your team and help you navigate challenges.

Invest in relationships

Finally, remember that your team is more than just employees; they’re partners in your success. Building strong relationships with your staff fosters trust and loyalty, which translates to improved performance and retention. Show your appreciation through open communication, recognition, and support. When employees feel connected to your vision, they’re likely to go above and beyond. 

Adam Bonetti is a multi-unit franchisee with Crust Pizza Co. and a seasoned professional in the restaurant industry with nearly 30 years of experience. He began his career bussing tables as a teenager and has since built a robust career that includes roles in restaurant operations and food distribution.

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Love, Loyalty, and Profitability

Customer experience is key over the long haul

Written by JOHN DIJULIUS

The companies that don’t invest in customer experience are the ones whose leaders don’t understand the financial impact CX can have.

Several organizations are focused on building a world-class experience ecosystem for every business stakeholder. We have seen firsthand that companies with the strongest internal cultures are significantly less affected by economic instability.

How do companies outperform competitors and the stock market by significant margins in any economy? By being customer experience leaders in their industries. Make no mistake about it: There is a direct correlation between love, loyalty, and profitability.

Return on experience

From January 2006 through June 2024, the American Customer Satisfaction Index (ACSI) Leaders portfolio generated a cumulative return of 1,930% versus 534% for the S&P 500 and 601% for the Consumer Discretionary sector with corresponding annualized returns of 17.7% for the ACSI Leaders portfolio and 10.5% for the S&P 500.

According to Bain & Co., companies achieving the highest Net Promoter Scores (NPS), a customer satisfaction tool, in their industry consistently beat the stock market over the past decade with annual returns of more than 26%.

There’s also a strong correlation between the overall customer satisfaction average and corporate profits over time. Customer satisfaction started to decline around 2013, and average corporate profit followed suit. A company’s profitability often follows a change in its customer satisfaction.

Claes Fornell, chairman and founder of ACSI, states: “In competitive markets, firms are rewarded by treating their customers well and punished for treating them badly. The rewards/punishments show up not only in earnings, but also in stock prices and make equity markets better aligned with consumer utility, which, in turn, causes an upward shift in demand curves. As a result, consumer spending increases and so does economic growth. Investors in customer satisfaction don’t just beat the market; they also contribute to a stronger economy.”

There’s a direct correlation between NPS and automaker stock market values. The higher the NPS scores, the higher the value of the automaker.

Total shareholder return (TSR) vs US median

Cumulative total shareholder return indexed vs. US public firms (median) for the decade beginning January 1st of each book's year of publication

Financial performance

In his book Winning on Purpose, author Fred Reichheld shares an incredible comparison of two groups of companies. The first group comprised the 11 organizations Jim Collins focused on in his groundbreaking book Good to Great, which he identified as great based on financial criteria as the only competitive differentiator. These 11 were compared to the NPS leaders featured around the same time in Reichheld’s earlier book, The Ultimate Question 2.0.

Bain teams examined the total shareholder return of the 11 great companies featured in Good to Great for a decade following the book’s publication. Bain then performed the same analysis for the NPS leader companies from The Ultimate Question 2.0 for the decade after that book’s release. Bain then compared both sets of companies to the median stock market return in the decade following each book’s publication.

The Good to Great companies delivered only 40% of the median market performance while top-performing NPS organizations delivered 510% of the median return (see shareholder return graph). In other words, the firms appearing great through the lens of financial performance made their investors unhappy over the decade while investors in companies focused on delighting their customers also delighted their investors in the next decade.

So why did the companies labeled great in Collins’ book not maintain that level? Reichheld explains it this way: “Those firms (like most companies today) gauged their success using the metrics of financial capitalism—primarily profits. When profits become the purpose, it becomes too easy for large and powerful firms to boost their financial performance by shortchanging their customer base and employees.”

BX strong

This is why organizations need to focus on being “brand eXperience” strong (BX strong), which is an entire experience ecosystem of how your organization intentionally interacts with and treats every one of its stakeholders. The companies that will dominate their industries for the next decade will be obsessed with evolving the experience at every level: employee, customer, vendor, and community. 

John DiJulius III, author of The Customer Service Revolution, is president of The DiJulius Group, a customer service consulting firm that works with companies, such as Starbucks, Chick-fil-A, Ritz-Carlton, Nestle, PwC, Lexus, and many more. Contact him at 216-839-1430 or info@thedijuliusgroup.com.

With the End in Mind

A legacy business endures beyond short-term profits

Written by LARRY LAYTON

Succession planning is the grown-up conversation every multi-unit business owner knows they need but often avoids. It’s like that nagging reminder, “We should really start saving for retirement,” and “Do I really need this second boat?” Every franchisee needs a long-term exit strategy. It’s where sound business planning begins.

Franchisors that support business transitions enhance their brand value. They assist franchisees in planning every phase of their journey, from entry to exit. They know the best way to build enterprise value is to start with the end in mind.

They openly discuss these essential questions each year:

• Why are you in business? What do you want to achieve?

• How does your business life align with your personal goals today?

• What financial goals must you reach to move forward confidently?

• What’s your exit strategy? Will you sell, transition to an employee or family member, or continue the business as an absentee owner?

Formal succession plan

The best time to start a succession plan is on day one. Treat the exit strategy as part of the entry plan. Set financial goals and a growth road map, building profit with intention. Your timeline for creating business value through profitable growth begins by knowing when and how you’ll transition.

A formal, structured succession plan is essential for a smooth transition. It outlines who will assume leadership roles and how responsibilities will be transferred, reducing disruptions, preserving operational stability, and maintaining investor confidence. This preparation supports steady cash flow and profitability during planned or unplanned transitions.

Consider these steps:

• Tax and estate planning. Work with a financial advisor, estate attorney, and tax expert to craft a transition plan that aligns with

personal goals and minimizes taxes. If you’ll finance some of the buyout, avoid unmanageable debt payments that will kill company cash flow. Proper planning protects your hardearned wealth and ensures the business thrives without you.

• Documentation. A comprehensive playbook is the ultimate gift for your successor. Document the company mission and vision, business processes, vendor relationships, operational strategies, and the secret sauce that fuels your success.

• Financial health checks. Clean books, manageable debt, asset efficiency, and a trend of increasing sales and profits make your business appealing to potential buyers. A well-organized operation is a high-value turnkey opportunity, not a bargain hunter’s fixer-upper.

• Transparency. Clear communication is vital. Ensure your leadership team, family, and other stakeholders understand your plans. Transparency eliminates guesswork and ensures smooth execution.

Do it right

Imagine a multi-unit owner with 20 thriving locations and no succession plan. When leadership changes unexpectedly (in the eyes of the team), the fallout begins with confusion, insecurity, and rumors that erode trust and culture. Productivity, the driver of all profit and cash flow, suffers. Next goes the bottom line and the bank balance. Vendors grow uneasy, and competitors seize the opportunity. Avoid the drama. Start with the end in mind.

Developing a pipeline of future leaders is crucial for long-term success. Mentorships and leadership training prepare successors so that the machine runs efficiently without the owner at the helm. Invest in talent to improve decision-making, encourage innovation, and boost profitability. Not doing so leaves businesses floundering when owners transition. Investors know it, and they won’t pay handsome multiples for enterprises that lack management depth.

Make sure you identify successors early. Whether it’s a family member, key employee, or external buyer, determine who will lead when you step aside and then invest in their development.

But don’t rush them. Train them over time, increasing responsibilities and providing hands-on experience. By the time you transition to your next great adventure, they’ll be ready to lead.

Unprepared successors cause stagnation through mismanagement. It’s not their fault. They don’t have experience making crucial strategic choices, fostering growth, and maintaining profitability in changing times. Astute leaders transition early while they are still accessible to mentor success.

Core values

A legacy business is defined not only by its profit, but by its values and culture. Continuing the healthy vibe that makes a business special is important. Overtly communicating and reinforcing core values allow successors to embody them. With values upheld, customer loyalty is enhanced by fostering repeat business, and employee trust is cultivated, fostering a positive work environment—essentials for sustainable growth.

Making a multi-unit franchise a legacy business requires more than short-term profit management. It demands formalized plans and strategic investments in people, culture, and adaptability. Remember your foundations:

• Identify a timeline. (It’s okay to change it later.)

• Implement a structured succession plan.

• Foster leadership and mentorship programs.

• Uphold core values and cultivate open communication.

• Repeat.

A well-planned legacy ensures the next generation is ready to take the reins and drive the business to new heights. It secures your enterprise’s position in the market for years to come because true legacy is more about the future than the past. 

Larry Layton, CFE, is a consultant and facilitator for the financial training firm, Profit Soup. His insights as a franchise operations executive, business consultant, and business owner bring new depth to the team. Contact him at 714-309-3773 or larry.layton@profitsoup.com.

Animal Spirits Unchained

Is it time for new offerings, mergers, and acquisitions?

Written by CAROL SCHLEIF

“The markets are moved by animal spirits and not by reason.”—John Maynard Keynes.

Both stock and bond market investors were quick to price in President Trump’s commanding win with equities rallying and fixed-income yields climbing as he secured all seven battleground states and the popular vote. The red tide rolled on as Republicans flipped the Senate and retained a wafer-thin House majority.

The Trump rally that had boosted bitcoin, small caps, and equities in general from mid-October until Election Day went into hyperdrive in subsequent days as energy, financials, cyclicals, and healthcare stocks rallied as well. Broadening of market participation—particularly after the narrow Magnificent Seven leadership in the early months of 2024— tends to be a constructive sign for the durability of any rally.

Fixed-income traders were mostly cautious, particularly at the intermediate and longer end of the curve. Shortly after election results became clear, the 10-year U.S. government bond yield touched nearly 4.5%, up from just 3.6% in early fall. Bond traders focused more on the potential for either growth in hyperdrive, tariff-induced reinflation, and/or some combination of both.

One notable offset to the more subdued mood among many bond traders: spreads (the differential in yield between less risky government bonds and riskier corporate paper) tightened to a 25-year low. Spread tightening tends to indicate confidence in the durability of growth and a corresponding lack of stress on riskier entities. The vibe seems to have shifted.

Corporate America has been cautious for much of the past two years as viewed through the lens of M&A, IPO, and weak bank lending activity. Given persistent predictions of a recession, and with Federal Reserve policy rates in restrictive territory, managements primarily focused on preserving margins via inventory control, patient hiring, pricing changes, and streamlining input costs.

The Federal Trade Commission under President Joe Biden had blocked a number of large merger

and acquisition attempts, including Kroger and Albertsons, Microsoft and Activision, and Tapestry and Capri. This cast a shadow on management’s willingness to attempt tie-ups.

Increased regulatory and oversight restraints, volatile markets, and the fear of impending recession have kept many companies private, exacerbating a long-term trend. At the peak in 1996, there were 7,300 publicly held companies versus 4,300 today. While the decline in the number of publicly held companies has been dramatic, it does not correlate to a lack of business formation. A recent PwC update quoted PitchBook data that said private equity companies held 27,000 portfolio companies at the beginning of 2024, more than half of which had been on the books for four years or more. At midyear, the bulk of those companies were still private.

Whatever side of policy debates anyone takes, the vibe change matters. The combination of humming innovation—think AI, alternative fuels, robotics, vaccine creation, medical technology, storage and transmission technology, and virtual reality—could mean the timing is ripe to tee up a cycle of new offering, merger, and acquisition activity. A host of Wall Street investment banks have indicated they are prepping for that very suite of activities early in the new year.

Our opening Keynes quote about the disconnection between animal spirits and reason could become the case as it has in the past (biotech in the mid-1980s, LBOs in the late 1980s, Internet tech in the late 1990s, housing in the mid-oughts). Fundamentals and a host of other fiscal and monetary policy moves must fall into place for the situation to remain hospitable to dealmaking. But the starting point is advantageous: U.S. GDP growth (2.8% in Q3) has trended above the rest of the developed world for many quarters. U.S. productivity growth has averaged 2% for the past five years, well above the rest of the world and the long-term U.S. average. The Fed has started a rate-cutting cycle, inflation is decelerating toward longer-term norms, and the jobs market is in better balance than two years ago.

If the incoming administration and Congress can tread a fine line to keep the framework helpful versus harmful, those animal spirits might have the opportunity to purr louder than they have in recent years.

Positive deal markets, especially when coupled with solid growth underpinnings, tend to be conducive to continued constructive performance in equity markets. The broadening of activity to other areas, such as small caps, industrials, financials, and cyclicals, is also helpful. For more than a year, volatility has been exceedingly low and markets have not experienced even a normal (5% to 10%) pullback in their upward march. The potential for interim headline-induced choppy market action is high as the incoming administration, along with new departmental and congressional leadership, starts on a clean-slate agenda. Yet the unleashing of animal spirits should create a conducive long-term backdrop despite any interim volatility. 

Carol Schleif is chief investment officer at BMO Family Office. “BMO Family Office” and “BMO Wealth Management” are brand names used by BMO Bank N.A., BMO Family Office, LLC, and certain affiliates providing investment, investment advisory, trust, banking, and securities products and services. These entities are all affiliates and owned by BMO Financial Corp., a wholly-owned subsidiary of the Bank of Montreal (BMO). Investment products are not FDIC insured, not bank guaranteed, not a deposit, and may lose value. To learn more, visit www.bmofamilyoffice.com. Views and opinions expressed are Schleif’s and do not necessarily reflect the views and opinions of BMO.

THE TIME IS NOW Conditions are ripe for renewed M&A activity

Written by TORI WAGNER

The franchise and restaurant industries are on the brink of a significant resurgence in M&A activity. After several years of subdued activity, the stage is set for a wave of transactions fueled by favorable economic conditions and industry dynamics. For buyers and sellers, understanding the driving factors behind this trend and strategic preparation are essential to seize the opportunities ahead.

The past several years have been one of the slowest periods for M&A in recent history. Economic uncertainty, pandemic disruptions, unreceptive capital markets, political elections, and valuation disconnections contributed to a stagnant environment. Pent-up demand is beginning to emerge as a key catalyst. The restaurant and franchise sectors have demonstrated remarkable resilience, outperforming other industries in areas like consumer demand and operational adaptability. This robust performance has attracted interest from investors seeking stability and growth and the ability to buy both real estate and operating businesses.

Franchise owners who delayed their exit plans during the uncertainty are now reevaluating their strategies. Many are several years older than when they last contemplated a sale and face pressure to retire or explore new ventures. Many longtime owners and operators are tired and suffering from fatigue and impatience. With election-related uncertainties largely resolved and the broader economy stabilizing, conditions are ideal for renewed activity in the M&A space.

The reduction in interest rates provided another significant factor driving this resurgence. Although future rate reductions may be modest, the current lending environment is highly favorable. Lenders are eager to fund acquisitions after years of subdued activity. They’re bolstered by confidence in the economy and the absence of an impending recession forecast. Reduced borrowing costs have made deals accessible, which appeals to potential buyers and creates an environment where financing acquisitions is more affordable than in the past few years.

The influx of available capital is further fueling this momentum. Investors, particularly private equity and strategic buyers, are seeking opportunities to deploy their resources. With substantial capital reserves and a keen interest in high-performing businesses, competition for quality acquisitions is intensifying.

For sellers, this environment offers an opportunity to optimize the value of their businesses. One critical area of focus is understanding how valuations are determined in the current market. Financial performance, asset quality, and operational efficiency play pivotal roles in shaping a business’ worth. Sellers should prepare their companies to move quickly, ensuring that all aspects of their operations, finances, and legal/tax documents are in order.

Valuation discrepancies can pose a challenge in negotiations. Sellers may have inflated expectations about their businesses’ value while buyers often base their assessments on financial metrics and growth potential. Addressing these differences early in the process can help set realistic expectations and prevent roadblocks. Sellers who approach the market with a clear understanding of their businesses’ strengths and opportunities will inspire confidence in buyers while a lack of preparation can lead to hesitation, doubt, retrading, high legal bills, and long timelines.

Buyers also have a responsibility to position themselves effectively. Streamlining operations and maintaining robust financial reporting systems of existing portfolios are essential to appeal to franchisors and capital providers. Securing brand approval, a process that has become increasingly stringent due to bankruptcies and consolidations, requires careful attention. Buyers must demonstrate their financial planning and due diligence capabilities to stand out.

For sellers, addressing operational readiness is equally critical. Projects, like capital expenditures, remodels, and ensuring compliance with brand standards, must be prioritized. Organizing financial records, legal documents, leases, and franchise agreements will signal professionalism to potential buyers. Attention to detail in these areas enhances credibility and maximizes the likelihood of achieving favorable terms.

Experienced advisors are crucial when navigating the complexities of M&A transactions. For sellers, this means working with investment banking partners, accountants, attorneys, and advisors who specialize in franchise and restaurant deals. They can help organize records, address operational issues, and present a compelling case to potential buyers. Buyers, on the other hand, benefit from advisors who can identify high-potential opportunities, align acquisitions with strategic goals, and manage the brand-approval processes.

Timing plays a pivotal role in M&A success. Both buyers and sellers must evaluate market conditions and competitive dynamics to determine the optimal moment for action. Sellers should prepare their businesses for sale well in advance, addressing any operational or financial issues that could hinder the process. Buyers must stay attuned to industry trends and be ready to capitalize on opportunities.

The resurgence of M&A activity in the QSR and franchise industries presents unparalleled opportunities. For sellers, it is a chance to unlock the full value of their businesses by addressing operational inefficiencies, streamlining processes, and engaging experienced advisors. Buyers, meanwhile, can take advantage of favorable lending conditions and increased capital availability to secure acquisitions that align with their growth strategies.

By understanding the trends driving this resurgence and preparing effectively, stakeholders can position themselves for success in a dynamic and competitive market. The time to act is now as the combination of pent-up demand, rate reductions, and abundant capital creates an environment ripe for M&A activity. For those ready to navigate this resurgence strategically, the rewards can be substantial. 

Tori Wagner is a vice president with C Squared Advisors, an advisory firm that focuses on multi-unit franchisees and franchisors. She has worked with franchisees for more than a decade, advising clients through M&A transactions as well as raising debt and equity capital to support strategic initiatives. Contact her at 508-769-0097 or tori@c2advisorygroup.com.

One-Stop Shop

Owning multiple brands under a parent company

Written by CHRIS BECKHAM

It might seem daunting to manage multiple brands, but a parent company can be the lifeline you need to take that risky step in your entrepreneurial journey. Many aspiring and existing business owners are hesitant to own multiple brands because of higher financial risks, increased complexity for day-to-day operations, or concerns over weakening each brand’s identity. However, a parent company can take the pressure off each individual franchisee and address those concerns, creating a one-stop shop that gives them an advantage over the competition.

Diverse insights

Owning multiple brands under a parent company provides the unique advantage of having access to a range of insights that can be used to leverage your different brands’ marketing strategies and operations. Franchisee networks can be crucial for the growth of your businesses by allowing you to exchange tips and ideas, discuss common challenges, and brainstorm ways to adapt your operations to meet the changing needs of consumers.

Having knowledge of various brand perspectives will also help to differentiate your business from competitors. While my Grease Monkey and SpeeDee Oil Change & Auto Service centers are both under the FullSpeed Automotive parent company, the brands are distinct in the services they offer at their shops. For example, Grease Monkey specializes in quick oil changes and routine maintenance while SpeeDee offers a full line of automotive repair and diagnostics to complement oil changes and vehicle maintenance. Owning different concepts allows you to gain insight into multiple markets, better understand consumer behaviors, and make informed strategic decisions that are difficult to replicate under single-brand ownership.

Operational efficiency

Multi-brand owners are able to cross-train employees so that they can enhance their skills and ensure best practices are shared across locations. Training your team to work in different brands provides flexibility in staffing and reduces the need for specialized hires as your employees understand the aspects of the day-to-day operation for each business.

An immediate benefit of multi-brand ownership is the ability to share resources among various brands, including marketing, logistics, and technology, to reduce any redundancy and streamline your

operations. For example, some parent companies have a single marketing team assigned to create campaigns that serve multiple brands, resulting in cost savings and a cohesive message to consumers. Sharing these resources simplifies operations and allows multi-brand owners to focus on other tasks.

Economies of scale

Operating multiple brands under a parent company leads to increased economies of scale. This efficiency permits the expansion of services, the offering of discounts, and the reduction of operational costs, maximizing overall profitability. The parent company can leverage their bargaining power to negotiate prices with suppliers when purchasing materials in bulk. This is particularly beneficial in the automotive industry where auto repair shops need large quantities of specific vehicle parts, accessories, and tools. These savings then get passed on to consumers in the form of reduced prices, giving your brands a competitive edge.

Parent companies are also boosting economies of scale through their investments in technology. As businesses try navigating the latest services on the market, parent companies take the lead in finding best practices to utilize those resources in productive ways. From automation to targeted marketing platforms, it’s important for aspiring and existing entrepreneurs to stay on top of these tools so that their businesses can reduce costs, improve efficiency, and achieve sustainable business growth.

In essence, owning multiple brands under a parent company is more than just expanding the product line; it is a strategic approach for enhancing your operations and ensuring long-term success. From a unified training program to marketing support, a parent company provides unmatched resources to help take your franchises to the next level and create a sustainable business model for any industry. 

Chris Beckham owns three SpeeDee Oil Change & Auto Service franchises and two Grease Monkey franchises in Louisiana. Prior to becoming a franchisee, he was a corporate employee with FullSpeed Automotive.

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An Honor and a Challenge Expectations can

motivate or stifle a new leader

Written by KENDALL RAWLS

For second-generation franchisees, stepping into their parent’s shoes can be both an honor and a daunting challenge. How do you respect the past while forging your own path?

Understanding the legacy

Let’s take the scenario of Sarah, whose father, John, built a successful chain of fast-food franchises from the ground up. John was a visionary, starting with a single location and expanding to more than 20 units in a couple of decades. He worked tirelessly, often sacrificing family time, to ensure the business thrived.

Now, as John approaches retirement, Sarah is poised to take over. The pressure is immense—not only to maintain the success of the business, but to innovate and grow.

Respect and innovation

Having a grasp on the legacy’s roots is the first step in paving the path for succession. John’s story is one of grit and determination. He started his first franchise with a small loan and a big dream, facing never-ending obstacles along the way. His success wasn’t just about business acumen; it was also about community involvement and building relationships. For Sarah, respecting this legacy while making her mark is necessary.

However, the path for second-generation franchisees like Sarah is fraught with challenges. Balancing respect for established practices with the desire to innovate can be tricky. Sarah finds herself torn between honoring her father’s traditional methods and embracing new, modern strategies that could propel the business forward. She faces constant scrutiny from employees who’ve been with the company since the beginning and from a community that sees her as “John’s daughter” rather than a leader in her own right.

Strategies for success

Managing these expectations requires a blend of sensitivity and assertiveness. Sarah must prove her capabilities without undermining her father’s achievements. This is a common scenario in family-run multi-unit franchises, where the weight of legacy can either motivate or stifle the next generation.

Successful succession requires more than just a change in leadership; it requires a strategic approach. Clear communication is key. John and Sarah need to sit down with professional advisors to develop a formal succession plan, outlining roles and responsibilities to ensure a smooth transition. They should involve employees in the process, addressing their concerns and gaining their support.

This collaborative approach helps ease tensions and builds confidence in Sarah’s leadership.

Mentorship and training

Mentorship plays a vital role in this transition. John mentors Sarah, sharing his wisdom and experiences. At the same time, Sarah seeks guidance from external mentors, who offer fresh perspectives and industry insights. She participates in training programs designed for second-generation franchisees, equipping her with the skills needed to lead effectively.

Fresh ideas

If you don’t embrace change, you’re going to have a difficult time moving forward. Sarah knows that to stay competitive, she must introduce fresh ideas. She explores digital marketing strategies, invests in eco-friendly packaging, and implements a customer loyalty program. These initiatives not only attract new customers, but show long-time patrons that the business is evolving while staying true to its roots.

Balancing act

Sarah and John handle family conflicts carefully, setting boundaries to separate personal relationships from professional responsibilities. They establish regular family meetings to discuss business matters, ensuring transparency and mutual respect. This approach helps maintain harmony and prevents personal issues from spilling into the workplace.

Adaptation

Economic trends can have a heavy impact on succession planning. The multi-unit franchise industry is constantly evolving, influenced by market demands and economic conditions. Sarah stays informed about these trends, adapting her strategies accordingly. She learns from other franchisees, who successfully transitioned leadership during economic downturns. She uses their experiences to guide her own plans.

Past and future

Stepping out of a parent’s shadow in a family-owned multi-unit franchise business is no piece of cake, but it is a rewarding journey. For Sarah, it’s about honoring her father’s legacy while carving out her own path. By embracing mentorship, fostering innovation, and balancing family dynamics, second-generation franchisees can ensure the business continues to flourish. 

Kendall Rawls with Rawls Succession Planners knows and understands the challenges that impact the success of a complex, privately held, and family-owned business. Contact us today to arrange a consultation and discover how we can empower you to overcome obstacles and achieve lasting success. Whether you’re navigating regulatory shifts or striving to build a top-tier team, we’re here to help you thrive in today’s multi-unit franchising landscape. For more information, email Kendall@rawlsgroup.com or visit seekingsuccession.com.

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The Cutting Edge

New technology is changing home services

Written by TIJ BEDI

From smart home devices to AI-powered tools, a new generation of technology is revolutionizing the way we live and work. Technological advancements are also transforming home service businesses.

Many home service brands are well positioned to take advantage of new innovations. Franchise systems can continuously evaluate the latest technology and strategize the most efficient ways to apply it to each business. Entrepreneurs in a franchise system get an advantage over those who take on the responsibility of running every element of their businesses alone.

Here are three areas of focus where cutting-edge technology is reshaping the home service industry.

Centralized data

One of the most significant advancements in recent years is the unprecedented use of data in all aspects of business.

Historically, franchise platforms have grappled with siloed systems across the network and even within each brand. Today, many home service brands are breaking down these barriers by integrating data from various systems into centralized data lakes. These data-driven decisions enable franchisees to identify trends before they become issues and optimize operations, improving resource allocation, marketing effectiveness, and customer satisfaction.

The impact of this data integration cannot be overstated. It enables franchisees to capitalize on opportunities quickly and allows a franchise to benchmark performance across a network effectively.

Customer experience

Perhaps the most exciting area where technology is making a difference is customer experience. Today’s consumers expect seamless, delightful, personalized interactions with service providers, and service brands are leveraging technology to meet and exceed these expectations.

For example, brands are integrating AI technologies to help enhance care for clients in the home care space. Brands can leverage AI algorithms and data analytics to tailor care plans to individual needs, preferences, and lifestyles, ensuring that each client receives the highest quality of care. This data helps identify potential issues and allows monitoring of medical concerns. In addition, television integration gives clients a simple way to connect with friends, family, and care providers.

We are also looking to leverage these innovations for simplifying and personalizing the entire customer experience, including finding services, scheduling, and paying.

Workforce benefits

Employee experience is a key contributor to success. Investing in employee experience helps organizations build a strong employer brand, which helps attract and retain the best talent.

Starting with the recruitment processes that improves efficiency for business owners and prospective employees, technology plays a pivotal role in streamlining the employee experience.

For example, an AI-driven applicant tracking system goes beyond managing resumes. The system uses conversational AI and automation to save franchise owners and their teams precious time by acting as a 24/7 recruiting assistant. This recruiting assistant is bilingual, intuitive, and automates administrative tasks, like candidate screening, interview scheduling, and digital onboarding. Embracing AI’s capabilities within the hiring process saves hiring managers five to 10 hours of manual work each week.

As we look to the future, it’s clear that technology will play an increasingly central role in the home service industry. From AI-driven operations to discovering new heights of customer service, the possibilities are endless. The focus remains on staying at the forefront of these innovations to ensure best-in-class support for franchise owners and their customers. 

Tij Bedi is chief technology officer with Authority Brands.

Grow Your Team

A 3-step process for hiring regional managers

Written by M. SCOTT MORRIS

Aregional manager is a special type of person in the QSR world, according to David Plait, a veteran multi-unit Hungry Howie’s franchisee based in Michigan.

The regional manager doesn’t work from 9 a.m. to 5 p.m., Monday to Friday. They’ve got to be in the restaurants whenever people are buying pizza, and that requires nights and weekends.

“If they grew up having their wonderful times together on the weekends or Sunday after church,” Plait says, “well, when everyone’s congregating for Sunday after church, we’re selling a lot of pizza.”

Plait refers to his regional managers as decision-makers because they need to be ready at a moment’s notice if the air conditioning goes out at a restaurant or if a catering job becomes unexpectedly complicated.

It’s a demanding role that can be difficult to fill, but Plait has developed a three-step approach that he’s refined over the years. It starts with looking inward.

“We’ve tried hiring outside of the company. That doesn’t work,” he says. “We want somebody who’s homegrown, who grew up in our culture, and who grew up in our business model so that they really understand how all of their decisions affect everyone in the pipeline.”

Plait says entry-level team members are the backbone of his business. For the most part, they greet the customers and make the product, so regional managers need a healthy respect for the job those team members do.

“So long and short: We don’t have any regional managers who didn’t come through the system,” he says.

Next, regional manager candidates need a blend of talent and skill that allows them to quickly develop authentic relationships. Plait looks for open hearts and open minds—the kind of people who work and play well with others.

“That regional manager only has a short period of time to be able to understand the culture that exists within the four walls of the store that he or she is overseeing,” Plait says. “Although we’d like to say culture is consistent across the board, the personalities are different in every location.”

The first thing a regional manager manages is their own time. With eight stores to visit, he or she needs to maximize each visit by finding out which employees are willing to tell the truth and which ones are saying what they think the boss wants to hear.

“Although you can look at the metrics and get a good feeling for what service was like, what times

were like, and what product quality was like,” he says, “it doesn’t tell the whole story if you don’t have the human side.”

Honesty also applies to the third part of Plait’s approach to hiring decision-makers. A candidate can be homegrown and have all the dynamic qualities the job requires, but the hire won’t work out over the long term if goals don’t line up. This gets back to nights, weekends, and after-church gatherings.

“We have to present our business model and the lane that we expect them to stay in,” Plait says. “We have to present that lane honestly because, sometimes, that lane doesn’t fit. If you’re not transparent on the journey, there’s that collision course.”

Step three was put into place to avoid the unnecessary chaos that always resulted when Plait tried to fit a square peg into a round hole. Now, Plait believes in contentment, which he calls “a big little word.”

“It’s very important to find the person who will find the contentment within our business model,” he says.

Plait’s three-step approach for hiring regional managers took trial and error to develop over the years. It works for his multi-unit business, and it might work for yours.

“If you don’t have all of those three things in place,” he says, “it makes no sense to expend the resources on an individual to try and move them up into a regional position.” 

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THE LOAN OUTLOOK

Take steps to ease the lending process

Written by PAUL WILBUR

The National Association of Government Guaranteed Lenders (NAGGL) recently hosted its annual conference, drawing attention to critical trends in the SBA lending landscape. While the figures for 2024 SBA loans overall painted a positive picture—nearly $29 billion in loans extended to 66,000 borrowers—the outlook for 2025 is uncertain, particularly for franchises.

The lending environment is confusing, and many franchisees will find loans become expensive and difficult to get. This shift is driven by several factors, including lowering interest rates, rising default rates, increased operational costs, and evolving SBA policies. For franchisors, navigating these challenges will require a proactive approach to supporting franchisees in securing the capital they need to weather the storm.

Tough lending climate

One of the key challenges facing SBA lenders is the dramatic increase in early loan default rates. Over the past 18 months, these defaults have surged by an alarming 213%. For franchise businesses, the situation is compounded by economic pressures. According to the International Franchise Association’s (IFA) Annual Franchisee Survey, 80% of franchisees reported lower earnings in 2024 compared to previous years. Rising costs, persistent labor shortages, and weakening consumer demand have created a perfect storm for closures and financial strain.

Adding to the complexity, the SBA eliminated the Franchise Directory in May 2023, placing the onus on lenders to independently review franchise agreements and Rollover as Business Startups (ROBS) documents. This policy shift has introduced confusion and additional workload and costs for lenders and franchisors alike. Lenders are no longer required to report loans for franchises separately, meaning that the SBA franchise loan data, which has never been very accurate, cannot be used for risk rating at all anymore.

Proactive steps

Given these challenges, franchisors must take action to ensure their franchisees have access to financing. Here are some key steps:

• Provide comprehensive and updated documentation. Lenders rely on accurate and up-to-date FDDs to assess the viability

of franchise loans. It’s critical for franchisors to provide detailed, clear, and current FDDs. Pay special attention to the inclusion of useful Item 19, which outlines financial performance representations. These figures play a vital role in helping lenders evaluate potential risks and returns, so they must be as transparent and robust as possible.

• Leverage the Franchise Registry. Nearly 75% of SBA franchise loans are issued by the top 56 lenders. Many of these institutions depend on the Franchise Registry for reliable information about franchise eligibility and credit risk. To maximize your franchise’s appeal to lenders, ensure that the Franchise Registry has your updated FDD and the latest system numbers for your brand. This small step can go a long way in streamlining the loan evaluation process.

• Understand and address your FUND score. In lieu of good SBA data, the FUND score, a benchmark of a franchise’s financial

health and performance, is a critical metric for lenders in determining loan eligibility. Alarmingly, for five of the 13 major franchise industries, the median FUND score per brand falls below the threshold acceptable to most lenders. If your brand is struggling to meet these benchmarks, it’s essential to act. A bank credit report, which provides lenders with additional reassurance about your franchise’s financial stability, can be a valuable tool. This report can help offset concerns and provide a clear picture of your brand’s resilience and potential.

An uncertain future

The economic environment in 2025 is expected to be turbulent. With franchisee performance trends on a downward trajectory and lenders becoming increasingly cautious, franchisors must take every possible step to ease the lending process for their franchisees.

As the landscape grows more challenging, staying ahead of these issues will help franchisees secure necessary funding and strengthen the brand’s overall reputation and resilience. Franchisors who take these steps will be better equipped to navigate the choppy waters of 2025 and beyond. 

Paul Wilbur is COO of FRANdata where he is instrumental in building the company’s research and consulting framework. He manages the research, information management, marketing, and IT departments and plays an integral role in the strategic development of FRANdata’s suite of franchise solutions. Contact him at 703-740-4700.

Franchise Support Program for Signage

•

SignArt's Franchise Program:

All project stages: Scheduling, permits, manufacturing, installation, electricians and utilities.

Work with municipalities to achieve the best sign size and placement for the most impact/visibility.

Oversee the projects in real time, placing our customer 's best interest first.

Communication is a priority.

In-House

Installation

Completion Report with Photos

2025 Road Map

IFA sharpens its focus for the year ahead

Written by MATT HALLER

With the November elections in the rearview mirror, attention turns to the implications for policymaking in 2025. As the dust settles on the results, two things are clear: economic concerns remain front and center, and franchising is poised to play a major role. According to exit polls from CNN, two-thirds of voters said the economy was in bad shape, and the majority of these voters wanted a new direction.

The year ahead offers incredible opportunities for the franchising community. At the International Franchise Association (IFA), we have been hard at work on our road map for the year ahead to protect, enhance, and promote the franchise business model.

While certain regulatory threats are poised to end with the changing administration, now is not the time to get complacent or let our foot off the gas. To the contrary, there are a number of proactive policies IFA intends to push. If enacted, these initiatives would unleash our sector to new heights. As we focus on the year ahead, the entire franchise community’s support is essential to success.

Joint-employer standard

First, after a constant back and forth on the definition of a joint employer (four changes in the past decade alone), we will be pushing for a permanent, commonsense joint-employer standard that codifies a narrow definition of a joint employer once and for all. Just as we did with the misguided attempt to expand the definition of joint employer by the National Labor Relations Board (NLRB) in 2023, we will seek to enact a permanent, commonsense, workable standard that protects independence and the hard-earned equity in franchisees’ businesses

and ensures franchise owners continue to receive franchisor support—for good.

Businesses need certainty in the regulatory climate to achieve their true potential. Now is the time to prevent joint employer from becoming subject to the shifting political winds at the NLRB.

Franchise Rule

Second, with new leadership expected at the Federal Trade Commission (FTC), we will work with the commission to update the Franchise Rule for the first time since 2007. Our North Star remains improving disclosure to strengthen franchise relationships and support the growth of responsible franchising across the business model.

Even with new leadership expected at the FTC, we cannot assume threats to franchising will disappear. IFA is committed to improving the franchise sales process and working constructively with the FTC to finally bring the Franchise Rule into the modern era.

Tax Cuts and Jobs Act

Third, we will work with lawmakers on the extension of the pro-small business provisions in the 2017 Tax Cuts and Jobs Act. Left unaddressed, these tax cuts will expire at the end of 2025. Many in the franchise community have come to rely on these benefits, especially the 20% deduction for income from pass-through businesses, bonus depreciation, interest deductibility, and other key tax policies that will impact franchise businesses. IFA is already working with our congressional franchise champions to prioritize getting this legislation through in the coming year and ensuring America’s 800,000 local franchises are top of mind as this policy is crafted.

Beyond Washington, D.C.

Fourth, the incoming Republican trifecta control of Washington will force organized labor and other opponents of franchising to search elsewhere for favorable climates to advance their agendas. We will remain vigilant for harmful policies originating at the state, city, and county levels. With memories of the Fast Food Accountability and Standards (FAST) Recovery Act still fresh, California remains a potential trouble spot as do Washington state and Minneapolis. From unaccountable labor councils to discriminatory treatment of franchisees to legislation attempting to rewrite the terms of existing franchise agreements, we are working with our allies in the states to defeat threats. We are educating lawmakers on the good the business model brings to their states and localities.

Ending mandates

Finally, the outgoing administration implemented many regulatory policies that hurt small businesses, including franchises. Added mandates that held back growth include the overtime rule that was overturned by a federal judge in November, the FTC’s blanket noncompete rule, and rule changes around independent contractors and corporate transparency requirements.

For any of these harmful policies that remain on the books in the new year, we will work with the incoming administration and members of Congress to overturn and replace them with alternatives that strike an appropriate balance.

There are exciting times ahead. With more than nine in 10 of IFA’s endorsed franchise champions winning their elections, 2025 represents an incredible chance to shape the future of franchising while always remaining vigilant and nimble to respond to new threats that could arise.

IFA intends to stay on offense fighting for franchising so that Americans have the chance to go into business for themselves, but not by themselves, in the years ahead. 

Matt Haller is president and CEO of the International Franchise Association.

2025 MUFC Keynote Speakers

Daymond John

Shark Tank Investor, Entrepreneur and FUBU CEO

An entrepreneur in every sense of the word, Daymond has come a long way from taking out a $100,000 mortgage on his mother’s house and moving his business operation into its basement. Daymond is the CEO and Founder of FUBU, a much-celebrated global lifestyle brand, and a pioneer in the fashion industry with billions in product sales world-wide. Former President Barack Obama appointed Daymond a Presidential Ambassador for Global Entrepreneurship (PAGE) to harness his energy, ideas and experience to help develop the next generation of entrepreneurs both at home and abroad.

Daymond is an award-winning entrepreneur and has received hundreds of awards including the Brand Week Marketer of the Year, Advertising Age Marketing 1000 Award for Outstanding Ad Campaign, Ernst & Young’s New York Entrepreneur of the Year Award, and was named #2 on LinkedIn’s Top 20 Voices, a list of the top influencers, who are using their voice to help us analyze today’s changing world of work, navigate our industries and find balance. Most recently, Real Leaders Magazine named Daymond one of the Top 20 Keynote Speakers in the World in 2024 as one of the leading voices driving change.

Daymond is also an author of 6 best-selling books including his New York Times best-sellers, The Power of Broke (2016) and Rise and Grind (2018). He released his fifth book, Powershift, in 2020 that walks through his tried-and-true process of how to transform any situation, close any deal and achieve any outcome. Daymond’s most recent book, Little Daymond Learns to Earn (2023) is his first for kids, reached the New York Times and Amazon best-seller list the first week of its release. The book addresses the current void of educating our children about money in a fun and engaging story for parents and kids to connect. Daymond’s mission is to continue challenging the status quo and leave a lasting legacy of inspiring other leaders to do the same.

Mike Walsh

CEO

of Tomorrow, a Global Innovation Consultancy

Mike Walsh is the CEO of Tomorrow, a global consultancy on designing companies for the 21st century. For the past twenty years, he has been a leading authority on disruptive innovation, digital transformation and new ways of thinking.

A global nomad from a diverse ethnic background, futurist and author of three bestselling books, Mike advises some of the world’s biggest organizations on reinvention and change in this new era of machine intelligence.

A specialist in AI-powered transformation, Mike’s work and research was recently profiled by the Rotman School of Management. His talent is being able to bridge the two worlds of disruptive technology and business leadership, translating deep tech into pragmatic recommendations for leaders to seize new opportunities, transform their organizations and change their own thinking.

Mike is a prolific researcher who interviews innovators, scientists, entrepreneurs and corporate revolutionaries every year. Many of these conversations feature in his popular podcast, Between Worlds. A skilled facilitator, he excels at fireside chats with CEOs, customers and other thought leaders. He brings this consultative approach to personalizing insights and recommendations for his audiences, specializing in identifying ‘mind grenades’ or provocative questions that will challenge your team and stretch their thinking.

A prolific writer and commentator, Mike’s views have appeared in a wide range of international publications including Inc. Magazine, BusinessWeek, Forbes and the Wall Street Journal. Recently, LinkedIn invited Mike to publish his weekly newsletter Tomorrowist about next generation leadership. A regulator contributor to the Harvard Business Review, his articles explore a wide range of cutting-edge leadership topics including data-driven decision making, agile organizations, algorithmic management and AI ethics.

2025 Thank You Sponsors

PLATINUM SPONSORS

*as of press time

KEYNOTE SPEAKER SPONSORS

FRANCHISEE- ONLY OPENING EVENT SPONSORS

BREAKOUT VIDEO SPONSOR

GOLD SPONSORS

®

MVP AWARDS SPONSOR

LUNCH SPONSORS

MOBILE APP SPONSOR

COFFEE SPONSOR

The Coffee Bean & Tea Leaf®

EXHIBIT HALL BAR SPONSOR

Radiance Holdings

PRESENTATION RESOURCE SPONSOR

New York Fries

LANYARD SPONSORS

FisherZucker

Fransmart

AGENDA AT A GLANCE SPONSOR

Shelbys

CONFERENCE HANDBOOK SPONSOR

Luther Lanard, PC

WATER COOLER SPONSOR

Benetrends Financial

NOTEPAD SPONSOR

Shelbys

SILVER SPONSORS

Handel’s Homemade Ice Cream

Huntington National Bank

Pollo Campero

ResQ

Scooter’s Coffee

UHY

BRONZE SPONSORS

Ace Pickleball Club

BUDDY’S bar-b-q

Central Bark USA

Crack’d Kitchen and Coffee

F.C. Dadson

Franchise Business Review

Guidant Financial

The Health Benefit Alliance

Hot Dish Advertising

MSA Worldwide

On The Border Mexican Grill & Cantina

Potbelly Sandwich Works

Reality Based Group

Rock n Roll Sushi

Taziki’s Mediterranean Cafe

2025 Thank You Exhibitors

4Ever Young

86 Repairs

Ace Hardware

ACT Construction

ActiveCampaign

Adams Keegan

Alliance Building Group

American Family Care

American Franchise

Academy

Amur Equipment Finance

Angry Crab Shack

Another Broken Egg Cafe

Anytime Fitness

Applebee’s

ApplePie Capital

APS Payroll

Aqua-Tots Swim Schools

Arby’s

Aroma Joe’s Coffee

Ascentium Capital

Bad Ass Coffee of Hawaii

Bang Cookies

Bank Five Nine

Bank of America

Barrio Burrito Bar

Baskin-Robbins

Batteries Plus

bb.q Chicken

BBSI

Beef A Roo

Beyond Juicery + Eatery

The Big Biscuit

BIGGBY COFFEE

BILL

Billy’s Downtown Diner

Black Bear Diner

Blaze Pizza

Bluewave Insurance

BOBBYS BURGERS

BY BOBBY FLAY

Bojangles

Bonchon Korean

Fried Chicken

The Brass Tap

Craft Beer Bar

Broken Yolk Cafe

Brown Rudnick, LLP

Bubbakoo’s Burritos

Buddy’s Home

Furnishings

Buffalo Wild Wings

Burger King

Burn Boot Camp

C Squared Advisors, LLC

California Pizza Kitchen

Camp Bow Wow®

Capital Connect

Brokered by eXp

Commercial

Capriotti’s

Sandwich Shop, Inc.

Captain D’s Cart.com

CEFA Early Learning

Celtic Bank

Century Partners

Real Estate, Inc.

Charleys Cheesesteaks & Wings

Checkers Drive In Restaurants Inc.

Chicken Guy! by Guy Fieri

Chicken Salad Chick

Church’s Texas Chicken

Cicis Pizza

Cinch

Cinnabon

CKE RESTAURANTS

The Coffee Bean & Tea Leaf®

COOL-BINZ

Cottage Inn

Gourmet Pizza

Coyote Ugly Saloon

Crisp & Green CTI

Daddy’s Chicken Shack Franchising, LLC

DailyPay

Dairy Queen

Del Taco

Denny’s Inc.

DiFranco Innovations

Dill Dinkers

direct2you

Dog Haus

The Dog Stop

Dominion Payroll

Donatos Pizza

Drybar

Duck Donuts

Dunkin’

Early Bird Brunch

EGG BRED

Eggs Up Grill

Einbinder & Dunn LLP

Einstein Bros.® Bagels

El Pollo Loco

elements massage

Elite Franchise Capital

Ellianos Coffee

Escapology

- “The Live Escape Game”

FACE FOUNDRIÉ

FARMER BOYS

Firehouse Subs

First Choice

Business Brokers

Five Iron Golf

Flywire

FranBizNetwork

Franchise Capital Solutions

FRANdata

Frank & Furter’s

Handcrafted Hot Dogs

FranShares

Freddy’s

Frenchies

Modern Nail Care

Fresca Palapa

Franchising

Freshslice Pizza

Fuzzy’s Taco Shop

GET DANDY

GLO3O

Global Payments

Goddard Systems, LLC.

Golden Chick

Golden Corral

Gong cha Americas

Grimaldi’s Coal Brick

Oven Pizzeria

Guggenheim Retail

Real Estate Partners

GUINOT

Hand & Stone

Massage and Facial Spa

Hangry Joe’s

Harri

Hawaiian Bros

The Honey Baked

Ham Co.

HOODZ

Hooters of America

Hot Head Burritos

HTeaO

The Human Bean

Hungry Howie’s Pizza

The IFA World

Franchise Show

IHOP

Indevia Accounting

INFINITI HR

International

Franchise Association

Jack in the Box Inc

Jeff’s Bagel Run

Jersey Mike’s Subs

Jimmy John’s

The Joint Chiropractic

Jollibee

Joyal Capital Management, LLC.

Juice It Up

KaleMart24

Killer Burger

King Stud Contracting

KINTON RAMEN

Krystal Restaurants LLC

Label King

The Lash Lounge

Launch Entertainment

Layne’s Chicken Fingers

Leasecake

Let’s Get Moving

Little Caesars Pizza

The Local Drive

Logan’s Roadhouse

Loomis

Marco’s Pizza

Marcus & Millichap

MassageLuXe

Mathnasium

Maven IT

McAlister’s Deli

Merry Maids

MFV Expositions

MilkShake Factory

Minero General Contractor

Moe’s Southwest Grill

Moor Spa Inc.

MOOYAH Burgers, Fries & Shakes

Motel 6 & Studio 6

Mountain Mike’s Pizza

Mr. Pickle’s

Sandwich Shop

MySalonSuite

Naf Naf Grill

Nation’s

National Franchise Sales

Newk’s Eatery

Noble Chicken

Northern Bank

Old Chicago

Pizza + Taproom

Pacific Accounting & Business Services

Pancheros Mexican Grill

Papa Johns

Paperchase

Paradox

Parapet Studios LLC

PayMore Electronics

Peazy

Pembroke & Co.

Penn Station

East Coast Subs

Perkins American Food Co.

Perspire Sauna Studio

Phenix Salon Suites

Pickleball Kingdom

Pickleman’s

Gourmet Cafe

PickleRage

The Picklr Inc

Pinnacle

Commercial Capital

Placer.ai

Playa Bowls

Poolwerx

Popeyes

Louisiana Kitchen

Port of Subs

PrepWizard

PrimePay

Pryze

Pure Fitness

QDOBA Mexican Eats

Quarem

Quatrro Business

Support Services

R. Jeffrey Tax Credits

Radiant Waxing

Rawls Succession

Planners

redbox+ Dumpsters

RESOLUT RE

Retro Fitness

RNR Tire Express

Robeks Fresh Juices & Smoothies

Rosati’s Pizza

Russo Modular

Rusty Taco

Sage

Salty Dawg Pet Salon + Bakery

SAMBAZON Açaí Bowls

Savvy Sliders

scenthound

Sea Love

ServiceMaster Restore

Shelbys

Shipley Do-Nuts

Franchise Co.

SignArt, Inc.

Silicon Signs

Slick City Action Park

Slim Chickens

Small Software

Smalls Sliders

Smashburger

Smoothie King

SocialMadeSimple

Sola Salons

SONIC

Sonny’s BBQ

SoundHound AI

Spacetil

Sparkle Grooming Corp.

Specialized

Accounting Services

Spectrum Enterprise

Spectrum

Industrial Products

Starbird Chicken

Steak ‘n Shake

Stoner’s Pizza Joint

Stratus

Building Solutions

Subway

The Swing Bays

Synexus

Tax Solutions, LLC

System4

Taco Johns

Tide Services

Tierra Encantada

Tim Hortons

Tint World

Togo’s Eateries

Tommy’s Express

TOUS les JOURS

Townhouse Nail Salon

Tropical Smoothie

Cafe, LLC

TruGolf

Turbo Tint

Twin Towers Brands

Two Men And A Truck

Urso | Liguori | Micklich

VIO Med Spa

Vocelli Pizza, L.P.

Vox-Pop-Uli

Walk-On’s

Sports Bistreaux

Waxing the City

Wienerschnitzel

Windy Street

Wing Snob

Wingers Alehouse

Woodhouse Spa

WORKOUT ANYTIME

Workstream

World Gym International

Zaxbys

Ziebart Corporation

Ziggi’s Coffee Franchise

Zoomin Groomin

2025 MUFC Full Agenda

TUESDAY, MARCH 25 | PRE-CONFERENCE ACTIVITIES

10:00am – 5:00pm Golf Tournament – Siena Golf Club

Join your colleagues at the annual Multi-Unit Franchising Conference Golf Tournament! This tournament is a premier networking event to strengthen the bonds between industry leaders. Build relationships, share memories and make new ones with our one-of-a-kind golf tournament.

Buses depart Caesars Palace at 8:00am

Sponsored by:

6:00pm – 7:00pm First-Time Welcome Mixer with Conference Advisory Board –Caesars Forum Conference Center Franchisee Networking Area (Exclusive to first-time franchisees and Conference Advisory Board members)

New to the conference? Welcome! There’s no better way to start than at this exclusive event for first-time franchisee attendees. Meet the Multi-Unit Franchising Conference Advisory Board for great conversations, networking, refreshments and helpful hints to make the most of your conference experience. Join the fun at our new location in Caesars Forum Conference Center.

7:00pm – 9:00pm Franchisee-Only Opening Event – Caesars Forum Conference Center Networking Area (Exclusive to franchisees and Opening Event sponsors)

Been here before? Welcome back! Join your multi-unit franchisee peers for the opening networking reception at our new location in Caesars Forum Conference Center. Catch up with old friends and meet new ones over appetizers and drinks in this stimulating environment.

Sponsored by:

WEDNESDAY, MARCH 26 | FULL CONFERENCE

7:30am – 8:45am Continental Breakfast Open to All Registered Attendees

7:30am – 8:45am First-Time Franchisee Attendee Networking Breakfast with Advisory Board Members

First-time franchisee attendees will be seated with other franchisees and a conference advisory board member who will lead conversations on current franchisee challenges. You’ll be matched with a number of other franchisees in addition to the advisory board member. This is a great opportunity to meet fellow franchisees and engage in meaningful business conversations.

8:30am – 10:15am Opening General Session

8:45am – 9:15am Welcome & Opening Remarks

Chair Message – David Ostrowe, Franchisee, Taco Bell

Sponsored by:

9:15am – 10:30am

« Keynote Speaker – Daymond John Shark Tank Investor, Entrepreneur, FUBU CEO

Straight from the set of Shark Tank and the boardroom of FUBU, Daymond John takes audiences through his hard-won, real-world lessons on leadership, innovation, entrepreneurialism, and what it takes to succeed. Not only is he a Shark, Daymond is the CEO and Founder of FUBU, a much-celebrated global lifestyle brand, and a pioneer in the fashion industry with billions in product sales world-wide. He’ll share insights and ideas for successfully growing your business and adapting to today’s market challenges and transformations.

Sponsored by:

10:30am – 11:00am Break

Track 1: Scaling Up: Expanding to 10 Locations

Track 2: Building Bench Strength to Support Infrastructure to Grow

Track 3: Going from Management to Leadership

Growing from one to ten locations can be an exciting goal, with proper planning. To avoid overtaxing your resources, both human and financial, your vision for growing your organization through additional brands and/or locations must have a solid foundation. Learn how to assess your infrastructure to ensure that you’re prepared for growth, before getting in over your head. This session will cover not only the overall assessment but also creating growth strategies, financial planning, securing capital and creating a talent plan to provide the foundations for effective growth. Join this important discussion to learn how to build your growth plan from franchisees who have already been down this road.

Sponsored by: TIRE EXPRESS

Your vision is to grow your organization through additional brands and/or locations. Building a talent pipeline of GMs, multi-unit managers, and marketing managers is key for a successful operation’s growth. Don’t miss the critical step of assessing your infrastructure to ensure you’re prepared to grow. Join this discussion of key business segments to review, learn how to evaluate results and build your growth plan.

Sponsored by: TIRE EXPRESS

When a franchisee organization grows, its leaders must find ways to let go of managing the daily business hands-on, and begin to lead the company more strategically. This panel of successful multiunit franchisees will share their experiences in learning how to lead by making the hard decisions, both logistically and emotionally; share your long-term vision with your management team and employees; step back from day-to-day operations and trust your team; and implement new systems and processes to create a growth mindset throughout your company – and how this all affects the bottom line.

Sponsored by: TIRE EXPRESS

Track 4: Customer Experience & Changing Buyer Behaviors

Track 5: Discovering Your Next Brand: A Guide to Effective Research

In this dynamic session, multi-unit franchisees will explore the evolving landscape of customer interactions and purchasing patterns, with a crucial focus on leveraging online reviews. Discover how to harness the power of customer feedback to enhance your operations, manage your digital reputation and drive business growth. Learn strategies for encouraging positive reviews, addressing negative feedback constructively and using these insights to improve your products and services. We’ll delve into the modern customer journey, exploring how technology and recent global events have reshaped consumer expectations. Gain practical tools for adapting to these changes, from personalizing customer experiences with AI and data analytics to building effective loyalty programs. This session will equip you with the knowledge to transform customer feedback into a powerful tool for improving satisfaction, fostering loyalty and staying competitive in today’s digital marketplace.

Sponsored by: TIRE EXPRESS

Diversifying your portfolio with new brands – whether a traditional retail storefront model or a non-brick & mortar service concept – can help shield you from economic downturns and cycles, but not without new risks and challenges. Whether you’re looking to add one new brand or five, your due diligence must include identifying any additional infrastructure you’ll need – the right people, sufficient resources and the necessary strategic planning – and put it all in place well in advance of the new brand. Learn how veteran multi-brand franchisees identified and resolved the critical financial, structural, cultural and other issues involved when adding a new retail or non-brick & mortar service brand and integrated it into their existing organization.

Sponsored by: TIRE EXPRESS

12:00pm – 1:45pm Lunch Break

Luncheon Program – Franchise Economic Update with Darrell Johnson, CEO, FRANdata

FRANdata’s CEO will present its annual overview of the U.S. and global economies and their likely effects and influence on franchising over the coming year and beyond. Be sure to catch this analysis of the sectors most likely to expand or contract, changes in the lending community, the outlook on employment and the workforce and other key economic factors and trends likely to affect your organization’s growth plans.

Sponsored by:

1:45pm – 3:00pm General Session Panel

Navigating the Path to Future Growth – Choosing the Right Brand Growth Options, Overcoming Challenges and Preparing for Obstacles in Turbulent Times

Growing a successful franchise enterprise is exhilarating and rewarding, with many lessons learned along the way. There’s a special breed of multi-unit operators who go big, operating dozens or even hundreds of units. In building their business, these franchisees rely on hard work, skill, shrewd management, intuition and often a little good luck or timing. These large, successful franchisees will share their stories of how they built their enterprises, including insights on choosing the right brand for expansion. They’ll discuss strategies for dealing with challenging times, underperforming units, and preparing for obstacles in their path to success. You’ll learn what they’ve discovered on their journey and gain valuable advice for your own business. Leave this session inspired to grow your franchise beyond your wildest dreams, equipped with practical knowledge to navigate the complexities of multi-unit ownership.

3:00pm – 6:30pm Exhibit Hall Open

THURSDAY, MARCH 27 | FULL CONFERENCE

8:00am – 8:45am Continental Breakfast

First-Time Franchisee Attendee Networking Breakfast with Advisory Board Members

First-time franchisee attendees will be seated with other franchisees and a conference advisory board member who will lead conversations on current franchisee challenges. You’ll be matched with a number of other franchisees in addition to the advisory board member. This is a great opportunity to meet fellow franchisees and engage in meaningful business conversations.

9:00am – 9:45am Concurrent Breakout Sessions

Track 1: Scaling Up: Expanding from 25 to 50 Locations

Track 2: Labor Management and Retention Tools & Strategies

Your vision for growing your organization to achieve the 50-unit mark whether through additional brands and/or locations must have a solid foundation to avoid overtaxing your resources, both human and financial. Learn how to assess your infrastructure to ensure that you’re prepared for growth before getting in over your head. This will include not only the back office, but also your human resources, especially building your pipeline of GMs, multi-unit managers and marketing managers. Join this important discussion to learn how to build your own growth plan from franchisees who have already been down this road.

Sponsored by: TIRE EXPRESS

In this dynamic session, discover cutting-edge labor management and retention strategies to keep your workforce engaged and productive. Learn about the latest tools and technologies that streamline workforce planning, improve employee engagement and reduce turnover. We’ll explore innovative approaches to strategic labor management, including leveraging voice of employee platforms and predictive analytics, optimizing compensation packages, enhancing the employee experience and implementing effective retention tactics. By the end of this session, you’ll have a toolkit of practical strategies and cutting-edge technologies to enhance your labor management practices and improve employee retention in today’s competitive job market.

Sponsored by: TIRE EXPRESS

Track 3: Key Insights for a Profitable Franchisee Sale

Track 4: Thriving through Innovation

In this insightful session, our panel of industry experts will guide you through the critical aspects of preparing your franchise business for a profitable sale or merger. You’ll discover key strategies for timing and preparation, including why it’s crucial to start planning your exit strategy early. Learn how to maximize your franchise’s valuation by understanding the factors that influence its value, such as brand recognition and growth potential. Explore methods to enhance your business’s appeal through operational excellence and legal compliance. Our experts will also share tips on developing a unique value proposition to attract premium offers in a competitive market. By attending, you’ll gain valuable knowledge to navigate the complexities of selling your franchise business, ensuring you’re well-prepared to maximize your returns and achieve a successful exit.

Sponsored by: TIRE EXPRESS

In this dynamic session, successful franchisees share their experiences leveraging innovative technologies to overcome operational challenges, particularly in light of the ongoing labor shortage. Our expert panel will discuss a wide range of technological solutions they’ve implemented, from automated ordering systems to AI-powered customer service tools and advanced inventory management software. Attendees will gain valuable insights into how these technologies have been strategically integrated to streamline processes, enhance customer experiences, and boost overall productivity. The panelists will provide honest assessments of their technological adoptions, discussing both successes and hurdles encountered during implementation. By the end of this session, you’ll be equipped with actionable strategies to effectively leverage technology in your own franchise operations, helping you navigate current labor market challenges and position your business for long-term success.

Sponsored by: TIRE EXPRESS

Track 5: Essential Steps for Launching Your Next Brand

Diversifying your portfolio with new brands can help shield you from economic downturns and cycles, but not without adding new risks and challenges. Whether you’re looking to add one new brand or five, proven strategies can be employed to succeed. One is to have a solid infrastructure in place well in advance. This requires the right people, sufficient resources and proper planning. Learn how successful multi-brand franchisees identified and resolved the critical financial, structural, cultural, and other issues involved in choosing a new brand and integrating it into their existing organization.

Sponsored by: TIRE EXPRESS

9:45am – 10:00am Coffee Break

Sponsored by:

10:00am – 12:00pm General Session Panel

10:00 am– 10:15am Welcome to Day 2 – Conference Chair

David Ostrowe, Franchisee, Taco Bell

Sponsored by:

10:15am – 11:15am

« Keynote Speaker – Mike Walsh

CEO of Tomorrow shares predictions for emerging technology, consumer innovation and how businesses can thrive in this new era

Mike’s presentation is a CAN’T MISS for any franchising leader who wants to know how to:

1. Ensure company and franchisee data are aligned to maximize the benefits of AI platforms

2. Chart a roadmap to scale using the right tools for the brand needs and franchisee operations

3. Lead collaboration across multiple departments to maximize success and ROI of AI investments

Sponsored by:

11:15am – 12:15pm General Session Panel – Trump 2.0 and the Impact on Franchising Description forthcoming from the IFA

12:15pm – 1:30pm Lunch

Sponsored by:

1:30pm – 2:00pm MVP Awards and General Session Closing Remarks

Join us for an inspiring celebration of franchisee excellence at the MUFC Most Valuable Performer Awards ceremony. This prestigious event recognizes outstanding franchisees who have demonstrated exceptional performance, leadership and innovation in various aspects of their businesses. The awards showcase the diverse talents and achievements within the franchising community, honoring those who have gone above and beyond in their respective fields. This year’s awards categories include:

• Mega-Growth Leadership

• Influencer Award for Husband & Wife Team

• Influencer Award for Former Pro-Athlete

• Innovation Award

• Veteran Entrepreneurship Award

• Spirit of Franchising Award

• Single Brand Leadership Award

• Multi-Brand Leadership Award

• Noble Cause Award

• American Dream Award

• Diversity, Equity & Inclusion Award

Attend this session to witness the recognition of your peers, gain inspiration from their success stories, and celebrate the spirit of entrepreneurship that drives the franchising industry forward. You’ll hear firsthand accounts of the challenges overcome and strategies employed by these top-performing franchisees, providing valuable insights you can apply to your own business. Don’t miss this opportunity to network with industry leaders and honor those who exemplify the best in franchising.

Sponsored by:

2:15pm – 3:00pm Concurrent Breakout Sessions

Track 1: Scaling Up: Growing Beyond 50 Locations

Are you a multi-unit franchisee ready to scale your enterprise beyond 50 units? Join our breakout session designed for ambitious franchisees aiming to take their operations to the next level. We’ll explore advanced strategies for large-scale franchise expansion, covering crucial topics such as building robust infrastructure, developing strong leadership, implementing sophisticated financial strategies and leveraging technology for efficient multi-unit management. Learn from successful franchisees who have navigated the challenges of rapid growth, and gain insights into market analysis, territory selection and brand portfolio diversification. This session will equip you with the knowledge and tools needed to overcome expansion hurdles and unlock the potential of your franchise empire. Don’t miss this opportunity to network with peers and acquire practical advice for scaling your business to new heights.

Sponsored by: TIRE EXPRESS

Track 2:

Track 3: Funding Diversification and Management

Discover how to leverage media relations and storytelling to drive more customers to your multi-unit franchises in this dynamic breakout session. Learn to craft a compelling narrative that resonates with journalists and your target audience, understand what truly drives media interest and harness the power of strategic coverage to boost your brand’s visibility and credibility. Gain insights from seasoned franchisees and media experts on how to effectively tell your franchise story, secure meaningful press coverage and use these powerful tools to fuel your expansion. Don’t miss this opportunity to master media relations and position your franchise for unprecedented growth and success.

Sponsored by:

In this crucial session, we’ll explore the dynamic landscape of franchise funding in today’s evolving financial market. Our panel of experts will delve into the new wave of investors, including private equity firms, family offices, private equity and activist hedge funds, who are reshaping the traditional parameters of franchise deal-making. You’ll gain valuable insights into how these new players are influencing valuations, debt structures and overall investment strategies across all levels of franchising. Whether you’re a multi-unit franchisee looking to expand or considering an exit strategy, this session will equip you with the knowledge to position your company effectively in this brave new world of franchise finance. We’ll discuss strategies for attracting these new investors, speaking their language and navigating the complexities of modern deal structures. Additionally, our experts will address the impact of rising interest rates on funding options and provide fresh perspectives on large funding solutions. Don’t miss this opportunity to stay ahead of the curve in franchise finance and discover innovative approaches to funding diversification and management.

Sponsored by: TIRE EXPRESS

Track 4:

Optimizing Real Estate Investments for Future Wealth

Track 5: Effective Change ManagementNavigating System Standard Changes

Using Responsible Franchising Principles

Explore the innovative strategies of successful multi-unit, multi-brand franchisees who have expanded their wealth-building horizons through real estate investments. In this enlightening session, accomplished entrepreneurs will share their journeys of leveraging franchise success to venture into lucrative real estate opportunities. Learn how these savvy business owners have diversified their portfolios by developing franchise-related real estate ventures and exploring opportunities beyond traditional franchising. Discover the various ways they’ve created additional revenue streams, from property ownership and development to innovative lease arrangements. These trailblazers will reveal their strategies for identifying promising real estate investments, managing risks and building long-term wealth through strategic property acquisitions. Whether you’re looking to expand your franchise empire or seeking new avenues for financial growth, this session will provide valuable insights into optimizing real estate investments for enduring prosperity.

Sponsored by: TIRE EXPRESS

Rapid technology advancement, evolving consumer demands and unpredictable market conditions demand that businesses adapt quickly to survive, but change in franchise systems can be difficult. This session will explore using effective change management practices to implement system standard changes that preserve healthy franchisor-franchisee relationships, including leveraging franchise advisory councils and independent franchisee associations in accordance with IFA’s Responsible Franchising Principles. The session will be led by IFA’s Government Relations team and feature a panel of thought leaders providing the franchisor and franchisee perspectives.

Sponsored by: TIRE EXPRESS

3:00pm – 6:00pm Exhibit Hall Open

FRIDAY, MARCH 28 | CLOSING SESSIONS

8:30am – 9:00am Continental Breakfast

9:00am – 10:30am Closing Workshop 1 - Strategies to Address Underperforming Units

In this crucial workshop session, franchisors and multi-unit operators will gain valuable insights into effectively managing and improving underperforming franchise units. Our panel of industry experts will share proven strategies and practical tools to identify, assess, and revitalize struggling locations within your franchise network. You’ll learn how to conduct thorough assessments to pinpoint root causes of underperformance, develop tailored improvement plans and leverage technology and data analytics to drive performance improvements. The session will also cover techniques for fostering a culture of excellence, including effective communication strategies and peer support networks. By the end, you’ll be equipped with a comprehensive toolkit to transform underperforming units into thriving, profitable locations within your franchise system.

International Workshop Content in Development. To Be Announced

10:30am Conference Concludes

HERE’S WHY 86% OF BUDDY’S FRANCHISEES ARE MULTI-UNIT OWNERS:

Recession Resistant Model with 60+ Years of Proven Success

Access to a Dedicated Franchise Operations Consultant

Supply Chain Support and Purchasing Buying Power

Only 4K Square Feet and 5 FT Employees Needed

0% Royalty Fee First Six Months

$1,452,318 Average Gross Sales for Top 25% of Stores*

CASH HANDLING HEADACHES CURING

SafePoint—The Solution to Operational Pains

Manual cash handling is not only timeconsuming but also leaves your business vulnerable to theft and human error.

SafePoint by Loomis is here to alleviate your operational pains. Our smart safes and cash recyclers offer a secure, efficient way to manage your cash, so you can focus on what matters most—growing your business. Plus, with features like provisional credit, you could have access to your funds overnight.

Save on labor and training costs.

Eliminate the need for daily trips to the bank.

Reduce the risk of internal theft and external threat. Gain real-time visibility into your cash flow.

check out check out our website our website

LABLE MULTI UNIT OPPORTUNITY.

Award-winning recipes, streamlined operations, and exceptional level economics designed for multi-unit growth.

o w n a c a p r i o t t i s . c o m AND TRY OUR AWARD WINNING SANDWICHES sit us at sit us at ooth ooth 1921 1921 # grow grow YOUR YOUR portfolio portfolio WITH WITH america’s america’s Greatest Greatest sandwich sandwich

BRINGING THE LENDERS TO YOU

THE RIGHT OPPORTUNITY AT THE RIGHT TIME.

From new builds to equipment upgrades, we streamline the process so that you can focus on what you do best – running a business.

WHAT IS FRANCHISE CAPITAL SOLUTIONS?

Franchise Capital Solutions is a nationwide financial solutions provider dedicated to the franchise industry providing a wealth of financial choices for entrepreneurs at every stage of their development.

FLEXIBILITY – We’re not locked in to specific industries or lenders. That means we can connect you with lenders that understand your brand’s business model and offer a loan structure tailored for your success.

CONVENIENCE – We understand the time required to build a business. That’s why we find the right lenders and bring them to you, saving you valuable time and money.

EXPERT GUIDANCE – We know the process so that you don’t have to. Whatever your project, we have the knowledge and experience to help you get it done.

ONGOING SUPPORT – We don’t stop working for you once your business is built. We’re here to help with all your financing needs as you grow.

Automate up to 95% of your hiring process with the conversational hiring platform trusted by the most trusted restaurant brands in the world.

MULTIPLE REVENUE STREAMS

• Memberships

• Equipment & Apparel

• Group Events

• Local Sponsorships

• Food & Beverage

• Coaching & Classes

• Drop-In’s

HIGHEST AVERAGE UNIT VOLUME (AUV) per Location in the Industry

Pickleball Kingdom's proven membership-first approach fosters thriving and predictable revenue, standing in stark contrast to the unreliable walk-in 'eatertainment' model of competitors. By operating as a non-restaurant, labor-light concept, PK achieves higher business multiples with fewer staff, running efficiently on auto-pilot.

ARE YOU READY TO BE ROYALTY?

$1.529M+

WHY

INVEST IN

NAF NAF

Leader in Middle Eastern cuisine with tremendous growth opportunity

Recognized for superior food quality and unique flavors

Culinary driven, on-trend concept appealing to a broad demographic

Flexible designs for development

Efficient and proven business operations across markets

Seasoned corpotate leadership and support team

LET’S SPICY UP

YOUR PORTFOLIO

Naf Naf proudly has 40 restaurants in 14 states, with additional units under development across the country. Joining our franchise program, means becoming a part of a brand that is in the same business as You! Naf Naf owns and operates 21 restaurants across multiple markets.

We invite you to share a meal with us and explore the opportunities of becoming part of the Naf Naf family.

Grow BIGG with BIGGBY® COFFEE

investment opportunity. growth potential.

Successful Sales Performance

Top 25% of drive-thru locations average over $1 million in annual sales reported (Item 19).

BIGGBY® COFFEE offers a veterans discount to those who honorably serve/served in the US military. We also offer franchise-fee discounts for multi-unit operators.

• No. 1 Professional Skincare brand in France created more than 50 years ago.

• Leader in facial treatments, slimming treatments and depilation methods.

• Present in 17,000 Beauty Salons and day spas across 91 countries.

• A 100% French integrated production with the highest pharmaceutical standards (ISO 22716, ISO 14001).

• 460 Franchise units in France with more than 60 openings per year.

• More than 55 franchises in 17 countries.

• A full franchise package through on-going training, operational & digital marketing support.

• Franchised Salons already established in the USA.

ABOUT KINTON RAMEN

Founded in May 2012, KINTON RAMEN was one of Toronto’s first Japanese ramen restaurants. Executive Chef Aki Urata and his team of professional ramen chefs o er customers an extraordinary dining experience by using the freshest ingredients with the best quality noodles and broths. Whether it’s dine-in, takeout, or delivery, KINTON RAMEN’s quality-driven, customer-centric and award-winning concept continues to attract positive media attention and a growing customer base.

KINTON RAMEN FACTS

*Costs vary depending on site conditions, finishes, and sizes.

TOTAL INVESTMEN T * :

EXPRES S (NON-TRADITIONAL) : $640,000-$1,010,000

STANDAR D : $735,000 - $1,320,000

FINANCIAL REQUIREMENT S :

MINIMUM $1M AND $100K LIQUID CAPITAL

FRANCHISE FE E : $50,000 (PER LOCATION)

ROYALTY FE E : 6%

MARKETING FUND : 2%

SQUARE FOOTAG E :

EXPRESS : 50 0 - 1200 SQFT STANDAR D : 120 0 – 2000 SQFT

MULTI-UNIT AND AREA REPRESENTATION AGREEMENT AVAILABLE

AGREEMENT : 3