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Franchisees with <a href="http://www.penn-station.com/franchise/index.php?utm_source=1851franchise.com&utm_medium=article&utm_campaign=5-locations-and-27-years-later-rick-smith-is-still-growing-with-penn-station-2710861" target="_blank" rel="nofollow" target="_blank">Penn Station East Coast Subs</a> have a <a href="https://1851franchise.com/pennstation/john-doyle-one-of-penn-station-s-original-franchisees-has-remained-loyal-to-the-brand-for-over-30-years-2710540" target="_blank">reputation</a> for <a href="https://1851franchise.com/pennstation/legacy-penn-station-franchisee-rob-chinsky-muses-on-29-years-and-18-units-2710665" target="_blank">sticking</a> with the brand for many years&mdash;decades, even.

Enter Rick Smith. In September, he&rsquo;ll open his fifth location with the brand that gave him his start back in 1992.

For anyone keeping score, that&rsquo;s 27 glorious years of grilled subs, hand-cut fries and freshly squeezed lemonade.

Smith grew up in Wapakoneta, Ohio, best known as the hometown of Neil Armstrong. He was accepted to the University of Cincinnati&rsquo;s world-renowned architecture program, but the effects of a broken neck from a car accident during his senior year of high school made it difficult for him to study.

Smith returned to the industry he felt most at home in: restaurants. &ldquo;When I left college, my dad thought I was crazy to go into the restaurant industry,&rdquo; he recalled. &ldquo;But I said, &lsquo;Dad, as soon as a guy has $1 in his pocket, he&rsquo;s going to eat out.&rsquo; And soon it would be cheaper to eat out than eat in. People are just too busy to make the time to cook for themselves.&rdquo;

Smith served as a general manager for heavy-hitter brands such as Wendy&rsquo;s, Arby&rsquo;s, Burger King and Rally&rsquo;s. Then, in 1992, a head hunter recognized Smith&rsquo;s talent and introduced him to Penn Station.

&ldquo;I saw how much money I was making for those restaurants&rsquo; owners and felt it was time I figured out how to get that money into my own pocket,&rdquo; said Smith.

He checked out <a href="https://1851franchise.com/pennstation" target="_blank">Penn Station</a> for the first time by visiting a location on Kemper Road in Cincinnati and ordering a Philadelphia Cheesesteak. &ldquo;I went back the next day and thought my Pizza sub was even better,&rdquo; he said. &ldquo;Then I went back a third day to try something else and thought that Chicken Teriyaki sub was even better still. At that point, I knew I had to get involved.&rdquo;

According to Smith, the food is truly the secret sauce of the franchise. &ldquo;The food is even better today,&rdquo; he said. &ldquo;That&rsquo;s been key to Penn Station&rsquo;s success&mdash;sticking with what&rsquo;s good and not changing it too much.

At that point, Smith joined the Penn Station, Inc. corporate team. He worked as an area representative for 10 years. &ldquo;The experience was great,&rdquo; he said. &ldquo;I learned a lot about the franchising and the business side of the brand. I helped new franchisees get their stores open, helped them with training and helped them become successful.&rdquo;

In 2000, Smith moved to St. Louis to take the leap from corporate employee to franchisee. &ldquo;The way the company was growing at the time, everything fell into place,&rdquo; he said.

He opened his first store in St. Peters, Missouri the next year. Then in 2004, he purchased a store he&rsquo;d helped a fellow franchisee open in O&rsquo;Fallon. &ldquo;The economy in 2007 was just booming, so I cut a deal to build two more stores that opened in 2008, doubling the size of my company,&rdquo; he said. &ldquo;And then&hellip; everyone knows what happened to the economy. As a single guy with no business partners, I had to pretty much start from scratch. It took me a long time to dig out of that hole.&rdquo;

But dig out of that recession hole he did, thanks to Penn Station&rsquo;s <a href="https://1851franchise.com/pennstation/penn-station-s-item-19-showcases-its-system-s-strength-without-having-to-rely-on-third-party-delivery-systems-2710392" target="_blank">resilient staying power</a>. &ldquo;The brand and business concept has proven successful,&rdquo; he said. &ldquo;I survived while a lot of our competition hasn&rsquo;t. Now the economy has turned around and we&rsquo;re ready to grow again.&rdquo;

Smith&rsquo;s fifth store is scheduled to open in St. Louis on September 6, 2019. &ldquo;We think it could be our best one yet,&rdquo; he said. &ldquo;It&rsquo;s just a packed little marketplace. There are huge traffic counts, and it&rsquo;s only 4.1 miles from my first store, but it&rsquo;s in a completely different shopping area.&rdquo;

The opening will also mark Penn Station store No. 24 in the city. &ldquo;People here are like everywhere else&mdash;everybody eats out,&rdquo; said Smith. Indeed, the hunch he&rsquo;d had when he&rsquo;d left college has been right all along.

Smith credits Penn Station&rsquo;s corporate team with his continued loyalty to the brand. &ldquo;Their focus on helping the franchisee is unbelievable. It&rsquo;s unparalleled,&rdquo; he said. &ldquo;I know people who own other restaurants and they&rsquo;re lucky to see a corporate person every six to 12 months. We see our representative every three to five weeks. I feel very supported. If we have issues, we can call, and they help in any way they can. Any franchisee at any time can pick up the phone, call the founder, call the president, or anyone at the corporate office.&nbsp; They&rsquo;ll drop whatever they&rsquo;re doing to assist the largest and smallest franchisees alike.&nbsp; They know they&rsquo;re selling return on investment, and anything they can do to assist in that endeavor takes priority for the corporate team&rdquo;

In the midst of his fifth opening, Smith measures his success as a business owner in smiles. &ldquo;To me, it&rsquo;s all about having happy employees and happy repeat customers,&rdquo; he said. &ldquo;We deliver a quality product fast in a clean environment. Beyond that, we just treat everybody with respect and make them feel good.&rdquo;

The startup costs for a Penn Station franchise range from $293,102 to $593,027, with a franchise fee of $25,000. For more information on franchising with Penn Station, visit <a href="http://www.penn-station.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=5-locations-and-27-years-later-rick-smith-is-still-growing-with-penn-station-2710861" target="_blank" rel="nofollow" target="_blank">http://www.penn-station.com/franchise/</a>.

5 Locations and 27 Years Later, Rick Smith Is Still Growing with Penn Station

1851 Franchise

The St. Louis legacy franchisee has been loyal to the brand since eating there three days in a row back in 1992.

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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Strategic Franchising

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KKR Nears Deal for Nothing Bundt Cakes at $2 Billion

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KKR to Acquire Nothing Bundt Cakes in $2 Billion Deal -  1851 Franchise

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For&nbsp;Sandeep KesiReddy and his business partner,&nbsp;Siddhartha “Sid” Parepally, the decision to enter the franchise world was less about a career change than the fulfillment of a 20-year-old promise. Having known each other since their teens, the duo always envisioned building a business together.While life momentarily interrupted their plans — sending KesiReddy into the world of Bay Area tech startups, and Parepally into high-level operations — the desire to build something for themselves never faded. When they finally got serious about scouting for the right opportunity, they found&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a> in a sea of process-heavy legacy brands.&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> resonated with their own generation and offered an attractive approach to operational strategy.&nbsp;Now, KesiReddy and Parepally are looking to lead the brand’s growth in the Seattle market. Despite being told by corporate and construction teams that a store build-out would take six to eight months, the duo utilized their business and operations backgrounds to navigate permits and construction in just under three months. Starting with their flagship location in Bellevue, the partners are already looking to expand the brand’s footprint across Washington.&nbsp;KesiReddy took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Sandeep KesiReddy:&nbsp;My business partner Sid and I go back a long, long time. We have known each other for 15 plus years.We went to college together and always had this thing about opening a business together. Then, our paths diverged for a while; I went into entrepreneurship, running a startup in the Bay Area, and Sid became a head of operations for a global company on the West Coast. We were scouting for what we could do, and then came Paris Baguette. They just lined up so well for us as a rising brand that resonates with the current generation.1851: What did you do before franchising, and how did you decide franchising made sense for you?KesiReddy: I run a startup in the Bay Area and Sid manages operations for a global company. We realized Paris Baguette vibes very well with our synergies. They are an “ops-ish” restaurant rather than “ops-heavy.” You bake in the morning and sell in the afternoon, so it boils down more to a numbers and strategy problem rather than a time-efficiency problem that most restaurants have. That made it much more comfortable for us to jump into.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?KesiReddy:&nbsp;Before entering this, we were not keen on looking at franchising or the food business at all. Typically, our perception was that franchising involved a lot of red tape and processes that take away freedom from the owner to add their own flavor. Now, I want people to know that franchising can be very attractive if you find a brand that plays to your strengths. Seldom do you find a concept that has processes that actually empower you, help you run it right, and push towards higher revenues and profit margins. Paris Baguette has a unique combination of making the kitchen and the front of the store run as two independent operations, taking away most of the complexity of a restaurant.1851: What made you pick this brand? What excites you most about this company?KesiReddy:&nbsp;They were not one of those old-school brands stuck with lots of processes; they were flexible and quick in responding. What excites me most is the branding and the presence the brand has with Gen Z and millennials. Also, the flexibility the team had to understand our unique location was nice to have. I could just text my construction manager and have her fly in to help us out; I don’t see that happening often with other franchise brands.1851: What do you hope to achieve with your business? What are your plans for growth?KesiReddy:&nbsp;We want it to be one of the top-performing stores. Our goal is to make Bellevue a top-quartile store for Paris Baguette. We are already looking at expansion in the next fiscal year. You’ll see another store open in the Bothell/Woodinville region, and there is more to come.&nbsp;1851: Is there anything else about your story you want us to know?KesiReddy:&nbsp;Having a brand that has an appetite to grow is very important when you have similar ambitions. Most brands look at their franchisees through a single lens, but there are a thousand variables that make every location unique. Having an ear to listen to the story and being flexible while working toward a common goal is very important, and that is what Paris Baguette gave us. We navigated through the curveballs of construction and permits to launch our first store in three months, which the corporate team challenged us on, saying it would take six to eight. We’re excited to keep that momentum going.1851: What advice do you have for other people thinking about becoming franchise owners?KesiReddy:&nbsp;The power of a franchise is the process, the setup, and the safety net that comes with it. For a first-time business owner, there are very few things to figure out because there is always someone you can call and ask a question. There are many other franchisees who have been through similar situations. That mentorship is very important. Anyone trying to get into franchising should look at a brand that is ready to mentor them rather than just having them open a restaurant.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://ownaparisbaguette.com">https://ownaparisbaguette.com</a> or&nbsp; <a href="https://1851franchise.com/parisbaguette">https://1851franchise.com/parisbaguette</a>.ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.

image of Sandeep KesiReddy and Siddhartha Parepally, paris baguette franchise owners

By leveraging backgrounds in tech and operations, Sandeep KesiReddy and Siddhartha Parepally bypassed industry timelines to bring the global bakery brand to Bellevue.

Meet the Two Best Friends Opening a Paris Baguette Franchise in Record Time

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When&nbsp;<a href="https://www.linkedin.com/in/mark-garlington-9244a9113/">Mark Garlington</a> left his longtime plant job in Calcasieu Parish, Louisiana, it wasn’t a spur-of-the-moment move. After years in a steady role that never quite felt like the right fit, the U.S. Army veteran made a conscious decision to look for something that offered ownership, deeper community ties and a clearer sense of purpose. That search led him to&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a>, where he soft opened his franchise in November in&nbsp;<a href="https://freshcoatpainters.com/locations/calcasieu/">Calcasieu</a>, with a grand opening planned for February of 2026.That intentional mindset shows up in how Garlington is building the business from day one. He is investing heavily in marketing, trying out new crews even when it means losing money on early jobs and focusing on training and loyalty with the people who work alongside him. His approach reflects a personal standard for how he wants his customers to be treated. “One thing they can know about me is, if something isn’t right — if something does go wrong for whatever reason — I’m going to get another paint crew out there and I’m going to make sure it’s to their liking,” he said. “Whether or not they pick out the next crew, I’ll pay for it. I’m going to make sure I leave them right.”For people thinking about franchising, Garlington’s story shows what can happen when a career change is driven by values instead of impulse. With&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat’s</a> systems and coaching behind him, he is using the franchise model to step out of a job that never fit and into a business he can shape around his family, his team and the community he calls home.1851 Franchise sat down with Garlington to discuss his franchising journey with Fresh Coat, his commitment to community and his ambitious plans for growth. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Mark Garlington: I’ve spent most of my life working with people and trades, so Fresh Coat Painters feels like a natural next step for me. I grew up here, graduated from Sulphur High School in 2000 and later served as a cavalry scout in the U.S. Army, supporting coalition efforts in Iraq.When I came home in 2005, I went to SOWELA Technical Community College and then spent about 15 years working as an operator with RNCI Carbon and Cheniere LNG. Along the way, I worked alongside a lot of skilled tradespeople and found that what I enjoy most is helping people reach their goals and making sure the job gets done the right way — safely, on time and to a standard I can be proud of.1851: What did you do before franchising, and how did you decide franchising made sense for you?Garlington: In this area, the plants are a big part of our community. I worked at LNG, which is natural gas plants, and that has been the real big thing in the United States over the last 10 years. Oil and gas is really big around here, so it is almost a no-brainer. If you want to make money in this area, you go work for the plants.Coming out of the military, the transition was either into law enforcement or the plants, but there’s no money in law enforcement, so you gravitate where the money is. I went there, and that is where I had been working. I kept moving up, and no matter where they moved me in the plant, I was never happy.My boss even had that conversation with me when I was resigning. He said, “Mark, we pretty much moved you everywhere we could put you and you’ve never been happy.” He meant it in a good way — they knew that wasn’t where my mind was at and that I wanted more than what those jobs had to offer.It has always been me wanting to run my own business. My dad runs his own A/C business. My sister does her own thing. It is just a part of me. Something kept pulling me away, like, I don’t want to work 20 or 25 years for somebody else. Even though it’s a good retirement, it’s just not what I wanted. I like having some kind of stake and ownership in the decision-making process.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Garlington: Working in the plants, you have a lot of spare time sometimes, especially on nights, so I had plenty of time to research. I think I kind of already knew what I was getting into. I knew it had its positives and its negatives. Obviously, a lot of the money goes to the franchise, but at the same time, you’re getting a lot of support.I didn’t want to mess this up. I wanted to make sure I was going to be successful. The success rate is something in the 70% range, and I think it is still at 50% even at year five. I knew that if I put everything I had put into my careers prior into this, I should be in that top 50%.I want people to know that, because I get support from coaches, I have a responsibility to make sure the job is done well. I am always going to have my background checks done and I am going to honor my warranties because I basically have a corporate office that I have to answer to. That accountability and support are important parts of franchising that people might not see from the outside.1851: What made you pick this brand? What excites you most about this company?Garlington: I first started exploring Fresh Coat nearly 15 years ago and began doing my research early on. As I continued to learn about the brand over time, it became clear how much Fresh Coat has built out its support, resources, and owner community. Having access to a strong system and the ability to connect with other franchisees played a big role in my decision to join.The first thing was narrowing down what I wanted to do. I knew I wanted something in construction, especially in this area with all the hurricanes and things that need to get repaired and rebuilt. I was mainly looking into roofing at first. I despise finance. I hate credit cards. I didn’t want to go the finance route because I feel like people don’t trust those types of people, so that was off the table.With roofing, I didn’t want to be responsible for a guy that falls off a roof. I was trying to get as safe of a career as I could, too. A buddy of mine, Wes, over in Lafayette owns a Fresh Coat franchise there. He’s my neighbor about an hour and a half from here. He made a comment to me that made a lot of sense: No one is ever in a rush for paint. It’s never an emergency to paint something.A roof, on the other hand, if you have a leaking roof, you need it now. At the plants, you have emergencies almost daily. Something could blow up, a valve closes or something, and you always have an emergency. With painting, this has been great. I don’t have to run anywhere. There are no fires anywhere — and if there are, I’m leaving. That lower level of emergency, plus the support and the network of other owners, is what really drew me to Fresh Coat.1851: What do you hope to achieve with your business? What are your plans for growth?Garlington: I think about growth way ahead of time. I’m trying to make sure I don’t scale too fast. I want to make sure I’ve got the reins on and I’m holding back a little bit where I need to.Mainly, I’ve been spending money on marketing and trying to get our name out there. I feel like as soon as we come out of the holiday season and warm up a little bit, it could snowball based on the marketing efforts I’m putting in.I actually have two painters right now. I subcontract them. One of them is working on my duplex right now doing full construction, not even paint. He does full remodels, but he’s a painter also. I’ve got another person who works for me right now, and she’s not painting yet. I’ve got her doing marketing. She’s going out and putting door hangers out, so we’re hitting that part hard first.I’m spending extra money and I’m going to lose money on a job coming up, but I’m trying out two other painters from a guy who runs a crew of four. I’m going to bring them in, and I’m going to pay my girl to work with them. I’m going to lose on her pretty much on that job, but she’s going to help with the work and learn more about sanding and things like that because it’s a ceiling sand. She did mostly new construction before, so I’m tying her in with them because they’re more professional on the repaints and then re-sanding and staining.I think I’m building my basis right now. I’m building loyalty with other paint crews and with the two people working for me by giving them my rental house work as well, keeping them busy until more paint jobs come. I truly do care about people, and I want to make sure everybody gets paid, so I don’t think that will be an issue as we grow.1851: Is there anything else about your story you want us to know?Garlington: I have a full commitment to the community. I really want to meet people and make them happy and leave them happy once the projects are complete.What I told my last customer we just did is that one thing they can know about me is, if something isn’t right — if something does go wrong for whatever reason — I’m going to get another paint crew out there and I’m going to make sure it’s to their liking. Whether or not they pick out the next crew, I’ll pay for it. I’m going to make sure I leave them right.1851: What advice do you have for other people thinking about becoming franchise owners?Garlington: I feel like some people don’t realize the amount of money they’re about to spend, and they really need to have that knowledge. I knew what to expect because I researched it, and the brand does show that the investment can be somewhere up to around $180,000. Even though the franchise fee itself is small, in the $42,000 range, I think people don’t fully understand that part.I also don’t know if people come in really understanding how long it might take before you’re getting enough jobs to actually support the business. I did enough of my own research to know that, and I came in all in. I have a 401(k) I’m willing to go through if I need to. I came in prepared for the unexpected.I didn’t actually know if I could trust the amount of support I would get, and I feel like it has been way better than my expectation was. That’s something on the positive side that I would want people to know when they are thinking about becoming franchise owners.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.

1851 Franchisee Spotlight with photo of Mark Garlington and Fresh Coat Painters logo

For Mark Garlington, franchising offered a way to trade steady plant work for ownership, community impact and a values-driven path that better fit his long-term goals.

Why This Army Veteran Walked Away From a Steady Plant Job To Open a Fresh Coat Painters Franchise

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For&nbsp;<a href="https://www.linkedin.com/in/aimee-watson-fahrmm-cmrp/">Aimee Watson</a>, her husband&nbsp;<a href="https://www.linkedin.com/in/doug-watson-02742765/">Doug Watson</a>, and her brother&nbsp;<a href="https://www.linkedin.com/in/brandonmiramontes/">Brandon Miramontes</a>, the years after graduating from the University of Tennessee, Knoxville, were spent building careers across the country in industries ranging from&nbsp;Supply Chain to&nbsp;PBS documentary filmmaking to Amazon logistics. The decision to dive into the world of franchising was about owning a business that could give them autonomy and control, as well as a way to come back and serve a place they called home. Now, the trio is returning to Knoxville to open multiple Paris Baguette franchise cafés.By bringing the emerging bakery-café to the East Tennessee, the family aims to create a legacy for the next generation.With Paris Baguette providing a turnkey model differentiated by product consistency and an untapped market in East Tennessee, these&nbsp;<a href="https://www.volsforlife.com/">Vols for Life</a> are focused on more than just pastries. They are dedicated to providing local students with real-life job experience and fueling the community they love.Aimee, Doug, and Brandon sat down with 1851 Franchise to discuss why they chose Paris Baguette and how they plan to build a bakery-café team around the University of Tennessee community. Here’s what they had to say:&nbsp;1851 Franchise: Frame your personal story for us. What do you want us to know?Aimee Watson: I’ve been all around in my career. I have been in the supply chain industry for 26 years, starting in manufacturing and then switching to health care in 2007. Currently, I work for a supply chain industrial engineering firm, focusing on construction, specifically for new hospital builds, renovations, and expansions. Doug Watson: I’ve been a videographer for 27 years, shooting footage for television and documentaries. I’m currently working for the PBS affiliate in Harrisburg, PA.Brandon Miramontes: My entire career has been spent in logistics. For the past 6 years; I have owned and operated a company contracted with Amazon through their Delivery Service Partner (DSP) network to manage last mile deliveries in the Asheville, NC metro area. Prior to this, I spent 15 years in various roles within the railway industry in both the U.S. and Canada, including railroad operations, auditing, and continuous improvement.1851: What did you do before franchising, and how did you decide franchising made sense for you?Aimee:&nbsp;At this point in our careers, we were looking for a business that we could totally own and control ourselves, but that we didn’t have to build from the ground up. Doug and I recently&nbsp;decided to&nbsp;move back to East Tennessee, which is like home for us, and we really liked the prospect of being able to leverage all of our local contacts. We’ve signed on to open up to four cafés as an area developer, with the first anticipated to open by the end of this year.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Aimee: My perception of franchising before entering this world was that it is very stringent, that you don’t actually own the business, and that you’re just the operations manager. Now that we’re actually in it, it’s totally different. The franchisor provides a great opportunity to expand and run the business how we want to.1851: What made you pick this brand? What excites you most about this company?Aimee: We looked for a brand that was truly different from anything else on the market. Because there is an untapped market here, the chance to grow is huge, and we don't have to worry about over-saturating the market like other concepts do.Doug: Another big factor for us was the product. It’s amazing and always consistent, no matter where you get it. Every time we go to one, we easily spend $100 or more just to bring boxes of pastries back home.Brandon: I’ll echo Doug on that one, it was all about the product for me. I first encountered the brand on a trip to Chicago, and then again while visiting New York City. Not only did I like the product itself, but the café experience with such a large choice of quality items and a bright and inviting store concept, made me think a location in Knoxville could thrive.1851: What do you hope to achieve with your business? What are your plans for growth? Aimee: One of our major goals is to be able to employ&nbsp;East Tennessee&nbsp;students and provide them with real-life on-the-job experience. We want to provide the same opportunities for employment that we once had as students ourselves. .Brandon: As of now, we’re focused on the potential of the Knoxville market. I live in Asheville, North Carolina, and I believe the city could support a Paris Baguette café, so there is a long-term opportunity for us to possibly expand into as well.&nbsp;1851: Is there anything else about your story you want us to know?Aimee: All three of us are Tennessee alumni. I graduated in 1998, Doug in 1997, and Brandon in 2001.&nbsp;Our daughter, Elena, is even a Vol!&nbsp;This makes bringing this back to Knoxville very special. We plan on making our cafés great places for students to work. I'm very active in the university community. I am the president of the Latino Alumni Council and I’m currently on the Alumni Board of Directors.1851: What advice do you have for other people thinking about becoming franchise owners?Aimee: To put it simply, you have to do your homework. Being prepared to see and pay the upfront costs can be nerve-wracking, especially when it involves totally new construction. Potential owners should also consider staffing, and the challenges of attracting and retaining employees. That's a constant consideration for us.Doug: I’ll second that. We found the most benefit from meeting with other owners. We met with about five or six other franchisees, to get their opinions and see what their experiences have been like. Getting that insight into what they’ve gone through to get their cafés up and running was extremely helpful.ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.

Vols for Life Aimee Watson, Doug Watson, and Brandon Miramontes are leveraging their deep local roots to launch a four-unit development deal in Knoxville area.

3 University of Tennessee, Knoxville Alumni to Bring Multiple Paris Baguette Franchise Cafés to the Knoxville, Tennessee area

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<a href="https://www.linkedin.com/in/nancy-williams-b942874/">Nancy</a> and&nbsp;<a href="https://www.linkedin.com/in/mike-williams-83bba2396">Mike Williams</a> loved visiting&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the national fondue franchise, with their kids. During one particular visit, Nancy casually asked, “Wouldn’t it be great to own one of these?” Mike didn’t hesitate to inquire, and he had a response from the franchise development team before they even left the restaurant that night.Now, the pair is beginning development for their new restaurant in Memphis, Tennessee, with hopes to build a family business and legacy with the brand. With plans to launch in early 2027, the Williamses are combining their interest in the hospitality industry with a desire to build a family asset while bringing a beloved fondue experience to the community.The Williamses sat down with 1851 Franchise to talk about their family franchising venture with&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a>. Here’s what they had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Mike Williams:&nbsp;I have had a very varied career. I was a member of the Tennessee General Assembly, a government relations executive and a whiskey maker. I’ve always been fascinated by and loved the hospitality industry. When Nancy and the kids expressed interest in doing this, I was all on board. We see this as a way to set up something for our family to carry on — something they can always count on.Nancy Williams:&nbsp;We are lifelong residents of the Southeast and have spent our lives in Middle Tennessee. My professional background is in economic development and downtown revitalization. I served as the director of the Tennessee Main Street Program and the executive director of Downtown Franklin. Even though I’ve retired from the directorship, I still consult and have worked all over Tennessee helping communities thrive.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Nancy:&nbsp;I knew that we didn’t know enough about restaurants to create one on our own. If I had been in the restaurant business all my life, I might feel differently, but the franchise experience is very comforting.Mike:&nbsp;This team obviously knows what they’re doing, and it means we don't have to reinvent the wheel each time.&nbsp;I think people should know that franchising allows you to focus on the execution and the customer experience rather than worrying about the structural components of the business model.1851:&nbsp;What made you pick this brand? What excites you most about this company?Mike:&nbsp;The story actually starts in Orlando. We were sitting in a Melting Pot having dinner, and Nancy said, "Wouldn't it be great to own one of these?" I pulled out my phone, Googled “Melting Pot,” and found a contact email. I emailed them right there from the table. Before we even got up to leave, we had a response!The greatest thing about Melting Pot is that it's not just going to dinner. It’s an experience — something you can enjoy with friends. It changes what would be another chicken-fried steak into an experience and an event with your loved ones.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Nancy:&nbsp;We’re currently looking at locations in Memphis. We’re excited about the St. Jude connection, and our son, Keel, who graduated from the University of Memphis, will be living there to help manage the business alongside a general manager.Mike:&nbsp;We are looking at a first-quarter 2027 opening. We would love to get it open for the holidays in 2026, but realistic timelines point to early 2027. In the future, we would love to have a couple more. We just really love the concept.1851:&nbsp;Is there anything else about your story you want us to know?Nancy:&nbsp;This is truly a family venture. Our kids, Keel and Emma, really wanted to do this. We are doing this to build a future for them.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Nancy:&nbsp;Assess your own skill sets honestly. If you don't have the background in a specific industry, lean on the expertise of a franchisor who does. Visiting their corporate headquarters and working with them for several months, we’ve been really impressed with their history, the data they provide and the attention to detail. All of that is very comforting when you're investing.About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 50 years. As the premier fondue restaurant franchise, Melting Pot has 93 restaurants in 31 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. The Melting Pot Restaurants, Inc. (TMPRI), headquartered in Tampa, Florida, is the franchisor of Melting Pot. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting Pot, please visit&nbsp;<a href="http://www.meltingpotfranchise.com">www.meltingpotfranchise.com</a>.

1851 Franchisee Spotlight with photo of Nancy Williams and Melting Pot logo

After sending a franchise inquiry from their Melting Pot table while on vacation in Orlando, Mike and Nancy Williams decided to partner with their children to open a location in Memphis.

Longtime Melting Pot Fans Sign To Bring Fondue Franchise to Memphis

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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Amada Senior Care Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Amada Senior Care is a non-medical home care, assisted living placement, and related senior-support services with multiple revenue streams.

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Beef 'O' Brady's Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Beef ‘O’ Brady’s is a family sports pub concept built around community, casual dining and lifelong local loyalty.

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image of urswim franchise deep dive costs and fees and investment range

Franchise Opportunity Deep Dive: A purpose-driven swim instruction and aquatics management franchise offering at-home, indoor and community-based swim programs.

urSwim Franchise Costs, Fees, Profit and Data for 2026

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Visiting Angels Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Visiting Angels is a senior home care franchise focused on in-home support for seniors and individuals with disabilities.

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Franchise Opportunity Deep Dive: A fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.


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