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Legal Player:&nbsp;<a href="https://www.linkedin.com/in/allan-dick/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=allan-dick-franchise-attorney-top-franchise-legal-players-2025-2730214" target="_blank" rel="nofollow">Allan Dick</a> Firm:&nbsp;<a href="https://www.sotosllp.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=allan-dick-franchise-attorney-top-franchise-legal-players-2025-2730214" target="_blank" rel="nofollow">Sotos LLP</a><a href="https://www.sotosllp.com/team/allan-dick/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=allan-dick-franchise-attorney-top-franchise-legal-players-2025-2730214" target="_blank" rel="nofollow">Allan Dick</a> is a partner at Sotos LLP and a career franchise litigator who cut his teeth in 1986 handling disputes for one of Canada’s largest restaurant franchisors. That early exposure set the tone for a practice built inside the industry, not at its edges. He treats franchise law as one piece of a broader business brief, advising brands and owners on issues that span operations, growth and risk. His lens is practical: protect the brand by teaching franchisees why controls exist, tie standards to systemwide success and make sure every rule has a business reason franchisees can see.1851 Franchise reached out to Dick to learn how franchisors can protect their brand and avoid legal mistakes. Check out his insights below.1851 Franchise: How did you fall into franchising?Allan Dick: A commercial partner in a firm I was a young associate with in 1986 was counsel to one of Canada’s largest restaurant franchisors and had a practice in the area. I became his go-to litigator and expanded my practice in franchising from there.1851: What do you see as the most important things franchisors should do to protect their brand?Dick: During training, franchisors should make it a point to explain to franchisees why they have the controls they do and why it is crucial to every franchisee in the network that all franchisees follow brand standards. Once franchisees understand the importance of brand and the controls that go with protecting the brand, they are more likely to adhere to standards and protect the brand.1851: How important is the information in Item 19?Dick: The question most prospective franchisees want answered is: “How much money am I going to make?” Item 19 is intended to give the prospect information to assist it in assessing the opportunity being offered to it. Information in Item 19 is no substitute for due diligence. Prospective franchisees must do their own due diligence which is specific to their proposed territory or site. In Canada, very few franchisors give earnings projections in regulated provinces because of the technical requirements in the statutes which must be met to make an earnings claim valid.1851: What is the single largest legal mistake brands make?Dick: Franchisors are most interested in top lines; franchisees, bottom lines. Franchisors are best off growing with existing successful franchisees. Franchisees will invest in the brand if they make money. Franchisors need to pay attention to their franchisees’ bottom lines and promote best practices of their successful franchisees.1851: How do you stand out as a franchise law firm?Dick: I prefer to say that we do legal work for businesses which operate in the franchise industry where franchise law is but one component. We live franchising every day just as our clients do. Our insight into the industry allows us to advise on all their business issues and opportunities, with a depth of understanding which I believe is second to none.1851: What is the best business advice you have received in your career?Dick: There is turnover in the list of top businesses decade after decade. Being successful today does not make you successful tomorrow. Businesses (and law firms) should be spending a substantial amount of concentrated time on strategic planning.1851 Franchise’s Supplier Database connects franchisors and franchisees with top legal experts. If you need guidance on agreements, compliance or disputes, click&nbsp;<a href="https://1851franchise.com/supplier/?limit=12&amp;page=1&amp;sort=name&amp;order=ASC&amp;category=6">here</a> for more information.

Allan Dick - Sotos LLP - 1851 Franchise Legal Players 2025

Allan Dick Franchise Attorney | Sotos LLP | 1851 Franchise Legal Players 2025

1851 Franchise

1851 Franchise’s annual roundup of the top legal players in the industry is back. Meet Allan Dick and hear his insights on legal issues in the franchise space.

2025’s Top Franchise Legal Players: Allan Dick - Sotos LLP

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CapitalSpring

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Mister Sparky Electric

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Why a Veteran Electrician Reinvented His Family Business With Mister Sparky Electric

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Spadea Lignana Franchise Attorneys

DonutNV’s Sweet Success: Scaling a Franchise With Spadea Lignana

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How CapitalSpring Helped The Works Bakery Café Build a Stronger Future

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Mr. Gatti’s Pizza Sells Majority Stake to Franchisee

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Denny's Franchise Outlook - Triartisan Acquisition - Agg - 1851 Franchise

Denny’s Sale Closes at $6.25 a Share, Returning the Chain to Private Ownership

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Jersey Mike’s Turns the Page With a Faster Franchise Growth Plan

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2026 Franchise 500 design with Jersey Mike's, Dunkin', Taco Bell, Ace Hardware, and Kumon

The 2026 Franchise 500: New Rankings and Market Shifts

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Recent Data Reveals Cooling Labor Market, Further Fuels Franchise Growth Opportunities

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At <a href="www.1851francamp.com">FranCamp</a> this year, we ran through a live survey – with a focus on gaining unrestricted answers to key questions, including:<ul><li>What is the #1 thing missing for explosive franchise growth?</li><li>What is the #1 thing you can do that costs nothing to drive growth?</li><li>What is the #1 thing you will spend money on to drive growth?</li><li>What is the value of one franchisee to your system?</li><li>What is your primary growth goal for 2026?</li></ul>All responses were captured live, categorized, and reviewed – thus, giving us true active insights – across brands ranging from 1 to hundreds of locations. These weren’t meant to be thoughtful responses, they were meant for high pressure reactions.During FranCamp, franchisors put real growth priorities, constraints, and budget decisions on the table. Those inputs reflect where brands are focused heading into 2026.<h2>QUESTION 1 | What is the #1 thing missing for explosive franchise growth?</h2>Quantitative Response DistributionLead flow / better leads / pipeline — ~35–40% Sales process / systems / conversion — ~20–25% Brand story / positioning / awareness — ~15–20% Validation / franchisee proof — ~10–15% Leadership focus / time / internal capacity — ~5–10%<h4>What are the insights?</h4>FranCampers primarily identified growth outputs (leads, pipeline, deals), not the inputs that drive those results.Most responses did not specify:<ul><li>Which lead sources actually convert</li><li>Where momentum breaks inside the sales process</li><li>What story differentiates the brand in a buying decision</li><li>The result is effort applied after the system instead of inside it.</li></ul>To improve this, there is a need for:<ul><li>Source-level lead clarity</li><li>Funnel diagnostics tied to real conversion data</li><li>Sales-ready storytelling and validation assets</li></ul>From a franchise development standpoint, “more leads” usually masks:<ul><li>Unclear franchisee targeting</li><li>Weak differentiation in a crowded market</li><li>Sales assets that inform but do not convert</li><li>Development momentum improves when:</li><li>One primary channel is owned</li><li>One story is consistently deployed</li><li>One conversion metric is tracked weekly</li></ul><h2>QUESTION 2 | What is the #1 thing you can do that costs nothing?</h2>Quantitative Response DistributionNetworking / relationships — ~30% Founder-led visibility (LinkedIn, content) — ~25% Outreach to existing contacts / franchisees — ~20% Storytelling / culture / community — ~15% Focus, discipline, consistency — ~10%<h4>What are the insights?</h4><ul><li>Brands are not seeing the opportunity within the four walls. The building, the van, the person are billboards.</li><li>Franchisees selling the franchise (referrals) are not as high of a priority as they should be.</li><li>Internal databases are not being leveraged.</li></ul><h2>QUESTION 3 | What is the #1 thing you will spend money on to drive growth?</h2>Quantitative Response DistributionPaid advertising — ~30% Website / SEO / AI visibility — ~25% Content / media — ~20% Sales training / development support — ~15% Other tools / vendors — ~10%<h4>What are the insights?</h4>Budgets are being aimed toward growth — but often ahead of readiness.Spend is increasing before:<ul><li>Positioning is clear</li><li>Sales assets exist</li><li>Validation confidence is established</li></ul>Effective spend follows structure.High-leverage brands:<ul><li>Build conversion assets first</li><li>Test before scaling</li><li>Review spend against pipeline quality, not just volume</li></ul>Momentum now depends on:<ul><li>What gets built</li><li>What gets measured</li><li>What gets reinforced</li><li>Execution discipline, legal alignment, and development focus are what turn insight into sustained growth.</li></ul><h2>QUESTION 4 | What is the value of one franchisee to your system?</h2>Responses clustered into three broad categories:<ul><li>Upfront-focused (initial franchise fee only)</li><li>Partial lifetime value estimates (initial fee + short-term royalties)</li><li>Unclear / not calculated</li></ul>While confidence varied, industry-consistent ranges discussed included:Initial franchise fee: $25,000 – $60,000 Annual royalty contribution (mature unit): $30,000 – $60,000+ 3-year franchisee value (conservative): $75,000 – $150,000 5-year franchisee value (typical healthy system): $150,000 – $300,000+ 10-year value (stable, retained units): $300,000 – $600,000+<h4>What are the insights?</h4>The most important signal was not the number, but the lack of one. And without a clear economic anchor:<ul><li>FAC (Franchisee Acquisition Cost) decisions become guesswork</li><li>Growth pacing lacks discipline</li><li>Confidence in sales conversations erodes</li></ul>Franchisors need a defined franchisee lifetime value modelFranchisor should have franchisee growth (more locations) assumptionsThus, economic benchmarks tied to growth spend<h2>QUESTION 5 | What is your primary growth goal for 2026?</h2>Responses clustered into four goal types:<ul><li>Unit-based goals (most common): add X units, double system</li><li>Revenue-oriented goals: franchise fee or royalty growth</li><li>System-stability goals: validation, conversion, readiness</li><li>Mixed / unclear goals</li></ul><h4>What are the insights?</h4>Nearly all participants had ambitious growth goals.Very few articulated what the system would need to support those goals with common gaps including:<ul><li>Sales capacity assumptions</li><li>Support and onboarding scalability</li><li>Leadership bandwidth</li></ul>High-performing brands evaluate growth goals by asking:<ul><li>What breaks if we hit this goal early?</li><li>Where does capacity max out first?</li><li>What must be built before accelerating?</li></ul>

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5 Key Franchise Growth Survey Questions Answered At FranCamp Miami

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Getting noticed has become more challenging. There are more channels to manage, more competition for attention and franchise candidates are spending more time researching before making a decision. We sat down with&nbsp;<a href="https://www.linkedin.com/in/juliemaw1/">Julie Maw</a>, Vice President at&nbsp;<a href="https://hellomainland.com/">Mainland</a>, to capture her top 10 trends brands need to get laser-focused on as we enter 2026.At&nbsp;<a href="https://1851franchise.com/mainland/info">Mainland</a>, Maw partners with franchise organizations to guide growth and transformation, blending PR, marketing and digital content into campaigns that build visibility, trust and long-term impact. With more than 15 years of experience across marketing, media and technology, Maw has spent her career helping brands grow by turning big ideas into practical, executable strategies.“When applied consistently, PR builds&nbsp;credibility and trust at scale —&nbsp; the kind of confidence franchise candidates need before they ever enter the sales funnel,” Maw said. “The return shows up in higher-quality leads, shorter sales cycles, and stronger close rates, not just headline volume.”Here are the trends Maw believes brands must engage with in 2026 to truly get noticed.<h2>1. AI-Powered Storytelling That Enhances, Not Replaces</h2>While AI is being used more widely, Maw says it should support people’s work, not replace it. At Mainland, and according to Maw, AI is a tool to improve storytelling rather than automate it.“AI is changing the landscape for all of us, whatever role or function we’re playing,” Maw said. “But it’s really about using it to enhance and help us polish the stories we’re working to tell, not to replace them.”From identifying news angles to analyzing performance data and personalizing outreach at scale, AI allows brands to work faster and more intelligently. Still, strategy remains human-led.“AI supports our strategy. It doesn’t replace it,” Maw said. “It's the teams who use AI strategically that will replace those that don't.”<h2>2. Franchisee-Led PR Is Becoming Non-Negotiable</h2>Earned media is putting less weight on corporate talking points and more focus on real operators and their experiences. Reporters want to hear from people who are actually running the business.“More and more, they care about real franchisees — real operators — not just what they perceive as corporate talking points,” Maw said.At Mainland, this reinforces a core belief: brands don’t sell brands, people do. Franchisee success stories, multi-unit growth journeys, career switch narratives and community impact consistently outperform brand-centric announcements.“The most powerful PR asset in franchising is the franchisee, not the brand,” Maw said. “And that's really something we champion here.”<h2>3. Authority Matters More Than Awareness</h2>It matters more that a brand is trusted than widely seen. While visibility matters, Maw says brands perform better when they focus on substance instead of volume.“There’s a misperception that we need a high volume of media placements,” she said. “But what we’re really seeing work are powerful stories that offer real insight.”Thought leadership, trend forecasting, and data-backed perspectives help brands become trusted category voices.“Being seen everywhere matters less than being trusted somewhere,” Maw said.<h2>4. Data Is Now a Media Hook</h2>Editors are asking brands to back up their stories with data. When brands can share numbers tied to growth, technology or customer behavior, it strengthens the story.“One of the things reporters will ask us before they even book an interview is, ‘Can they bring the data?’” Maw said.When brands can share the right data, such as AUVs, growth patterns and performance trends, it gives reporters what they need to build stronger stories and shows confidence in the business.“Brands that can package their data into insights and forecasts earn repeat media attention,” she said.<h2>5. Category-Level Storytelling Outperforms Brand-Only News</h2>Media outlets care about what’s happening across industries, not just which brand opened a new location. Maw encourages brands to zoom out. “The fastest way to get noticed is to talk about what’s happening beyond your own brand,” she said.Talking about industry-wide issues like labor, real estate and technology helps brands come across as informed rather than self-promotional.“Reporters get burned out sometimes from talking to a brand that’s just about pushing its own ad,” Maw said.&nbsp;<h2>6. Founder and Executive Visibility Is Central</h2>Human leadership stories are cutting through the noise, especially in long-form formats like podcasts and interviews.“What we're seeing is founders and executives who can get personal, share their stories, share their journeys, share the lessons they've learned, the pivots or growth challenges, that really speaks to potential franchisee candidates because it humanizes the brand,” said Maw.&nbsp;Speaking naturally tends to work better than sounding scripted.“Media doesn’t want perfection,” she said. “They want perspective and they want to make sure that these founders, these executives can bring that to the table.”<h2>7. High-Quality Announcements Perform Better</h2>Earning strong media placements starts with understanding what reporters are actually looking for. According to Maw, journalists are focused on stories that offer substance, relevance and clear news value — not a steady stream of updates.“When brands focus on fewer, more meaningful announcements, those stories are easier for reporters to say yes to,” said Maw. “It’s about bringing them something that’s timely, credible and worth their audience’s attention.”Milestones that signal real momentum, insights tied to broader industry trends and stories with clear impact are far more likely to break through than routine updates.<h2>8. PR and Franchise Sales Must Be Aligned</h2>Earned media works best when it’s tied directly to development goals. PR needs to align closely with how brands are growing.“Media coverage should reinforce the franchisee value proposition,” Maw said. “Stories should align with the ideal candidate profile.”While PR may not offer the same immediate metrics as paid ads, it plays a critical role in pipeline development.&nbsp;<h2>9. Regional and Local PR Fuels the Buzz Factory</h2>National credibility helps, but local and regional coverage is usually what drives action. Maw says this lines up with what Mainland hears directly from franchisees. After interviewing hundreds of owners each year, the team sees the same pattern over and over: most prospects spend about 6.4 months researching a brand before they ever fill out a form. That timeline shows up across industries and reinforces the need to stay visible while people are still deciding.“Our goal is to activate the buzz factory and be everywhere they’re spending their time,” she said. “While national credibility gets attention, local relevance drives the action. Potential candidates are seeing themselves in franchisee stories and looking to real franchisees as key validators, building their confidence in the model, potential for success and taking that next step.”<h2>10. Consistency Beats Virality</h2>Rather than chasing viral hits, earned media works best when it’s built steadily over time.“PR is a marathon; it's not just a flash-in-the-pan moment,” Maw said. “I think all of our clients are hoping for that big spot on Fox Business, CNN — which we deliver and can carry impact. But really, it's about creating a consistent strategic conversation nationally, regionally and locally.”Long-term relationships with reporters, consistent storytelling and strategic cadence build trust over time.<h2>What This Means for Brands in 2026</h2>When it comes to where brands should focus in 2026, Maw points to earned media as a key part of the mix, especially when it’s built around real people and aligned with other marketing efforts.“Brands that show up consistently earn editor trust, which increases the likelihood of the brand being brought in for thought leadership and subject-matter expert stories,” Maw said. “What we have seen is that you can nurture those relationships over time with the media. They are more likely to pick up the phone and call us or call our clients for another big story that they're breaking.”&nbsp;Taken together, these trends show that brands that lead with real people, credible insights and consistent earned media will be the ones that cut through the noise and earn trust in 2026.For more information on Mainland, please visit&nbsp;<a href="https://hellomainland.com/?utm_source=1851franchise.com&amp;utm_medium=article&amp;utm_campaign=mainland-secures-nearly-10-million-in-media-value-for-franchise-clients-in-early-2025-2728648">https://hellomainland.com/.</a>

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Top 10 PR Trends Brands Need to Hop On in 2026 to Start Getting Noticed

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Brand: Fiserv Website:&nbsp;<a href="https://www.fiserv.com/en.html">https://www.fiserv.com/en.html</a> Supplier Profile:&nbsp;<a href="https://1851franchise.com/supplier/fiserv">https://1851franchise.com/supplier/fiserv</a> Service Segment: Financial services and payments Top Clients: Wells Fargo, Citibank, Adidas, Walmart<a href="https://www.fiserv.com/en.html">Fiserv</a> is a leading global financial technology provider headquartered in Wisconsin which continues to shape the future of digital banking and payments through a broad suite of secure, innovative solutions. Long established as an industry powerhouse, Fiserv supports financial institutions, businesses and merchants worldwide, providing infrastructure that can power everyday commerce.<h2>Company Overview</h2>Fiserv is a global leader in financial technology. Providing infrastructure and digital tools that power payments, Fiserv is helping drive banking and commerce worldwide. With a focus on enabling secure, fast, consistent financial transactions, Fiserv assists businesses, financial institutions and consumers. With more than four decades of industry experience, Fiserv has become a cornerstone provider when it comes to the continued evolution of the fintech landscape.<h2>Innovative Methodology</h2>Fiserv’s success is rooted in its dedication to innovation across a number of platforms, including digital payments, financial services and merchant technology. Leveraging advanced platforms, data-driven insights and scalable technology, Fiserv supports everything from payments made in real time to other central banking operations, an approach designed to help clients steer around industry change, evolving customer expectations and a continual increase in security required.One of Fiserv’s most significant strengths lies in its ability to integrate complicated financial systems alongside a more user-friendly digital experience, delivering a unique combination of technical expertise and practical application that can help companies of all sizes update their financial ops while upholding trust and compliance.<h2>Core Features and Benefits</h2>Offering a broad portfolio of solutions, Fiserv supports the full finance ecosystem, including:<ol><li>Payments and Processing:&nbsp;Systems that enable debit, credit, prepaid, ACH, real-time payments and bill payment services.</li><li>Banking and Core Account Services:&nbsp;Core banking platforms, digital banking tools, account management and fraud mitigation solutions utilized by financial institutions.</li><li>Merchant Services:&nbsp;Clover, Fiserv’s well-known point-of-sale (POS) and business management platform, supports smaller businesses via payment acceptance as well as other operational tools.</li><li>Risk and Security Solutions:&nbsp;Fraud prevention, authentication and cybersecurity technologies help customers maintain the safety and security of financial transactions and customer data.</li><li>Data Analytics:&nbsp;Tools that help provide insights into customer behavior and trends, financial performance and efficient operations.</li></ol><h2>Impact and Success Stories</h2>The impact of Fiserv is clearly visible throughout global commerce, fueling millions of transactions each day while supporting other financial institutions ranging anywhere from small banks at the local level to significant international players. Fiserv’s digital banking and payment tech have played a substantial role in ramping up consumer adoption of online banking, mobile payments and contactless financial transactions.<h2>Future Outlook</h2>Fiserv continues to invest in real-time payments, embedded finance, cloud modernization and data-driven financial experiences. As the financial industry evolves, the company is focused on expanding its digital capabilities and strengthening the technology that enables secure, seamless movement of money.<h2>Why Fiserv Stands Out</h2><ol><li>Scale and Expertise: Decades of leadership in financial technology and a global client base spanning banks, merchants and enterprises.</li><li>Comprehensive Solutions: End-to-end offerings across payments, banking and merchant services.</li><li>Innovation Focus: Significant investment in digital transformation, real-time payments and next-generation financial infrastructure.</li><li>Security and Trust: Strong emphasis on fraud prevention, data protection and compliance.</li><li>Industry Influence: Technology that powers everyday financial experiences used by millions of consumers and businesses.</li></ol>Fiserv’s longstanding leadership, robust product ecosystem and commitment to innovation continue to make it one of the most influential companies in the financial technology industry. As digital finance grows more complex and interconnected, the company remains a driving force shaping the future of how money moves.For more info on franchise suppliers, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/what-to-look-for-in-a-franchise-supplier-essential-tips-for-franchisors-2728599#stories">What To Look for in a Franchise Supplier: Essential Tips for Franchisors</a></li><li><a href="https://1851franchise.com/supplier/?limit=12&amp;page=1&amp;sort=review%2Cname&amp;order=DESC%2CASC">An Easy-To-Use Database Designed to Help Franchises Find the Right Supplier</a></li><li><a href="https://1851franchise.com/supplier/power-ranking?limit=12&amp;page=1&amp;sort=rank&amp;order=ASC">Franchise Suppliers Power Rankings</a></li></ul>

Fiserv: Providing Infrastructure and Digital Tools That Power Payments

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The casual "tire-kicker" buyer has largely exited the funnel. Now, franchisors are looking at leaner, more urgent and financially sophisticated candidates — a clear shift from just a few years ago. For development teams, the challenge is no longer generating volume; it’s recognizing that the people in front of them aren’t buying a dream. They’re making a strategic investment.Development teams still hunting for the wide-eyed dreamer will be let down in 2026. These prospective franchisees do still exist, but the calculated investor is much more common. These people, in most cases, aren’t looking for a hobby, and franchisors must recognize this change and act accordingly.<a href="https://www.linkedin.com/in/jerry-defeo-cfe-46244a27">Jerry DeFeo</a>, vice president of franchise operations at&nbsp;<a href="https://honeybakedfranchise.com/">Honey Baked Ham</a>, says the new dynamic is defined by a distinct move toward asset diversification.“Over the past year, we've seen a noticeable shift toward more experienced, more intentional franchise buyers,” DeFeo said. “One of the most significant trends is an investment shift into the franchise industry — more people who previously invested in the stock market or real estate are now investing in businesses as part of their diversified portfolios. This represents a fundamental change in how investors view franchise ownership.”<figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=vlfduHqGy7I"><div class="iframely-embed"><div class="iframely-responsive"><iframe src="//cdn.iframe.ly/api/iframe?app=1&amp;api_key=fd3b6b3731f34f55ba1fe3&amp;url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DvlfduHqGy7I" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></div></figure><h2>The Four Personas You Will Meet in 2026</h2>To sell franchises this year, you must have a clear vision of who you’ll be interacting with, and you have to adjust accordingly. A cookie-cutter approach to each interaction won’t work. The 2026 buyer pool, while consistently moving toward the sophisticated investor, still has segments defined by specific, urgent pain points.According to DeFeo, the modern candidate pool is populated by four primary personas, each requiring a tailored narrative:<ul><li>The Diversifying Operator: These are multi-unit operators who are already in the game and looking to diversify into simpler, higher-margin concepts or to grow with brands that offer strong growth potential in their markets.</li><li>The Urgent Corporate Refugee: These are professionals exiting traditional career paths. DeFeo says that many were previously "window shoppers" but are now “moving with real urgency due to job market volatility.”</li><li>The Family Partnership: Husband-and-wife teams or family units seeking lifestyle flexibility and predictable hours.</li><li>The Second-Generation Builder: Entrepreneurs who grew up around franchising and are now stepping into ownership themselves, bringing a lifetime of implicit knowledge to the table.</li></ul><figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=mmst5KNVEx8"><div class="iframely-embed"><div class="iframely-responsive"><iframe src="//cdn.iframe.ly/api/iframe?app=1&amp;api_key=fd3b6b3731f34f55ba1fe3&amp;url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3Dmmst5KNVEx8" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></div></figure><h2>Selling Security in the Age of AI</h2>The motivation for ownership has evolved from "freedom" to "security."In the past, franchise marketing hooked candidates on the idea of being their own boss. In 2026, the pitch must address the fragility of traditional employment. With the rise of&nbsp;<a href="https://1851franchise.com/ai-unemployment-impact-white-collar-job-loss-2729492#stories">artificial intelligence</a> and corporate restructuring, the "safe corporate job" is no longer the baseline for security.“We're witnessing a fundamental shift in how Americans view income security,” DeFeo said. “Traditionally, most Americans viewed employment as the most secure form of income. However, with AI and other circumstances beyond their control beginning to affect jobs, people are increasingly looking to entrepreneurship as a more secure income source.”For franchisors, this means your value proposition must address the elephant in the room. You’re selling a business opportunity, yes, but you’re also selling safety. Stability.“Economic uncertainty and corporate layoffs have led many professionals to rethink long-term career stability,” DeFeo said. “Franchising offers a proven model with more control over one's economic future.”<h2>Resonance: Operational Simplicity and Heritage</h2>The buyer has changed, and the presentation has to change with them. In a high-interest environment, "sexy" and trendy concepts are viewed as high-risk liabilities. The 2026 buyer is looking for substance.They want boring, predictable revenue. They want concepts that have survived recessions before. Of course, the occasional buyer will still seek a more innovative concept, but they’re becoming the exception, not the rule.“Our brand's history and proven longevity resonate most strongly with buyers,” DeFeo said. “HoneyBaked Ham is synonymous with family holiday celebrations — we're part of their traditions year after year. This emotional connection and established presence sets us apart from newer, trendier concepts that may come and go.”Beyond history, the modern buyer — and especially the multi-unit operator — is looking for something straightforward and scalable.“Operational simplicity: Buyers are prioritizing concepts with streamlined systems, reasonable labor requirements and predictable daily operations,” DeFeo said. “Models that don't require extensive back-of-house buildouts or complex processes are especially attractive.”To take it a step further, these buyers understand the danger of relying on a single revenue stream. They are looking for brands that can perform across multiple channels or markets to ensure they’re not relying on a single revenue stream to succeed.<h2>Separating the Browser From the Buyer</h2>With a more sophisticated buyer comes a more sophisticated vetting process. Separating the window shoppers from the true portfolio builders will help franchise development teams save time and make the most of their development dollars. But how?The answer lies in consistency. The serious 2026 buyer treats the due diligence process like a structured research phase, not a hot-and-cold cycle where interest ebbs and flows.“The key indicator is consistent engagement from the beginning,” DeFeo said. “Serious candidates follow the process methodically with steady interest — no dips, starts or stops. They're the ones we don't have to chase. In contrast, browsers tend to be sporadic and inconsistent throughout the process.”Serious buyers also show their hand early, even if it’s subtle at first. They are financially transparent, they ask operational questions about things like real estate and staffing, not just “How much will I make?”, and they actively seek out existing franchisees for validation.Ultimately, success in 2026 comes down to meeting these candidates at their level of sophistication. The prospective franchisee is no longer just buying a job; they are scrutinizing a business partner. By recognizing the specific persona across the table and respecting their need for security and operational clarity, development teams can stop chasing ghosts and start building a pipeline of qualified, ready-to-sign operators.To align your development strategy with this new class of buyer, start with these actionable steps:<h2>Key Takeaways and To-Dos for Development Teams</h2><ul><li>Audit your "Stability" messaging: Review your franchise development website and brochures. If you are still selling dreams, pivot immediately to "security." Highlight how your model protects against economic volatility and acts as a diversified asset class.</li><li>Filter for engagement, not just capital: Stop chasing candidates who go dark. “Prioritize candidates who demonstrate clear reasoning for ownership, not just curiosity,” DeFeo said. Implement structured qualification checkpoints; if they miss a checkpoint without a valid reason, move them to a nurture campaign.</li><li>Don't abandon "Legacy" channels: While digital marketing is essential, do not count out traditional media. DeFeo says that print advertising and word-of-mouth have been powerful sources for finding quality buyers.</li><li>Showcase operational simplicity: Create "day in the life" content that proves your model is manageable. Buyers aren’t looking for lifelong 16-hour days — no matter how much financial security that would offer. Show them streamlined systems, reasonable labor models and simplified back-of-house operations to reduce their perceived effort-to-return ratio.</li><li>Lead with Multi-Channel Revenue: If your concept offers catering, retail or B2B revenue streams, put that front and center. The 2026 buyer wants to know that if one revenue channel dips, there are others to hold up the P&amp;L.</li></ul>For more information on buyer personas and the ideal franchisee, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-attract-the-right-franchisees-2728985#stories">How to Attract the Right Franchisees: Selling Your Franchise Opportunities Effectively</a></li><li><a href="https://1851franchise.com/franchise-lead-generation-how-to-find-your-ideal-franchisee-candidates-2724868#stories">Franchise Lead Generation: How to Find Your Ideal Franchisee Candidates</a></li><li><a href="https://1851franchise.com/how-to-boost-your-business-with-targeted-local-marketing-strategies-2722500#stories">How to Boost Your Business with Targeted Local Marketing Strategies</a></li></ul>

How to Sell Franchises in 2026 — Franchise Buyer Personas: Who’s In-Market Now?

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<a href="https://www.chick-fil-a.com/franchise">Chick-fil-A</a> is one of the most recognizable names in the quick-service restaurant industry. With its signature chicken sandwiches, customer-first culture and impressive per-unit sales, the brand is often at the top of the list for entrepreneurs researching restaurant franchises. But if you’re wondering how to buy a franchise with&nbsp;<a href="https://1851franchise.com/the-rise-of-chick-fil-a-americas-number-one-chicken-franchise-2727483#stories">Chick-fil-A</a>, you’ll quickly realize that this opportunity comes with a unique set of requirements — and not everyone qualifies.<h2>Chick-fil-A Franchise Requirements</h2>Chick-fil-A is different from most restaurant franchises because it doesn’t take a large amount of money to get started.&nbsp;<a href="https://1851franchise.com/how-much-does-a-chick-fil-a-franchise-cost-2715278#stories">The franchise fee is $10,000</a>, and applicants don’t need to show a specific net worth or liquid assets. The lower cost, however, comes with a trade-off. The company has one of the toughest application processes in franchising and places strict rules on how the business must be run.To be considered for a Chick-fil-A franchise, applicants need to show that they can legally run a business in the United States and have a solid professional background. The brand generally looks for people with at least five years of work experience and some history of leading teams. A clean financial record is important, too, since anyone with a bankruptcy on file won’t move forward in the process. The $10,000 franchise fee has to come directly from the candidate’s own funds rather than loans or gifts. On top of that, operators are expected to commit to the restaurant full time, which means stepping away from other active business ventures and putting all of their focus into building and leading their Chick-fil-A location.Candidates also need to be fluent in written and spoken English and commit to full-time, hands-on involvement in the restaurant. In fact, Chick-fil-A expects its franchisees to divest from any other active business ventures so that they can focus entirely on operating their location.Meeting these requirements does not guarantee acceptance. Chick-fil-A receives tens of thousands of applications each year but approves only about one percent, making the opportunity one of the most competitive in franchising.<h2>A Hands-On, Operational Model</h2>One thing that makes Chick-fil-A stand out is how it expects its restaurants to be run. Owners can’t just hire managers and step back like in many other franchises. Instead, operators are expected to be hands-on with the daily business.Chick-fil-A also keeps more control over key parts of the operation than most franchisors. The company chooses the location, builds the restaurant and provides the equipment. The operator’s main role is to deliver excellent service and lead a team that meets the brand’s standards.This is not a passive investment or a multi-unit opportunity. Chick-fil-A intentionally limits each franchisee to a single location, ensuring that operators are deeply engaged in leading their restaurant and contributing to the surrounding community. For many, this model is appealing because it emphasizes leadership and culture-building rather than simply financial investment.<h2>Why It Matters</h2>For people thinking about franchising, Chick-fil-A’s requirements show why the brand is both appealing and difficult to get into. The low cost to start, the strong name recognition and the sales numbers make it one of the most appealing restaurant franchises out there, but the rules and competitive selection process make it a tough opportunity to land.On the other hand, the strict operational structure, high profit-sharing arrangement and extremely competitive application process can make it a tough fit for entrepreneurs who want more flexibility or who prefer to run multiple concepts at once.If you are considering how to buy a franchise with Chick-fil-A, it’s important to carefully evaluate whether you align with the brand’s expectations. The operators who tend to do well are the ones who like being in the restaurant every day, working with their team and serving customers. For people who want to be closely involved in one business, the Chick-fil-A model can be both profitable and satisfying.For more info on Chick-fil-A, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/chick-fil-a-takes-the-crown-as-the-nations-premier-chicken-chain-2727486#stories">Chick-fil-A Takes the Crown as the Nation’s Premier Chicken Chain</a></li><li><a href="https://1851franchise.com/the-pros-and-cons-of-owning-a-chick-fil-a-franchise-2725069#stories">The Pros and Cons of Owning a Chick-fil-A Franchise</a></li><li><a href="https://1851franchise.com/chick-fil-a-emerges-as-the-leader-in-the-us-chicken-chain-industry-2727457#stories">Chick-fil-A Emerges as the Leader in the U.S. Chicken Chain Industry</a></li></ul>

Do You Qualify? A Look at the Chick-fil-A Franchise Requirements

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Americans are spending more on their pets than ever before, and that trend shows no sign of slowing down. The veterinary medicine market alone is&nbsp;<a href="https://www.globenewswire.com/news-release/2024/11/21/2985338/0/en/Veterinary-Medicine-Market-Size-to-Surpass-USD-53-47-Billion-by-2033-Straits-Research.html">projected to surpass $53.47 billion by 2033</a>, fueled by rising pet ownership and the growing demand for advanced, accessible care.&nbsp;At the same time, the broader pet wellness industry — from grooming and training to nutrition and in-home services — continues to expand as owners seek healthier, more convenient options for their animals. For entrepreneurs, this means there has never been a better time to explore franchise opportunities in the pet wellness and veterinary care space.With that in mind, here are 15 standout brands shaping the future of pet wellness and veterinary care franchising.<h2><a href="https://1851franchise.com/doodycalls-franchise-deep-dive-2730086#stories">DoodyCalls</a></h2><ul><li><a href="https://doodycallsfranchising.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/doodycalls">1851 Newsroom&nbsp;</a></li><li>Investment Range: $76,450 - $93,850</li><li>Unit Count:&nbsp;100+</li></ul>DoodyCalls is a pet waste cleanup service that helps homeowners and property managers keep outdoor spaces clean. The company offers recurring yard cleanups, pet waste stations and odor-control products. With low startup costs and steady demand, it’s a simple business that solves a problem most people don’t want to deal with themselves.<h2><a href="https://1851franchise.com/franchise-deep-dive-pet-wants-franchise-costs-fees-profit-and-data-2722308">Pet Wants</a></h2><ul><li><a href="https://petwantsfranchise.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/petwants">1851 Newsroom&nbsp;</a></li><li>Investment Range:&nbsp;$137,850 - $219,000</li><li>Unit Count:&nbsp;160+</li></ul>Pet Wants makes and delivers fresh, small-batch pet food made with natural ingredients. The company has grown to more than 160 locations across the United States and plans to keep expanding. Franchise owners get to join a brand that focuses on healthy pet nutrition and has strong demand from customers.<h2>Pet Evolution</h2><ul><li><a href="https://petevolutionfranchising.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/pet-evolution-care-franchise">Growth Club</a></li><li>Investment Range: $595,300 - $1,225,500</li><li>Unit Count: 28</li></ul>Pet Evolution is a pet store that sells healthy food, grooming services, toys and treats for dogs and cats. The brand only carries premium food and also offers services like self-serve dog washes and a mobile nail van. Franchisees can also bring in steady income through a monthly membership program.<h2>In Home Pet Services</h2><ul><li><a href="https://www.inhomepetservices.com/?go=franchise">Franchise Website&nbsp;</a></li><li>Investment Range: $9,200 - $31,000</li><li>Unit Count: 10</li></ul>In Home Pet Services offers in-home pet sitting and dog walking with a focus on reliable, local care. The brand was built by an animal professional and provides training, systems and marketing help for owners. It’s a low-cost way to start a service business for pet families in your area.<h2>The Healthy Animal</h2><ul><li><a href="http://www.thehealthyanimal.com/franchise/">Franchise Website&nbsp;</a></li><li>Investment Range: $101,700 - $198,700</li><li>Unit Count: 2</li></ul>The Healthy Animal is a small pet wellness store that curates healthier foods, treats and supplements for dogs and cats. The team emphasizes “pet parenting” over basic retail and trains staff to guide customers. New franchisees get hands-on support from a leadership group with long retail experience.<h2>HydroDog</h2><ul><li><a href="https://hydrodog.com/mobile-dog-grooming-franchise-2/">Franchise Website&nbsp;</a></li><li>Investment Range: $44,448 - $216,558</li><li>Unit Count: 25+</li></ul>HydroDog is a mobile dog-grooming franchise that brings a fully equipped grooming van to the customer’s driveway. The model is built for a low-stress experience and easy booking. Franchisees can also host community fundraisers to build awareness and give back.<h2>Sparkle Dog Care</h2><ul><li><a href="https://sparkledogcare.com/franchise">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$235,750 - $472,750</li><li>Unit Count: 7</li></ul>Sparkle Dog Care is a membership-based grooming studio focused on routine hygiene and quick service pet care. The model is designed for simple staffing, minimal equipment and paperless operations. Owners get technology tools and brand support to drive recurring visits and customer loyalty.<h2>Pet Depot</h2><ul><li><a href="https://petdepot.net/veterinary-franchise/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$200,000 - $986,000</li><li>Unit Count:&nbsp;5 (vet clinics) 22 (retail locations)</li></ul>Pet Depot combines veterinary services with retail to keep more pet spending under one roof. The system helps independent-minded veterinarians with build-out, purchasing power, training and marketing. Owners keep control of their practice while using group support to lower costs and grow.<h2>Scenthound</h2><ul><li><a href="https://scenthoundfranchising.com/">Franchise Website&nbsp;</a></li><li>Investment Range: $328,099 - $549,869</li><li>Unit Count: 120+</li></ul>Scenthound offers membership plans for routine dog hygiene and wellness. Each visit includes its S.C.E.N.T. Check to monitor skin, coat, ears, nails, teeth and glands. The concept uses a tech-enabled, small-footprint model aimed at steady, recurring revenue.<h2><a href="https://1851franchise.com/franchise-deep-dive-scoop-soldiers-franchise-costs-fees-profit-and-data-2721768">Scoop Soldiers</a></h2><ul><li><a href="https://scoopsoldiersfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range: $68,600 - $118,800</li><li>Unit Count: 100+</li></ul>Scoop Soldiers provides recurring pet waste removal for homes and properties. The franchise focuses on fast launches, centralized billing and strong marketing support. It’s a simple, schedule-driven service business built for scale.<h2>PetWellClinic</h2><ul><li><a href="https://www.petwellfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$286,450 - $498,450</li><li>Unit Count: 26</li></ul>PetWellClinic runs walk-in veterinary clinics focused on essential wellness and preventive care, plus basic sick visits. The clinics use a small footprint, transparent pricing and a streamlined operating system. Franchisees receive training, launch guidance and ongoing support, with options for multi-unit growth.<h2>PetSmart Veterinary Services</h2><ul><li><a href="https://www.pvsownership.com/">Franchise Website&nbsp;</a></li><li>Investment Range: $206,150 - $316,000</li><li>Unit Count:&nbsp;37</li></ul>PetSmart Veterinary Services is a veterinary clinic ownership model tied to a well-known national pet brand. The focus is convenient access to pet wellness and care in a standardized setting. Owners get a defined build-out and support structure to open and operate their clinic.<h2>Hike Doggie</h2><ul><li><a href="https://franchise.hikedoggie.com/">Franchise Website&nbsp;</a></li><li>Investment Range: $94,450 - $213,800</li><li>Unit Count: 6</li></ul>Hike Doggie offers professional pet care with an outdoor, exercise-focused approach. Services center on safe, structured outings and reliable daily support for busy owners. It’s a simple service model designed to build steady local demand.<h2>Zoom Room</h2><ul><li><a href="https://zoomroom.com/franchise/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$318,500 - $497,050</li><li>Unit Count: 60+</li></ul>Zoom Room is an indoor dog training franchise that teaches owners to train their dogs through classes and social events. The concept uses a small team, a modest footprint and add-on retail to drive revenue. Strong word-of-mouth and repeat visits are core to the model.<h2><a href="https://1851franchise.com/woofies-franchise-costs-fees-profit-and-data-deep-dive-2727029">Woofie's</a></h2><ul><li><a href="https://ownawoofies.com/">Franchise Website&nbsp;</a></li><li>Investment Range: $180,423 - $294,651</li><li>Unit Count: 65+</li></ul>Woofie’s provides in-home pet sitting, dog walking and mobile grooming. Each location tailors services to the pet’s routine so owners don’t have to travel to daycare or a salon. The brand is part of a larger home-services platform and offers franchise training and support.From waste cleanup and grooming to nutrition and veterinary care, these franchise brands show how wide and profitable the pet wellness space has become. With industry growth projected to keep climbing, opportunities exist at every investment level for entrepreneurs who want to serve the millions of households treating pets like family. For those ready to combine a love of animals with a proven business model, now is the time to make a move.For more information on pet-related franchise opportunities, check out these related stories on 1851:<ul><li><a href="https://1851franchise.com/petbar/petbar-franchise-opportunity-2729672">petbar Franchisees Win the $6.89B Global Market With Complete Transparency, Self-Service and Membership Models, Creating the Happiest Place for Dogs</a></li><li><a href="https://1851franchise.com/pet-wants-mona-pradhan-franchisee-feature-2729535#stories">How This Pet Lover Turned Her Dog’s Health Journey Into a Business Mission with Pet Wants</a></li><li><a href="https://1851franchise.com/dog-training-elite-franchising-model-2725692#stories">Franchise Domination: Dog Training Elite Breaks Down Franchising</a></li></ul>

The Top 15 Pet Wellness and Vet Care Franchises for 2025

The Top 15 Pet Wellness and Vet Care Franchises for 2026

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Callaway has agreed to sell a 60% stake in its Topgolf and Toptracer divisions to private equity firm Leonard Green &amp; Partners (LGP)&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">in a deal that values the Topgolf business at roughly $1.1 billion</a>. The transaction will bring in about $770 million in net proceeds for&nbsp;<a href="https://www.topgolfcallawaybrands.com/">Topgolf Callaway Brands</a>, according to regulatory filings. The move is part of a broader restructuring plan the company had been pursuing since same-venue sales softened and former Topgolf CEO Artie Starrs stepped down in August.Callaway and Topgolf originally merged in 2021 to accelerate the growth of the eatertainment brand, but separating the businesses is now seen as a way to sharpen strategic focus, streamline operations and better allocate capital. While the company initially explored selling as much as 80% of Topgolf, it ultimately selected LGP as a buyer because of the firm’s strong track record with high-growth consumer brands. The private equity group has backed chains such as&nbsp;<a href="https://www.zaxbys.com/franchise">Zaxby’s</a>,&nbsp;<a href="https://www.velvettaco.com/international-partner/">Velvet Taco</a> and previously&nbsp;<a href="https://1851franchise.com/shake-shacks-unusual-international-business-strategy-2710292">Shake Shack</a>.Despite earlier declines, Topgolf’s performance has begun to rebound. The company posted slightly positive same-venue sales in the third quarter of 2025, driven primarily by its core guest segment — players who use one or two hitting bays — which accounts for 80% of annual revenue. Traffic in that category returned to strong double-digit growth, aided by value promotions like Sunday Funday and weekday discounts. Operational upgrades, including improvements to the digital channel and the rollout of Toast’s point-of-sale system, have also increased efficiency and boosted spending per visit.The deal is expected to close in the first quarter of 2026. After the transaction, Topgolf Callaway Brands will rebrand as Callaway Golf Company and continue operating its core portfolio, which includes Callaway, Odyssey, TravisMathew and Ogio, while LGP guides Topgolf into its next phase of expansion.Read the full press release&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">here</a>.&nbsp;

Callaway Sells Majority Stake in Topgolf to Private Equity for $770 Million

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For&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-these-tenured-franchisees-continue-to-grow-with-trublue-2726985">Tim and Kay Diemont</a>, owning a&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise in Yorktown, Virginia, is a shared purpose. Over the past decade, the couple has built one of&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue’s</a> most successful and enduring operations, all while strengthening their marriage, deepening their community connections and setting an example for what family-owned franchising can achieve.By the time TruBlue came into their lives, both Tim and Kay were ready for a new chapter.“Tim was working as a regional director of stores and in charge of the East Coast. I had been with the same architectural firm for 20 years,” Kay said. “Tim was tired of the corporate demands, traveling and wanted to be home more. He also wanted to be doing something that would be rewarding and help in our community — the community where we raised our two sons. My employer was getting ready to retire and, since [Tim and I] had always wanted to work together, the timing seemed perfect for both of us.”The couple’s shared vision aligned perfectly with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-trublue-is-a-strong-franchise-choice-in-the-growing-senior-industry-2728519">TruBlue’s mission of helping seniors and busy families maintain their homes with ease and peace of mind</a>.<h2>From Marriage Partners to Business Partners</h2>Transitioning from life partners to business partners came naturally to the Diemonts.“Since we were already partners, this new partnership was an easy transition,” Kay said. “Tim knew how to manage people and had been in a leadership position for many years. I was already trained administratively and had worked in marketing for both the architectural firm and for a local mayor. So, my community connections were very strong in this area.”Their complementary skill sets have proven invaluable. A U.S. Air Force veteran originally from Michigan, Tim brought strong operational and leadership experience from his years managing retail teams. Kay, who has lived in the Yorktown area her entire life, leveraged her local relationships and administrative background to handle marketing and office management.The couple’s oldest son, Derrick, is a systems engineer who has contributed to the business over the years. “His expertise with setting up our computer needs and just his overall help with the business was and continues to be a huge plus,” Kay said.The Diemonts say that working together has improved their&nbsp;<a href="https://1851franchise.com/strategicfranchising/work-life-balance-as-a-franchise-owner-is-it-possible-2728825">work-life balance</a> rather than complicating it. “Since we work together, our schedules are the same,” Kay said. “We can take as much time off as we want or need, and we enjoy traveling extensively every year.”<h2>Choosing TruBlue for Their Family’s Next Chapter</h2>When the Diemonts first began exploring franchise ownership, they were drawn to opportunities that allowed them to&nbsp;<a href="https://1851franchise.com/the-top-25-franchise-brands-committed-to-serving-their-communities-2724335">serve their community</a>.“Tim was looking into a senior care franchise and at the time the one he was interested in pursuing was already taken in our area,” Kay said. “The person he was speaking with at&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> mentioned a new franchise they were developing. It sounded like a perfect fit for someone who already knew managerial and handyman skills. We were one of the first to open a TruBlue, and we have been the proud owners since 2013.”The TruBlue model — focused on home maintenance, handyman services and senior safety — felt like the right blend of purpose and practicality. “Tim always had faith and knew we would be a success,” Kay said. “The model for TruBlue was perfect! Our co-workers, family and friends loved the concept, and we had customers lined up before we ever purchased our territory.”<h2>Family Ownership in Action</h2>As business partners, the Diemonts run their franchise with the same&nbsp;<a href="https://1851franchise.com/how-a-franchisor-can-cultivate-a-strong-franchise-community-2722789">teamwork and communication</a> that have defined their marriage for nearly five decades.“We have great partners, who are like-minded to bounce ideas through,” Kay said. “All our employees know they can come to either one of us with a question or a problem and 98% of the time, they will get the exact response from us. The other small percentage is only due to Tim’s knowledge of certain handyman jobs and mine would be administrative questions regarding invoicing or payroll.”That united front has helped them build a loyal team and a strong reputation throughout Yorktown and the surrounding Peninsula communities. “Our client base is strong because we provide our customers with a good service at a great value, and it is continually growing,” Kay said. “Our employees are happy to be a part of our team and we are sure all of them would stay with or continue with any new owner, whether it be family or someone new.”<h2>Building a Family Legacy</h2>After more than 10 years in business, the Diemonts have watched TruBlue grow from a small emerging concept into a&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/trublue-accelerates-growth-in-2025-with-record-breaking-midyear-momentum-2730055">nationally recognized brand</a>. But for them, the most important growth has been personal — and local.“Hopefully, we have built a business that either one of our sons would be proud to carry on in the future,” Kay said. “Our client base is strong because we provide our customers with a good service, at a great value and it is continually growing.”The couple takes special pride in supporting local seniors, veterans and busy families. “Making our customers and employees happy and doing something good within our community for our seniors and veterans has been the most rewarding,” Kay said. “As a veteran and family-owned business, we take great pride in providing a service to those who have served our country and to their families. For our seniors and busy adults, providing them with peace of mind and someone they can trust in their homes is a very big deal to us as a company and as a family. Everyone’s home is their castle, and we always hope TruBlue of Yorktown makes them feel that way.”<h2>The Rewards of Working Together</h2>When asked about the hardest or most surprising part of running a family business, Kay didn’t hesitate: “Probably how easy it has been to work together. Nothing has been hard about it for us personally. Our skill sets matched pretty good.”For Tim and Kay, the past decade has been defined by collaboration, connection and community — and the next one promises more of the same.“Overall, everything we dreamed about running our own business has come true,” Tim said. “This is a great way of life.”

Why This Couple Left Corporate America to Build a Community-Focused TruBlue Business in the Town Where They Raised Their Sons

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LAKEWOOD, Colo.&nbsp;—&nbsp;<a href="https://www.weareradianceholdings.com/">Radiance Holdings</a>, the parent company of both&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the 750-unit salon suites franchise, and&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the over-90-unit luxury day spa franchise, has appointed franchise veteran&nbsp;<a href="https://www.linkedin.com/in/keith-sizemore-85992074/">Keith Sizemore</a> as its new chief development officer. With extensive experience in the franchise industry, Sizemore will support Radiance Holdings in its next phase of strategic expansion.In his new role, Sizemore will oversee the franchise development strategy for both brands, focusing on filling in key markets for&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> and accelerating growth for&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> as it approaches the 100-unit milestone. With consistent momentum in the beauty and wellness sectors and both brands seeing steady growth over recent years, Sizemore joins the brand at a pivotal time for growth.“I’m excited to join Radiance Holdings at such a momentous time in the company’s journey,” Sizemore said. “Sola Salons has built an incredible foundation with 750 locations, and now, we have the opportunity to identify key markets where we can continue strategic growth. At the same time, Woodhouse is perfectly positioned to expand and bring its one-of-a-kind model to new territories nationwide.”Prior to joining Radiance Holdings, Sizemore held leadership roles at Marco’s Pizza and Shipley Do-Nuts, where he identified high-potential markets and supported franchisee growth and success from day one.&nbsp;“Keith’s career trajectory has been impressive, and his expertise in franchise development will be invaluable as we enter this next stage of growth,” said&nbsp;<a href="https://www.linkedin.com/in/benjonessola/">Ben Jones</a>, CEO of Radiance Holdings. “His ability to identify the right markets, attract quality franchisees and drive sustainable growth will be instrumental in achieving our goals.”As Sizemore steps into his new role, the team is focused on key markets for both brands. Sola Salons is targeting expansion in high-potential markets like San Francisco, Los Angeles, Houston and Chicago, while Woodhouse is prioritizing development in major metropolitan areas like Seattle, New York City, Phoenix and Boston. Within these key markets, Radiance is looking to partner with driven, passionate franchisees who are committed to providing an exceptional experience to beauty professionals and guests in their markets and building thriving businesses in the beauty and wellness sectors.ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with 750 locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.&nbsp;ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments, and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing, and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/.">https://www.woodhousespas.com/.</a>&nbsp;

Keith Sizemore headshot, Radiance Holdings

Radiance Holdings Names Keith Sizemore Chief Development Officer

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Family has always been at the heart of everything for sisters&nbsp;<a href="https://1851franchise.com/griswold-franchise-oklahoma-city-north-manar-landis-maha-zirn-kashoor-2730454">Manar Landis and Maha Zirn-Kashoor,</a> so when they began looking for a new business venture, it only made sense that they’d do it together. Today, the pair are proud&nbsp;<a href="https://griswoldhomecarefranchise.com/">Griswold</a> franchisees, combining their complementary skills and shared compassion to make a difference in the lives of seniors and&nbsp; families in their community. For Zirn-Kashoor and Landis, the decision to go into business together was as natural as their lifelong connection.“The short answer,” Zirn-Kashoor said, “is that it’s always the right time as a family to be together. We were both in the right place to start that one.”Though life had taken them in different directions — with families, careers and homes of their own — the sisters never lost touch. “We were always in contact,” Zirn-Kashoor said. “Almost every year we saw each other. So when the idea of the business came, it was only natural that we were both ready for it and said, ‘Let’s go for it.’”That shared readiness made the decision simple: it was time to&nbsp;<a href="https://1851franchise.com/griswold/how-griswold-home-care-provided-a-more-meaningful-career-for-these-franchisees-amid-the-pandemic-2715838">build something meaningful together</a>.<h2>From Sisters to Business Partners</h2>Transitioning from family members to business partners came smoothly for the pair. “Because we know each other quite well, it came very naturally,” Zirn-Kashoor said. “We recognized my strength, her strength, where we can complement each other — and it’s working so far.”The two sisters developed a natural division of responsibilities, allowing each to focus on what she does best. That balance has only strengthened their bond. “It brought us even closer to each other,” Zirn-Kashoor said. “Usually, when you have family, each one goes to their business or work and then maybe you meet at dinner or on weekends. Now we are combining all this — we see each other even more now. It added positively to the dynamic.”<h2>Why Griswold?</h2>When it came time to choose a brand, Landis led the research — and&nbsp;<a href="https://1851franchise.com/griswold/info">Griswold</a> quickly stood out. “She asked around, looked into different franchises, and it was the reputation of Griswold,” Zirn-Kashoor said. “From the first moment we spoke with them, it felt like we were joining a family.”That sense of belonging only deepened as they met other franchisees. “They are very professional, but there is also a warm environment,” Zirn-Kashoor said. “When we met other franchisees at a couple of events, it felt like family. It just enhanced our feeling that this is the right company we want to join.”<h2>A Family-Owned Business With a Human Mission</h2>As sisters and co-owners, Zirn-Kashoor and Landis believe their family connection adds real value to how they lead their business and care for their clients. “It’s an added value to be family working together,” Zirn-Kashoor said. “We know how to divide the work, who’s responsible for what, and sometimes we combine our efforts on certain areas where we can bring an even better outcome.”That collaboration is rooted in shared purpose. For the sisters, Griswold’s mission resonated deeply. “The story of Jean Griswold is very touching and impressive,” Zirn-Kashoor said. “It’s not money-oriented — it’s very human and people-oriented. That’s what really drove us. Otherwise, any business you can start somewhere and think about profit. This is not the easiest one, but we chose it on purpose because we can relate to it … When you think about it, we are helping vulnerable people — people in need — and that’s something we are already proud of.”<h2>Building a Legacy of Care and Connection</h2>More than just a business, Zirn-Kashoor and Landis see their Griswold franchise as a legacy — one rooted in compassion and community. “We are certain that our hard work will bring very fruitful income,” Zirn-Kashoor said, “and we hope that this is the legacy we can keep as a name for us, for our children and for our family later on. There cannot be a better legacy than helping people in need and caring for the community.”Even amid the challenges of launching a business, the sisters have found unexpected joy in the journey. “The most surprising part is how much fun we are having,” Zirn-Kashoor said. “We knew we would enjoy it, but we didn’t know it would start from day one. We keep reminding each other not to forget to have fun and enjoy the journey.”

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