1851

Cedric Bridges’ journey into franchising is not a conventional one. While many entrepreneurs actively seek out franchise opportunities, Bridges was introduced to&nbsp;<a href="https://workoutanytimefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=cedric-bridges-faith-driven-franchise-journey-with-workout-anytime-2728839" target="_blank" rel="nofollow">Workout Anytime</a> through a friend and immediately felt a connection. More than just a business decision, this opportunity resonated deeply with his lifelong passion for fitness and his unwavering faith. "I felt a calling from God telling me it was time to return home to Alabama,” Bridges said. “Doors started opening that allowed me to retire from aviation, and I used part of my retirement to open a gym in Alabama.”Now, Bridges is celebrating a major milestone — his&nbsp;<a href="https://1851franchise.com/workoutanytime/info">Workout Anytime</a> gym in&nbsp;<a href="https://workoutanytime.com/calera/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=cedric-bridges-faith-driven-franchise-journey-with-workout-anytime-2728839" target="_blank" rel="nofollow">Calera, Alabama</a>, is marking its 5-year anniversary on March 5th. Opening a gym during the onset of COVID-19 posed significant challenges, but Bridges remained steadfast. His Calera location opened in March 2020, only to be shut down within weeks due to state-mandated closures. Membership numbers were initially low, but by mid-2020, things began to turn around. "We went from 100 members when we reopened in late May to about 1,700 members in less than a year," he said.&nbsp;Beyond business success, Bridges’ commitment to his community is what truly sets him apart. His gym is more than just a place to work out — it’s a welcoming space where members feel valued. From playing Christian music at a low volume to ensuring every member is greeted personally, Bridges has cultivated an environment where people feel comfortable and supported. "We work very hard to make it feel like… a family facility that you can come and feel comfortable at," he said.Looking ahead, Bridges hopes to expand his impact, not just by growing his business but by giving back in meaningful ways. He envisions partnering with local churches to provide free memberships to those struggling with health issues who cannot afford gym access. For Bridges, success is not just measured in numbers — it’s about the lives he touches. "If you have a dream, follow it. My faith in God brought me this far," he said. "It’s a grind — you get out what you put in."1851 Franchise recently sat down with Bridges to talk about his franchising journey with Workout Anytime, his upcoming 5-year milestone and the deep sense of faith and purpose that drives his decision-making. Here’s what he had to say.1851 Franchise: Can you tell us about your professional background before opening Workout Anytime in Calera and what led you to pursue this journey?Cedric Bridges: I was an aviation maintenance technician for over 35 years. I first got introduced to Workout Anytime while living in Indianapolis, Indiana, through a mutual friend I worked with. We were partners in direct marketing, selling nutritional products. One of our upline contacts visited a Workout Anytime location in Kentucky, started talking with the owner about franchising and passed along the opportunity to us. My partner and I looked into it, and it seemed like a solid investment. This was around 2015, and we decided to open a location in Indianapolis, which launched in early 2016.We successfully ran that location for about three years. Then, I felt a calling from God telling me it was time to return home to Alabama. Doors started opening that allowed me to retire from aviation, and I used part of my retirement to open a gym in Alabama. I grew up here and moved back in 2019. We opened our Calera location in March 2020, right at the onset of COVID. We were open for about two and a half weeks before Alabama shut down all gyms. It was a rough start, but we weathered the storm, and since reopening, we've been successful in maintaining a strong membership base and providing great customer service.1851: Most people decide to franchise and then start looking for a brand. It sounds like you were interested in Workout Anytime from the get-go. Does that sound accurate?Bridges: Yes. My whole life, I’ve been into physical fitness and healthy living, so when this opportunity was presented to me, it resonated immediately. My partner and I were both passionate about working out, and we saw this as something we could really enjoy doing. The biggest question was whether we could afford it financially. Everything just fell into place, and it felt like the right fit for me.1851: What initially drew you to Workout Anytime, and how did you know it was the right fit for your goals and community?Bridges: We attended a Discovery Day and visited a location. The way they structured their franchise was very appealing. At the time, neither of us wanted to quit our jobs, and Workout Anytime’s model allowed us to maintain our careers while hiring a manager to oversee daily operations. They provided strong support throughout the process, from buildout to financing, equipment and hiring. Being part of a franchise made it significantly easier than trying to start a gym on our own. We had no prior experience in brick-and-mortar businesses, so having a system in place and guidance from other franchise owners was invaluable.1851: Can you tell us a little bit about your partner? How did you guys decide to start working together?Bridges: My partner’s name is Dwayne Alexander, and he makes sure people spell it right. He owns the Workout Anytime in Noblesville, Indiana. Dwayne was instrumental in getting me involved with the brand. Like me, he was a fitness and nutrition enthusiast. We worked together in aviation, first at United Airlines, then at FedEx in Indianapolis after 9/11. We bonded over our shared Alabama roots, became good friends and, eventually, brothers in Christ. He invited me to partner with him, and that decision changed the course of my life. I had been wondering if aviation was what I wanted to do for the rest of my career, and when this opportunity came up, I knew it was the right path.1851: Reflecting on the past five years, what have been the most significant milestones or achievements for your Workout Anytime gym?Bridges: The biggest achievement was surviving COVID. Our pre-sale numbers were far below what’s typical for Workout Anytime — only around 100 members, when most locations see 500 to 800. Then, just weeks after opening, we had to shut down for two and a half months. When we reopened, there were occupancy restrictions, and we had to adjust our staffing model since 24/7 gyms required in-person staff at all times.By June or July of 2020, things started turning around. Our membership grew rapidly, and within a year, we went from 100 members to about 1,700. That was a huge accomplishment.1851: How has your gym positively impacted the Calera community? Are there any standout success stories you’d like to share?Bridges: We get a lot of compliments on the environment we've created. We’ve worked hard to make it feel like a family-friendly facility where people feel comfortable. Our staff makes an effort to greet members, get to know them by name and create a welcoming atmosphere. We play Christian music at a low volume, which many members appreciate. The supportive and friendly environment has drawn in people with similar mindsets, making the gym a truly positive space.One of our members recently told me she took a job on the other side of Birmingham, about a 25-minute drive away, but she’s staying in Calera because she doesn’t want to leave our gym. That kind of loyalty and connection speaks volumes about what we’ve built here.1851: Other than the friendly, welcoming atmosphere, what sets your Workout Anytime location apart from other gyms?Bridges: Our attention to cleanliness. Members consistently compliment how well-kept our gym is. That’s a core part of our brand — creating a safe, clean and welcoming environment. I tell my staff all the time: we don’t know what kind of day someone had before they walk in, so we want them to feel like they’re stepping into a sanctuary. Remembering members' names and providing excellent customer service makes a huge difference.1851: The fitness industry is constantly evolving. How have you adapted to these changes to keep your gym competitive?Bridges: Engagement is key. We’ve started implementing more challenges and activities to keep members motivated and help them reach their goals. We’re also focusing on expanding our presence in the community and supporting other local businesses. Social media has been a big help, and while I’m not great at it personally, I have someone who handles it for us.1851: We touched on COVID. What are some other memorable moments or challenges you’ve experienced as a franchisee, and how have those shaped your journey?Bridges: One of the biggest challenges has been staffing, especially finding personal trainers who fit our culture. We had a high turnover for nearly a year, which was frustrating. It’s tough to find the right people — you can’t really know if someone is a good fit until they start working. My wife gets emotionally attached to staff, and when things don’t work out, it’s hard on her. I try to keep a business mindset, but it’s still difficult.1851: Any plans to celebrate this 5-year anniversary?Bridges: Honestly, I hadn’t even thought about it until you mentioned it! Maybe we’ll plan an appreciation day for our members — I’ll have to talk to my wife and marketing manager about it.1851: As you celebrate this milestone, what do you see for the future of your Workout Anytime location? Any new initiatives or plans on the horizon?Bridges: I’d love to expand, but we don’t have room right now unless a neighboring space opens up. Beyond that, we want to increase our community involvement. One idea I have is partnering with local churches to offer free memberships to people struggling with health issues who can’t afford a gym.1851: Is there anything else about your story that you want people to know?Bridges: If you have a dream, follow it. My faith in God brought me this far. I had no prior business experience, but I surrounded myself with people who were smarter than me and learned from them. It’s a grind — you get out what you put in. This never feels like a job to me. Aviation was a job; this is my passion. If you’re getting into franchising just for the money, it’s not going to work. You have to truly care about it.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/workoutanytime">https://1851franchise.com/workoutanytime</a>.ABOUT WORKOUT ANYTIME*:Atlanta-based Workout Anytime is a 24-hour, seven-day-a-week fitness concept with over 200 units across the U.S. Founded by fitness veterans John Quattrocchi and Steve Strickland, the company was formed to provide members with first-class fitness facilities at the lowest cost possible while delivering a profitable and affordable business model to franchisees. Built on the founders’ motto of “think big, keep it simple and do it with integrity,” Workout Anytime is preparing for significant expansion into new territories across the U.S. and Central America by providing opportunities to business-minded entrepreneurs. Franchise opportunities are available, and more information can be found on&nbsp;<a href="http://workoutanytimefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=cedric-bridges-faith-driven-franchise-journey-with-workout-anytime-2728839" target="_blank" rel="nofollow">http://workoutanytimefranchise.com/</a>.

franchisee spotlight graphic with photo of Cedric Bridges and Workout Anytime logo

Workout Anytime Franchise in Calera, Alabama, Celebrates 5 Years of Faith and Community

1851 Franchise

Bridges' Workout Anytime gym in Calera, Alabama, is celebrating its 5-year anniversary, highlighting his faith-driven journey, resilience through COVID-19 and his impact on the community.

Cedric Bridge’s Faith-Driven Franchise Journey With Workout Anytime

cedric-bridges-faith-driven-franchise-journey-with-workout-anytime

urSwim

urSwim Reimagines Water Safety With Flexible Home-Based Lessons and Professional Aquatic Management

urswim-at-home-swim-lessons-lifeguard-services

image of USwim Franchise working with children

Scaling Beyond the Splintered Status Quo: How urSwim Is Consolidating the $9 Billion Swim Education Industry with an Asset-Light Model

urswim-franchise-asset-light-swim-education-growth

Sola Salons

Sola Salons Veteran Franchisee Opens System’s Largest Location With 100+ Suites

largest-location-minneapolis

Urban Bird Hot Chicken

Why Urban Bird's Commitment to Quality is Fueling its Rise in the Craveworthy World of Hot Chicken

urban-bird-hot-chicken-franchise-consumer-positioning

Urban Bird Hot Chicken Is What Happens When Real Franchise Operators Build the Brand They Always Wanted to Buy

urban-bird-hot-chicken-franchise-opportunity

Buying a Franchise Masterclass

 Franchise Opportunities

Get Support Buying a Franchise

How to Buy a Franchise White Paper

How to Buy a Franchise

How to Sell Franchises

How to Grow a Franchise

Find a Franchise Supplier

1851 Franchise Opportunities

Franchisor News

Franchisor Power Rankings

FranCamp Mastermind Summit

Franchise Development Website Builder

Franchise Resources

The Top 10 Low-Cost Franchises With High ROI 

Website Awards

Power Rankings

About 1851

Advertise on 1851

Contact 1851 Editorial

Terms of Use

1851 Login

GROWTH CLUB LOGIN

facebook

instagram

twitter

linkedin

youtube

Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

kevin-hart-is-the-latest-celebrity-to-enter-the-franchising-game

Driven Brands IMO Sale - Franchise Equity Partners - 1851 Franchise Agg

Driven Brands Sells IMO, Doubles Down on Take 5 and Franchise Portfolio

driven-brands-imo-sale-franchise-equity-partners

Authority Brands Closes Out 2025 With Strong Franchise Growth

Authority Brands Closes Out 2025 With Strong Franchise Growth, Building on a Three-Year Acceleration in New Franchise Owners and Territories  

authority-brands-2025-franchise-growth

Buddy's Home Furnishings Acquisition - Skyline Investors - 1851 Franchise

Buddy’s Home Furnishings Deal Signals More Private Equity Interest in Franchise Retail

buddys-home-furnishings-acquisition-skyline-investors-private-equity

WellBiz Brands Acquired by Transom Capital, Backing the Platform’s Next Stage of Expansion

wellbiz-brands-acquired-by-transom-capital-backing-the-platforms-next-stage-of-expansion

For 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino 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?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost 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.&nbsp;

Former Project Manager and Executive Assistant Swaps Corporate Life for Fresh Coat Painters Ownership

former-project-manager-and-executive-assistance-swaps-corporate-life-for-fresh-coat-painters-ownership

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.”

Why Two Sisters Chose Now to Build a Purpose-Driven Home Care Business With Griswold

why-two-sisters-chose-now-to-build-a-purpose-driven-home-care-business-with-griswold

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

why-this-couple-left-corporate-america-to-build-a-community-focused-trublue-business-in-the-town-where-they-raised-their-sons

Twin brothers&nbsp;<a href="https://www.youtube.com/watch?v=W-VKBlQiiWI">Stephen and Matthew Westerman</a> have spent their entire lives building things together — from homes in high school with their father to managing&nbsp;<a href="https://franchise.twomenandatruck.com/">TWO MEN AND A TRUCK&nbsp;</a>locations to running a bathroom remodeling business. Now, the brothers are turning the page to their next chapter: opening a&nbsp;<a href="https://franchise.twomenandajunktruck.com/">TWO MEN AND A JUNK TRUCK</a> franchise in Fort Walton Beach, Florida. With deep operational experience and a shared entrepreneurial spirit, they’re bringing trusted junk removal services to the Gulf Coast — and building a family-owned business that reflects years of teamwork and trust.<h2>Finding the Right Time — and the Right Partner</h2>The Westermans’ journey into franchising was a natural evolution of a lifetime spent working side by side.“We’re twin brothers — grew up together, been best friends our whole life and share most of our life experiences,” Stephen said. “We went into business together 12 or 13 years ago, starting with a bathroom remodeling business. We were looking for areas to explore and started looking into TWO MEN AND A JUNK TRUCK. We’ve been working together our whole lives — we both went to college at the same time.”“We always wanted to work together, and that really started back in high school when we were building houses with our dad,” Matthew said. “After we got separate jobs post-college, we decided we really wanted to open a business together.”That shared foundation made launching a new venture together feel like the natural next step — not just as brothers, but as equal partners ready to build something lasting.<h2>From Movers to Owners</h2>Both Stephen and Matthew got their start in franchising years ago with&nbsp;<a href="https://1851franchise.com/twomenandatruck/info">TWO MEN AND A TRUCK</a>, where they gained firsthand experience in every role from movers to general managers.“We both got our master’s degrees and ended up getting jobs as movers at TWO MEN AND A TRUCK,” Stephen said. “We worked with them while getting our degrees — did that for about two years — and eventually moved through almost all the positions at that location, up to general managers. We stayed there until we opened our bathroom remodeling business. We always liked the franchise system with that brand. When we decided we wanted to add another business line, we didn’t immediately think of franchising, but we were open. When we realized there was a junk franchise connected, we thought it might be the right concept.”That experience taught them how to lead, how to serve customers and how to operate efficiently — lessons that they’re now carrying into their own&nbsp;<a href="https://1851franchise.com/choosing-the-right-franchise-for-your-family-2727865">family-run franchise</a>.<h2>Why TWO MEN AND A JUNK TRUCK?</h2>The decision to join TWO MEN AND A JUNK TRUCK was fueled by familiarity, trust and confidence in the team behind the brand.“What sold us on this franchise was our experience with TWO MEN AND A TRUCK,” Stephen said. “We were already really drawn to the junk industry, and when we saw that TWO MEN was behind this too, we knew they had the strength of the corporate office. Once we saw the team behind it, we realized it was a really brilliant team for support, and that made us a lot more comfortable moving forward.”For the Westermans, franchising with a brand they already knew and believed in provided the perfect blend of independence and structure — giving them the support they needed to launch confidently while allowing them to build something of their own.<h2>Family-Owned and Built on Shared Values</h2>Working together as twin brothers has helped the Westermans naturally divide responsibilities and lean into their strengths. Their mutual trust makes decision-making simple and collaboration second nature.“We’ve been working together our whole lives,” Stephen said. “We know how to play to each other’s strengths and stay focused on the same goals.”Their family dynamic also shapes how they lead their team and serve their customers. By modeling teamwork, communication and respect, they’re building a company culture that reflects the same values they were raised with. “Our intention is to turn this into a multi-million dollar franchise,” Stephen said. “But our most important goal is just customer service — to serve the Gulf Coast and help remove stress from people’s lives by removing the junk in their spaces.”“Our end goal would be sweeping the Gulf Coast — that would be about three franchises total,” Matthew said.<h2>Building a Family Legacy</h2>While their new Fort Walton Beach location marks the beginning of this business venture, it’s also a continuation of a lifelong partnership — one rooted in family, ambition and shared purpose.“Life is risky,” Stephen said. “Don’t be afraid of risk. The only real risk in life is taking no risk at all.”For the Westerman brothers, taking this leap together is about more than business ownership — it’s about carrying forward the lessons they’ve learned, the values they share and the legacy they’re building as a family.&nbsp;

Why Two Brothers With a Lifetime of Building Together Chose Now to Launch a TWO MEN AND A JUNK TRUCK Franchise

why-two-brothers-with-a-lifetime-of-building-together-chose-now-to-launch-a-two-men-and-a-junk-truck-franchise

<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

do-you-qualify-a-look-at-the-chick-fil-a-franchise-requirements

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? A Guide for Prospective Franchise Owners

how-much-can-franchisees-make-a-guide-expert-tips

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

keith-sizemore-radiance-holdings-cdo

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

callaway-sells-majority-stake-in-topgolf-to-private-equity-for-770-million

Cedric Bridge’s Faith-Driven Franchise Journey With Workout Anytime

MORE STORIES LIKE THIS