2026 Top Franchise Sales Leaders: Colette Bell, VP of Franchise Development for Ace Handyman Services

Franchise Sales Leader: Colette Bell

Brand: Ace Handyman Services

Colette Bell, vice president of franchise development at Ace Handyman Services, has spent her whole career on a single concept. She and her husband, Andy, started a handyman company in Denver in 1998 to take on the small household repairs that specialty contractors kept turning down. They grew it to six locations, then franchised it as Handyman Matters in 2001.

Ace Hardware acquired the brand in September 2019 and rebranded it as Ace Handyman Services. Bell stayed in development. The system carried 119 territories at the time of the acquisition and now operates close to 400 across 48 states.

Bell spoke with 1851 Franchise about how the franchise sales process has changed and what emerging brands can learn from her experience. 

1851 Franchise: Can you tell us about your background and how you entered the franchise world?

Colette Bell: My career started when my husband and I created a handyman business to meet our career and lifestyle needs back in 1998. We found franchising and learned it could help us scale and grow the business with local owners and their capital. We franchised the original business in 2001, then were acquired by Ace Hardware in 2019 and rebranded. The best part is that we are finishing our seventh year under Ace Hardware and my husband is still the CEO and I've remained in the development department.

Over the years, I've worked closely with franchise candidates, franchisees and leadership teams, giving me a broad perspective on what drives successful development. What continues to inspire me is that every franchise sale represents more than a transaction. It's often a life-changing career decision for an individual or family, and that responsibility shapes how I approach franchise development every day.

1851: The franchise buyer has changed dramatically over the past few years. What are the biggest shifts you're seeing in today's candidates, and how has your sales approach evolved to meet them?

Bell: Today's franchise candidates are more informed, more analytical and more intentional than ever before. Many enter the process after completing extensive online research, speaking with existing franchisees and comparing multiple brands before their first conversation with a development representative. We're also seeing candidates place greater emphasis on lifestyle alignment, operational support, culture and long-term scalability rather than focusing solely on financial performance. They want to understand not just how to succeed, but how the business fits into their personal and professional goals.

As a result, our approach has become more consultative. Rather than selling a franchise, we focus on helping candidates determine whether the opportunity is truly the right fit. That means providing transparency, sharing relevant information early and creating meaningful conversations that help candidates make confident decisions.

1851: What do you believe separates the highest-performing franchise sales organizations from those that struggle to consistently attract qualified franchisees?

Bell: The most successful franchise development organizations prioritize quality over quantity. They clearly understand their ideal candidate profile and build systems to attract, educate and qualify the right people. Top-performing teams are highly aligned with operations, marketing and franchise support. They don't make promises that operations cannot deliver, and they consistently communicate the realities of ownership. That alignment creates a stronger candidate experience and ultimately produces better franchisees.

Organizations that struggle often focus too heavily on lead volume or short-term growth goals. Sustainable franchise development is built on attracting candidates who are a strong cultural and operational fit for the brand, not simply filling territories.

1851: Trust has become one of the biggest factors in franchise recruitment. How does your team build credibility with candidates throughout the discovery process, and what mistakes do you see brands making?

Bell: Trust starts with transparency. We believe candidates deserve a realistic picture of the opportunity, including both the benefits and the challenges of franchise ownership. Our role is to educate and guide, not persuade. We build credibility by providing clear expectations, encouraging candidates to speak extensively with existing franchisees, sharing meaningful performance information where appropriate, and maintaining consistent communication throughout the process. We want candidates to feel informed and empowered at every stage.

One of the biggest mistakes brands make is trying to accelerate the process before they've built enough trust. Candidates can quickly recognize when a conversation feels transactional. Brands that focus exclusively on closing deals often create future challenges in franchisee satisfaction and retention. Strong development organizations understand that trust drives both recruitment success and long-term franchise performance.

1851: What advice would you give an emerging brand looking to accelerate development without sacrificing franchisee quality?

Bell: Focus on building the right franchise system before focusing on rapid expansion. The strongest brands understand that sustainable growth comes from franchisee success. Invest in operational support, training, technology, marketing and franchisee onboarding before aggressively pursuing unit sales. When franchisees succeed, they become your most powerful validation tool and your best source of future development momentum.

Every great franchisee had help buying a franchise. Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit www.1851growthclub.com and start your journey.