1851

The <a href="https://www.wbu.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=david-saidnawey-takes-home-wild-birds-unlimiteds-franchisee-honor-award-at-the-premier-birding-and-backyard-nature-brands-enterprise-leadership-conference-2711163" target="_blank" rel="nofollow">Wild Birds Unlimited</a> Franchisee Honor Award is the highest accolade given to a franchise store owner. Recipients epitomize what the birding and nature retail brand is all about; that is, the <a href="https://1851franchise.com/wildbirdsunlimited/how-wild-birds-unlimited-helps-franchisees-build-a-business-to-be-proud-of-2707849">passion for backyard bird feeding and making a difference in one’s local community</a>. This June, the Franchisee Honor Award was presented to <a href="https://1851franchise.com/wildbirdsunlimited">Wild Birds Unlimited</a>franchisee<a href="https://middletown.wbu.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=david-saidnawey-takes-home-wild-birds-unlimiteds-franchisee-honor-award-at-the-premier-birding-and-backyard-nature-brands-enterprise-leadership-conference-2711163" target="_blank" rel="nofollow">David Saidnawey of&nbsp;Middletown, New Jersey</a> at the brand’s Enterprise Leadership Conference in Grand Rapids, Michigan. Saidnawey opened his store in Red Bank, New Jersey in 2003 and moved the store to Middletown, New Jersey in 2014.&nbsp;“David portrays the enterprise leader’s mindset—to serve not only themselves, but also the larger enterprise of Wild Birds Unlimited,” said Paul Pickett, Chief Development Officer of Wild Birds Unlimited. “Such leaders know that the larger enterprise of Wild Birds Unlimited serves them in ways that enable them to succeed better than if they were not part of the organization.”Saidnawey has long been highly involved with the WBU system, consistently working to build relationships with his fellow peers as a mentor. He is a communications committee member—a role through which he has been involved in revamping the brand’s intranet and testing peer-to-peer group communication therein—as well as the leader of a certified training store.&nbsp;Saidnawey was also part of WBU’s Genesis Performance Group, WBU’s peer-to-peer mentoring network between store owners. He has also provided suggestions for enhancements to the company’s Online WBU Learning (OWL) training modules.&nbsp;Pickett isn’t the only member of Wild Birds Unlimited who felt Saidnawey was worthy of this year’s Franchisee Honor Award. Several franchisees who have worked with Saidnawey in the past have truly enjoyed those moments as well.&nbsp;“When I was first invited to join the Genesis Performance Group, I had no idea how I would fit in with these stores who had been part of the franchise for many years,” said WBU franchisee&nbsp;<a href="https://1851franchise.com/wildbirdsunlimited/wild-birds-unlimited-franchisee-barb-whipkey-is-building-community-through-education-starting-with-advocating-for-the-business-opportunity-in-her-rural-area-2710451">Barb Whipkey</a>. “A few hours later, my phone rang and it was David, who I had never spoken with. He called to explain what the group was all about and it put my mind at ease. From that day on, I've had his number on speed dial and know that I can always count on him to make the day brighter."Susan Maranhao of Sudbury, Massachusetts is one of the founding members of the Genesis Performance group. Of Saidnawey’s contribution, Maranhao said, “David was always the voice of reason for the group.”By leading a certified training store, Saidnawey has also helped several franchisees, including Lisa Herman of Cherry Hill, New Jersey, with getting their business off the ground. (New franchisees are required to spend one week in a certified training store, working with and shadowing owners and staff members.)"David runs the store I was trained in and he was very generous with his knowledge and continued support,” said Herman. “This generosity has continued in the years since and is evident in his role as our regional FAC representative. David is a role model for any of us who are interested in improving our businesses while also helping the franchise and fellow store owners to be successful. He gets involved, learns from each experience and shares his opinions in a balanced and constructive manner at all times."&nbsp;As Herman alluded to, Saidnawey was elected to the WBU Franchise Advisory Council (FAC) in 2016 and served as Chairperson for the 2017–2018 term.“A critical role of the FAC Chairperson is to facilitate an agenda packed full of relevant topics; manage presenters' time; and hear attendee comments in our short two-and-half-day format,” said Pat Perkinson, Chief Operating Officer for Wild Birds Unlimited. “David was an exceptional leader in this role, as he managed to allow everyone in the room to speak their mind while respectfully and professionally keeping them on track. David made it a point to include everyone, give them a voice in the process and graciously thank them for their input.”&nbsp;Indeed, when it comes to making sure everyone has a voice and feels listened to, Saidnawey steps up.“David’s mantra has always been, ‘Don’t forget we need to communicate,’ and he definitely has continued to do so,” said Perkinson. “David organized follow-up webinars with his region to loop them in to what was discussed at the FAC meetings. He also facilitated a Northeast Regional owners meeting that has been taken up and repeated by his peers.”&nbsp;Aside from the support he provides other franchisees, Saidnawey is a very active member in his community.&nbsp;“He knows his customers interact with him in many ways both inside and outside the store,” said Pickett. “David has <a href="https://tworivertimes.com/how-to-help-the-birds-feather-their-nests/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=david-saidnawey-takes-home-wild-birds-unlimiteds-franchisee-honor-award-at-the-premier-birding-and-backyard-nature-brands-enterprise-leadership-conference-2711163" target="_blank" rel="nofollow">written several articles</a> for the Home and Garden edition of a local publication The Two River Times.&nbsp;David also partners with a local elementary teacher to <a href="https://patch.com/new-jersey/middletown-nj/calendar/event/20190430/545325/wild-birds-unlimited-get-to-know-your-native-birds?utm_source=1851franchise.com&utm_medium=article&utm_campaign=david-saidnawey-takes-home-wild-birds-unlimiteds-franchisee-honor-award-at-the-premier-birding-and-backyard-nature-brands-enterprise-leadership-conference-2711163" target="_blank" rel="nofollow">educate kids on the hobby of bird watching </a>and has helped to create a local nature habitat at the school. In fact, the class recently participated in the <a href="https://www.wbu.com/birdspotter/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=david-saidnawey-takes-home-wild-birds-unlimiteds-franchisee-honor-award-at-the-premier-birding-and-backyard-nature-brands-enterprise-leadership-conference-2711163" target="_blank" rel="nofollow">Project&nbsp;FeederWatch</a>contest.”Saidnawey’s community involvement extends even further thanks to a partnership with the <a href="https://www.monmouthcountyparks.com/Fall-PPG-2018-Web.pdf?utm_source=1851franchise.com&utm_medium=article&utm_campaign=david-saidnawey-takes-home-wild-birds-unlimiteds-franchisee-honor-award-at-the-premier-birding-and-backyard-nature-brands-enterprise-leadership-conference-2711163" target="_blank" rel="nofollow">Monmouth County Park System</a> whereby he helps oversee the system’s bluebird trail. He also maintains window feeders at the Middletown Public Library and provides content for adult and children's programming there.“David is a great representation of Wild Birds Unlimited,” said Pickett. “We couldn’t be more proud of what he has accomplished thus far and can’t wait to see what the future still holds for him as a franchisee.”&nbsp;

David Saidnawey Takes Home Wild Birds Unlimited’s ‘Franchisee Honor’ Award at the Premier Birding and Backyard Nature Brand’s Enterprise Leadership Conference

1851 Franchise

Considerable involvement across the franchise system and continued community support are just some of the attributes that led to this honor for one franchisee. 

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

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Jersey Mike's Takes First Steps Towards Initial Public Offering

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Prince St. Pizza Partners With Dave’s Hot Chicken Franchisee for National Growth

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units

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After losing his corporate job, Don Bosko convinced Beef ‘O’ Brady’s founder to take a chance on him and helped turn a single restaurant into a scalable franchise model.

30 Years of Beef ‘O’ Brady’s: How This Franchise Owner Turned His Family’s Favorite Restaurant Into a Multi-Generational Career 

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<a href="https://www.linkedin.com/in/john-bailey">John Bailey</a> has spent most of his career figuring things out as he goes. He started in the automotive industry, where he worked for more than 20 years, before teaming up with his brother to run a home renovation business. When the 2009 recession forced that business in a new direction, he took it as an opportunity to go out on his own. He wasn’t just looking for another job. He wanted something stable, something with a recognizable name behind it and a system he didn’t have to build from scratch. That search led him to&nbsp;<a href="https://franchise.twomenandatruck.com">TWO MEN AND A TRUCK®</a>, the international, full-service franchised moving company.Sixteen years later, that decision has grown into a five-location operation serving Midtown, Downtown, the Beaches, Thornhill and Vaughan. Bailey runs his teams with a simple mindset: He treats his movers like athletes and puts a heavy emphasis on showing up for customers the right way every time. It’s a big reason why most of his business now comes from referrals. Today, his crews handle everything from everyday family moves to high-profile clients like the Toronto Raptors and the Toronto Maple Leafs, while still staying involved in the community through efforts like<a href="https://twomenandatruck.ca/movers-for-moms-program">&nbsp;Movers for Moms®</a>.1851 Franchise sat down with Bailey to discuss his journey as a business owner with&nbsp;<a href="https://1851franchise.com/twomenandatruck">TWO MEN AND A TRUCK</a>. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?John Bailey:&nbsp;I am 63 years old and live in the Scarborough area of Toronto. We opened our TWO MEN AND A TRUCK location at 153 Bridgeland Avenue 16 years ago, and we are moving into our 17th year soon. We run a very team-oriented company culture, and I actually see our business as a sports franchise. Our movers are essentially athletes who lift and move furniture all day.1851: What did you do before franchising, and how did you decide franchising made sense for you?Bailey:&nbsp;Prior to franchising, I worked in the automotive industry for 21 years. After that, I was involved in a home renovations business with my brother, which eventually grew to serve all of Ontario and Alberta. Around 2009, the recession led to a shift in that home renovations business, so I decided to pursue a different direction. I wanted to do my own thing, separate from working with my brother, so I started with one TWO MEN AND A TRUCK franchise and have since expanded to five units.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Bailey:&nbsp;I initially viewed franchising as just buying into an established brand and system, noticing that many large businesses like McDonald’s and Tim Hortons operate that way. Now that I am in it, I highly recommend becoming a franchisee because of the incredible support system available when challenges arise. However, I want people to know that a good brand does not automatically run itself. Starting a new business requires immense effort and hard work; you have to be actively involved in making it grow.1851: What made you pick this brand? What excites you most about this company?Bailey:&nbsp;I chose TWO MEN AND A TRUCK for the stability and the support system it provides, allowing for communication and problem-solving with other individuals in the system. It has a great brand name, but a key reason for selecting this brand specifically was the ability to work on the business rather than in it. I am most excited by the corporation’s genuine care for its franchisees and their desire for everyone to succeed and achieve a better quality of life.1851: What do you hope to achieve with your business? What are your plans for growth?Bailey:&nbsp;I aim for continued growth and financial stability in my business, and I would be interested in acquiring more territories if they become available. Culturally, my goal is to always exceed customer expectations and create “raving fans” rather than just satisfied customers. That commitment to service has resulted in a consistently high referral rate that often exceeds 96% every year.1851: Is there anything else about your story you want us to know?Bailey:&nbsp;We do a lot of exciting commercial work, maintaining contracts with high-profile clients like the Toronto Raptors and the Toronto Maple Leafs. We handle complex, last-minute moves, like shipping a player’s belongings from Florida to Sacramento during the pandemic, which really demonstrates our commitment to finding solutions for any problem. We are also heavily involved in charity events, including the annual&nbsp;Movers for Moms initiative, and for the last five or six years, we have coordinated Christmas shoebox deliveries for women in shelters and in abusive relationships across Toronto.1851: What advice do you have for other people thinking about becoming franchise owners?Bailey:&nbsp;New owners must be ready to work hard and stay closely involved in the business, especially in the early stages. I have always believed in being available when needed, and I still share my cell phone number for direct contact. Hard work is a big part of success.ABOUT TWO MEN AND A TRUCK:TWO MEN AND A TRUCK is an international, full-service franchised moving company with more than 430 locations and 3,000 trucks operating in 48 U.S. states in addition to Canada, Ireland, and the UK. Each location is independently owned and operated, and together, the TWO MEN AND A TRUCK network has performed more than 10 million moves since its inception in 1985. The moving company has been in Canada for the past 20 years, and more than 30 franchise locations are operating within Canada. In 2024, the Canadian locations moved 26,000 customers while maintaining a 95% referral rating, living up to the brand’s tagline as the Movers Who Care®.&nbsp; TWO MEN AND A TRUCK offers comprehensive home and business moving services, professional packing and unpacking, and storage and junk removal services.

image of franchisee John Bailey Two Men and a Truck owner from toronto 

After losing a business in the 2009 recession, Bailey found a new path, and sixteen years in, his leadership and commitment to service continue to shape the way he runs and grows his business.

 How John Bailey Rebuilt After the Recession and Grew to Five TWO MEN AND A TRUCK® Locations

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Based in Sumter, South Carolina,&nbsp;<a href="https://www.linkedin.com/in/jason-dubose-sphr-shrm-scp/">Jason DuBose</a> has built his career on a simple philosophy: people’s stories matter. Having navigated the complexities of caring for his own parents and now supporting his mother-in-law, DuBose is turning his dedication to service into a business with&nbsp;<a href="https://www.griswoldcare.com/">Griswold</a> to provide reliable in-home care to families in South Carolina.Today, after officially opening his doors in March 2026, DuBose serves six counties, including Sumter and Kershaw. His mission is fueled by the faces he saw while responding to welfare checks as a volunteer firefighter — people who just needed a helping hand to stay safe at home. By combining his HR expertise with a genuine love for people, DuBose is proving that the best business owners aren’t just managers; they are our neighbors who care.DuBose sat down with 1851 Franchise to discuss his whirlwind transition from the beauty industry to home care and why he’s ready to “pound the pavement” for the people of South Carolina. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Jason DuBose: I’m a proud Texan by birth, but South Carolina has been home since my youth. My father was in the Air Force, which is how we came to Sumter. This is where I met my wife, Tracy. I was actually her first kiss in middle school! We’ve been together for nearly 30 years and married for over 20, and our 18-year-old son, Mason, graduates from high school this year.Family is the center of my universe. Between Tracy and me, we have one surviving parent, her mother, Pailyn. She goes by Lyn and is just about the sweetest, toughest little old lady I’ve ever met. She’s survived multiple bouts of cancer and still manages a koi pond and four big rescue dogs. Being her support team is an example of exactly what Griswold is about.1851: What did you do before franchising, and how did you decide franchising made sense for you?DuBose:&nbsp;I spent almost 30 years in human resources across a wild range of industries, everything from timber processing and meatpacking to my last role in the "clean and conscious" beauty space.I'd always thought about maybe starting a business of my own, but the moment actually kind of came through volunteering. I went through rookie school to become a volunteer firefighter at age 50. While out on calls, I kept seeing seniors struggling with falls, welfare checks and other situations where they simply needed help. I looked at various service brands, but home care was the only thing that touched me personally.1851: What was your perception of franchising before becoming a franchisee, and what do you want people to know about franchising now that you are in it?DuBose:&nbsp;I don’t think a lot of people realize that two out of three businesses they pass on the road are actually franchises. I knew I wanted to build something, but I didn’t necessarily have a unique idea in mind. Franchising offered a proven system I could get behind.Now that I’m in it, I realize how much the new owner perspective matters. During my research, I specifically asked to talk to people who had been in business for less than six months. Hearing about their current pain points, the startup challenges, was much more relevant to me than talking to someone ten years in. It prepared me for the reality of the daily grind.1851:&nbsp;What made you pick this brand? What excites you most about this company?DuBose:&nbsp; It started with a social media outreach from Griswold. The team was infectious. They didn't just talk about numbers. They related everything back to me as a person and my family.What excites me is my cohort of fellow new owners. We have an open chat running constantly, where we celebrate a win or share advice on everything from hiring to growing the business. Having this tether to a group of people going through the exact same whirlwind is a godsend.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;DuBose:&nbsp;I hope that we can do a lot of good first and foremost. If we're doing it right, and this is one of the big takeaways I took from the training with Griswold, we're not recreating the wheel. People have been providing care to their loved ones and others for thousands of years. I just want to do the small things incrementally better than everyone else.&nbsp;1851:&nbsp;Is there anything else about your story you want us to know?DuBose:&nbsp;Starting this business has been a whirlwind. I’m a high-energy person, and I’ve realized that while I’m blessed to be on this journey, I have to stay grateful and grounded. I want people to know that I’m not just running a business, I’m one of their neighbors.&nbsp;1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?DuBose:&nbsp;You have to believe in something to be able to promote it, otherwise it shows all over your face. Also, do your research on the logistics. I wish I’d had a deeper understanding of the ROBS funding process before I started. Most importantly, find a brand that fits you. When things get tough, that personal connection to the work is what keeps you moving forward.ABOUT GRISWOLD:With over 200 locations across 30 states, Griswold is one of the country’s top home care companies, providing and referring professional, compassionate Caregivers around the clock. Griswold’s “Live Assured” promise gives both clients and their loved ones peace of mind, so they can live without the weight of worry. Griswold helps adults maintain quality of life despite advanced age, onset of illness, or post-surgery recovery through services including companion care, home services, personal care and respite care. Founded by the late Jean Griswold in 1982, the company has maintained its founder’s profound sense of empathy for older and disabled adults and those living with chronic conditions. Griswold has been recognized as one of the top 500 franchises in Entrepreneur’s 2026 Franchise 500® and named a 2023, 2024 and 2025 Best of Home Care® Endorsed National Provider. For more information, visit&nbsp;<a href="http://www.griswoldcare.com">www.GriswoldCare.com</a> or call 215.402.0200.

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After responding to welfare checks as a volunteer firefighter and navigating care for his own family, Jason DuBose opened Griswold to help seniors remain safe at home in Sumter and beyond.

Driven by a Heart for Service, One South Carolina Entrepreneur Turns to Griswold After 30 Years in HR

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image of sweta goyal, puneet mittal, mamta singhal, rajneesh signhal from paris baguette from texas

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

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

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

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JEI Learning Center Franchise Deep Dive 2025 - 1851 Franchise

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David Saidnawey Takes Home Wild Birds Unlimited’s ‘Franchisee Honor’ Award at the Premier Birding and Backyard Nature Brand’s Enterprise Leadership Conference

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