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For&nbsp;<a href="https://www.linkedin.com/in/elimcohen/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=eli-cohen-laynes-chicken-fingers-texas-2730731" target="_blank" rel="nofollow">Eli Cohen</a>,&nbsp;<a href="https://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=eli-cohen-laynes-chicken-fingers-texas-2730731" target="_blank" rel="nofollow">Layne&#x2019;s Chicken Fingers*</a> represents more than just a restaurant — it’s the foundation for his next great venture and an extension of C5’s mission to&nbsp;build enduring, high-performing businesses through disciplined growth, great leadership and strong local teams.&nbsp;Drawn by Layne’s leadership, simplicity and scalability, Cohen and his team plan to develop 40 locations over the next decade across West Texas, San Antonio and the Coastal Bend — bringing the Soon to be Famous™ concept to new communities throughout the region.1851 Franchise spoke with Cohen to learn more about his background, his path to Layne’s and his vision for C5 Restaurants.1851 Franchise: Frame your personal story for us. What do you want us to know?Eli Cohen:&nbsp;Getting into QSR franchising is really my second act — and it’s been an exciting evolution. I built my first career in commercial real estate, co-founding a firm that acquired and operated more than $600 million in multifamily properties across the country. As the market matured and returns compressed, I started looking for my next challenge — something that combined entrepreneurship, operations and real estate.That search led to the restaurant industry and the formation of C5 Restaurants, our operating platform. I targeted the acquisition of the top-performing Fazoli’s franchise group in West Texas specifically because of the exceptional team in place — experienced operators with the capability and desire to grow well beyond those six locations.What drew me to QSR is that it still scratches the same itch I’ve always loved — every new restaurant is also a real estate deal. Developing 40 Layne’s locations over the next decade means 40 great projects to bring to life, and that part of the process is a lot of fun for me. Layne’s Chicken Fingers became the natural next step: a Texas-born brand with strong leadership, simple operations, and a culture that fits perfectly with how we build teams.1851 Franchise: 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?Cohen:&nbsp;Early on, I viewed franchising primarily as a real estate and investment vehicle — a way to own great locations and benefit from proven systems. But after stepping into the business, I’ve come to appreciate how powerful the model can be when it’s built around the right people.At C5 Restaurants, we see franchising as a platform to scale exceptional operators — not just a brand replication exercise. When a franchisor has a strong culture and a clear playbook, it allows local teams like ours to focus on execution, leadership and community impact. That combination of structure and autonomy is what makes the model work.1851 Franchise: What made you pick this brand? What excites you most about this company?Cohen:&nbsp;I met with a lot of different brands, but Layne’s stood out immediately. There’s tremendous momentum in the chicken category, and I wanted a concept that could grow meaningfully across our Texas markets — West Texas, San Antonio and the Coastal Bend. But beyond the product and market opportunity, it really came down to the people.The Layne’s leadership team felt like true partners from day one. They’re smart, grounded and focused on sustainable growth. I also love the simplicity of the menu — it’s delicious, operationally clean and designed to scale. The economics work, the prototype is efficient, and the team has a disciplined approach to site selection and development.One thing that really impressed me was their willingness to say no. I brought them a ground-up site that looked great on paper — high visibility, strong traffic counts — but they turned it down because it wasn’t the right trade area. That level of discipline and long-term thinking is rare, and it reinforced that we were partnering with the right brand.For us at C5, Layne’s is more than a brand — it’s a platform to build great teams and great communities across South and West Texas.1851 Franchise: What do you hope to achieve with your business? What are your plans for growth?Cohen:&nbsp;Our goal with C5 is to build a platform with real scale. We’re developing 40 Layne’s Chicken Fingers locations over the next decade, starting in West Texas and expanding through San Antonio, Corpus Christi and surrounding markets. Each region has strong demographics, steady growth and plenty of room for a Texas-born brand like Layne’s to thrive.We’re building a business designed for longevity — not just rapid unit growth. That means investing early in leadership, systems and infrastructure that can support dozens of restaurants efficiently. We already have a seasoned team in place with decades of experience operating high-volume restaurants, and that allows us to grow aggressively while maintaining quality and consistency.The long-term vision is to make C5 one of the leading multi-unit operators in Texas — a company known for building great teams and running great brands at scale.1851 Franchise: Is there anything else about your story you want us to know?Cohen:&nbsp;The most important part of what we’re building is the people behind it. We have an incredibly experienced team in Texas — operators who’ve been together for decades and know how to run great restaurants. They’re the reason we can grow with confidence.When I bought the Fazoli’s business, I wasn’t just acquiring restaurants — I was partnering with a team that had the talent and drive to build something much larger. That same group is now helping lead our Layne’s development under C5 Restaurants, and we’re continuing to add new talent as we expand. At the end of the day, great brands are built by great people, and we’re fortunate to have both.1851 Franchise: What advice do you have for other people thinking about becoming franchise owners?Cohen:&nbsp;Talk to as many franchisees as you can. You learn a lot from hearing directly from the people already running the business day to day — what’s working, what’s challenging and how the franchisor supports them. When I was evaluating different brands, that part of the process told me almost everything I needed to know.Every single Layne’s franchisee I spoke with not only called me back but was genuinely enthusiastic about the brand and the leadership team. That kind of culture doesn’t happen by accident. It’s a good reminder that you’re not just buying a franchise — you’re joining a system. Make sure it’s one where people are happy to be part of it.ABOUT LAYNE'S CHICKEN FINGERSFounded in 1994 in College Station, the original location became a Texas A&amp;M legend known for its small-town charm, friendly service, iconic chicken fingers and secret sauce. While opening corporate locations across the Dallas-Fort Worth area, the leadership team focused on fine tuning its operations and starting to franchise.&nbsp;&nbsp;Franchise opportunities range from $451,500 to $1,050,000 with different buildout options available. Learn more about franchising&nbsp;<a href="https://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=eli-cohen-laynes-chicken-fingers-texas-2730731" target="_blank" rel="nofollow">here</a>.

1851 Franchisee Spotlight graphic with photo of Eli Cohen, Layne's Chicken Fingers logo

Eli Cohen Brings Layne's Chicken Fingers to West Texas - 40 New Locations

1851 Franchise

Eli Cohen, a real estate investor and entrepreneur who built C5 Restaurants, is bringing the iconic brand to new communities across West, South and Coastal Texas with plans for multi-unit growth.

C5 Restaurants Grows its Texas Footprint with 40 Layne’s Chicken Fingers Locations Planned Statewide

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LA BUSINESS JOURNAL: Veteran Brings Right at Home to Simi Valley

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Design with Precision Garage Door Service team members

RF Investment Partners and Burlington Capital Join Forces to Acquire Top Precision Garage Door Franchise

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<a href="https://www.linkedin.com/in/gabriel-uribe-san-diego/">Gabe</a> and&nbsp;<a href="https://www.linkedin.com/in/melissa-uribe-687495b8/">Melissa Uribe</a> came to&nbsp;<a href="https://franchise.kidstrong.com/">KidStrong</a>, the science-based kids training franchise, as parents focused on helping their kids. After driving 45 minutes to&nbsp;<a href="https://carlsbad.kidstrong.com/">KidStrong Carlsbad</a> starting in March 2024, they watched their son transform from a hesitant mover who’d needed physical therapy to walk at 18 months into one of the top runners at school. Their daughter jumped in soon after, and the family’s “this should exist near us” moment arrived. Now, the Uribes are bringing&nbsp;<a href="https://1851franchise.com/kidstrong/info">KidStrong</a> to Rancho Bernardo, California, with a center expected to open in summer 2026 serving families in the area, including Carmel Mountain Ranch, Poway and surrounding North San Diego communities.What drew them in wasn’t just the physical support. It was KidStrong’s whole-child model: equal parts physical skills, confidence and character. The affirmations (“I am strong. I am brave. I can do this.”) followed them from the center to the playground to theme-park lines, and the results stuck. Unlike drop-off programs, KidStrong pulls parents into the process and builds a genuine community — exactly what the Uribes say North San Diego is hungry for.Backed by Gabe’s hospitality and tech operations background and Melissa’s 18-year accounting career, the Uribes plan to ultimately develop two to three centers in San Diego County. Their goal is long-term impact: help as many kids as possible grow stronger, braver and more resilient.Gabe and Melissa sat down with 1851 Franchise to discuss how their family’s experience with KidStrong led them to franchise ownership. Here’s what they had to say:1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?Gabe Uribe:&nbsp;I grew up in Rancho Peñasquitos, just across the 15 freeway from where we’re opening. My professional background is in hospitality and tourism management, with a transition to property management, and more recently as a product manager for tech startups. The tech industry is rife with layoffs and uncertainty. That instability, combined with my desire for a more family-friendly schedule, made me look for alternatives. When we saw how much we loved KidStrong as parents, and realized there was a huge market opportunity since the only San Diego location was a 35 to 45-minute drive away, it just made perfect sense to bring this positive program to my old stomping grounds.Melissa Uribe:&nbsp;I’ve been a stable accountant with the same company for 18 years and am very risk-averse, so franchising was not something I was interested in at all. My husband had previously mentioned it, and I was negative about it. However, once we started taking our kids to KidStrong and saw the incredible physical and emotional improvement in them, it was clear: this program needs to be available to every kid. The decision to franchise only made sense because I got behind the actual KidStrong program itself, not just the business idea.1851: What was your perception of franchising prior to becoming a franchise owner, and what do you want people to know about franchising now that you are in it?Gabe:&nbsp;Prior to KidStrong, I had considered smaller, at-home franchise concepts like cold calling or sales after a layoff. The idea of opening a physical center was completely new until we saw this opportunity. What I want people to know now is: you better believe in the product. If you view it only as a way to make money and then be hands-off, you're going to struggle when things get rough. Your belief in the mission will be the only thing that keeps you going.Melissa: The idea of the risk involved with franchising was something I was completely against. What I want people to know now is that my entire perspective changed because of the KidStrong product itself. I got behind the brand because I saw the proof in the pudding with our own kids. It wasn't the franchise model that sold me; it was the undeniable value of the program.1851:&nbsp;What made you pick this brand? What excites you most about this company?Gabe:&nbsp;I'm excited by how much KidStrong speaks to the parents, the customer. Parents are going to spend money on their kids’ development, and KidStrong purposely addresses both character building and physical development. The high parent engagement that's built into the model, making it a community and not just a drop-off, makes us confident it's a recipe for success.Melissa:&nbsp;It was the only brand for us because it addresses the "whole child": equal parts physical, brain and character. Other concepts offer the physical aspect, but KidStrong teaches life skills like perseverance and grit. We use their affirmations ("I am strong, I am brave, I can do this") outside of class to encourage our son to try new things, like going on a new ride at Legoland.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Gabe:&nbsp;We want to take care of our people better than other companies I've worked for. We want to offer advancement opportunities for those with a passion for child development or fitness. Our growth plan is to open two to three successful centers in San Diego County, giving Melissa the opportunity to be as hands-on as possible.Melissa:&nbsp;My focus is literally how many kids we can help. As long as we can pay our bills and pay our people well, I want to serve as many families as possible, especially seeing so many children who are shy and lack confidence.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Gabe:&nbsp;Make sure you believe in the product. If you love chicken, you open a chicken franchise. Because when things get rough, and they will, your belief in the mission will be the only thing that keeps you going.Melissa:&nbsp;Agreed. You have to believe in the product you’re selling. We saw the direct impact of the program on our children, and that conviction is what makes the long process worthwhile.1851:&nbsp;Is there anything else about your story you want us to know?Gabe:&nbsp;Our oldest son, Westley, also has epilepsy, which comes with emotional challenges. We were concerned about him being held back, but the progress we've seen in building his confidence through KidStrong, while nothing else changed, has been amazing. We now see him flying through the air and leaping, which is a big deal for a child who struggled to walk at 18 months.Melissa:&nbsp;My mom, the doting grandmother, was actually the one who introduced us to KidStrong after a coworker recommended it. Our son, Westley, was a late roller and needed physical therapy to learn to walk at 18 months. He struggled with basic motor skills and couldn't even run properly; he galloped. Now, because of KidStrong, he is one of the top runners in his school’s running club.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/kidstrong">https://1851franchise.com/kidstrong</a>.About KidStrongKidStrong was founded in 2015 by Matt and Megin Sharp because they wanted a program focused on developing strength and confidence for their daughter Ella and other kids like her. Together, they partnered in 2017 with Matt's best friend and co-founder Lincoln Brown to help grow the program. Later, Megan Stein joined as a co-founder. Together they developed KidStrong, a science-based kids’ training program focused on brain, physical and character development for ages walking through 11 years old. KidStrong offers a science-based curriculum that is parent-focused and taught by professionals to help accelerate milestone development and promote social and emotional strength. Today, KidStrong has grown exponentially, with more than 500 franchises sold to date since the company opened its first center in 2015. Over the next five years, KidStrong plans to have more than 500 open centers in the U.S. and Canada. For more information, visit&nbsp;<a href="http://www.kidstrong.com">www.kidstrong.com</a>.

1851 Franchisee Spotlight graphic with photo of Gabe & Melissa Uribe, KidStrong

Gabe and Melissa Uribe plan to open their KidStrong location in summer 2026, serving families across North San Diego County with a whole-child model built on movement, confidence and character.

After Seeing KidStrong’s Impact on Their Kids, the Uribes Are Bringing It to Rancho Bernardo, California

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After years as a successful telecom engineer,&nbsp;<a href="http://linkedin.com/in/vladimirzarkhin">Vladimir Zarkhin</a> reached a point where corporate success no longer felt fulfilling. Searching for a business that combined purpose with entrepreneurship, he found that opportunity in the in-home senior care industry with&nbsp;<a href="https://rightathomefranchise.com/">Right at Home,</a> a decision that has shaped more than two decades of his career.“It was a combination of two things: something meaningful and mission-driven, and something entrepreneurial with a solid business opportunity,” Zarkhin said. “That’s how I came across home care as an industry. To me, that was the perfect combination of both worlds. It was a great business opportunity, but it was also a great mission.”Zarkhin, owner of&nbsp;<a href="https://1851franchise.com/rightathome/info">Right at Home</a> of&nbsp;<a href="https://www.rightathome.net/boston-metro-west">Boston Metro West</a>, began exploring franchise opportunities in the early 2000s while looking for a new professional path. Over the past 20 years, he has built a successful business serving families across the Boston Metro West area while watching the senior care industry mature and expand.What once required a great deal of explanation for referral partners and the public is now widely recognized as an essential service for aging populations. Even with that growth, Zarkhin said the purpose behind the work continues to drive him.“It’s the way I live. It’s not just the office where I work or the services that are part of the job. It’s part of my life. I honestly cannot imagine it any other way,” he said.&nbsp;Zarkhin joined 1851 Franchise Publisher&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> on a&nbsp;<a href="https://www.youtube.com/watch?v=z3xdj3V_6kA">recent episode of the “Meet the Franchisee” podcast</a> to discuss his path into franchising, how the senior care industry has evolved over the past two decades and the mission-driven work that continues to motivate him today. A transcript of the interview has been provided below. It has been edited for brevity, clarity and style.Nick Powills: How did you accidentally fall into franchising? What’s your franchise backstory?Vladimir Zarkhin:&nbsp;I have to start from the fact that I worked in high tech. I was a member and manager in one of the groups. Unfortunately, we were placed on a special assignment where we had to maintain a certain product for the entire year. I was part of that group, and I had a lot of time on my hands. That’s when I decided I would probably be done with the corporate world.Once I decided that, I didn’t send a single resume. The next question for me was, OK, what’s next? That’s when I started my soul searching and thinking about what would be the right fit for me.When I looked back, it was a combination of two things: something meaningful and mission-driven, and something entrepreneurial with a solid business opportunity. That’s how I came across home care as an industry. To me, that was the perfect combination of both worlds. It was a great business opportunity, but it was also a great mission.Once I settled on the industry, the next question was, OK, now that I know where I’m going to be, with whom am I going to partner? I literally called all the franchise systems that existed back in 2002. When I met Allen Hager and his team, the question was solved. The answer was clear. I said, yes, of course, it’s going to be Right at Home. Allen wasn’t just a great manager. He was a visionary, and his team was just as great as he was. That’s what settled it for me. That’s my story in short.Powills: I love it. So a few comments. One, you were at the forefront of this industry. You were an early adopter. In a million years, would you have guessed that it would become what it is today? Did you predict that this was the direction it was going?Zarkhin:&nbsp;No. First of all, I couldn’t predict that I would still be here in this business 23 years later. I had never worked anywhere that long before, so that was a huge surprise for me. But of course I couldn’t predict it. Things changed dramatically over the years. Back then, the main issue for me was education.When I went to potential referral sources, the first question was, “What are you doing exactly? Private duty?” That was a stumbling block because they didn’t understand what the private duty industry was or how different it was. Now, fast-forward. I don’t have to explain it anymore. Everybody understands the industry, at least in the professional field.Powills: It’s fascinating. I’ve been in franchising for 20 years, and I look at it through a traditional marketing and PR lens. When I first started working in senior care, if we called a member of the media and tried to explain the advantage of this business, they would ask, “What is this?”The default assumption was that when you age, you go to a nursing home. That’s what we grew up with. Nobody thought this transformation would happen.What’s also interesting is that 20 years later, the demand is still greater than the supply, which is crazy. Everyone understands the value of this now, especially for navigating the final stages of life. When you started, there wasn’t much competition. Now there’s a lot of competition, but it doesn’t matter as much because the demand is still so high.Zarkhin:&nbsp;Yes. And probably my competition helps me as well because they educate people about the industry and what the industry does. I say thank you to my great competitors, because not all competitors are great. But those who are great, I respect them. I have some very good competitors, and we work together in many ways.Powills: That’s another interesting thing about this space. A caregiver might work for multiple companies that appear to be competitors, but the mission is very similar across the board. It’s a category where competitors want to work together and support each other so the expectations for care stay high.Zarkhin:&nbsp;That is correct. Those who don’t understand that usually don’t last very long. If you want to stay in this field for a long time, you need the mentality of working together and cooperating with competitors. Frankly, you also need to do a great job. If you’re here just for money, nothing is going to happen.Powills: You said you didn’t expect to be in this industry this long. Do you ever step back and reflect on that accomplishment, or are you always focused on the next day?Zarkhin:&nbsp;I do reflect, but I don’t think of myself as someone who accomplished something extraordinary over these 23 years. For me, it’s just my style of living. It’s the way I live. It’s not just the office where I work or the services that are part of the job. It’s part of my life. I honestly cannot imagine it any other way.Sometimes I think about the fact that I just turned 60 and that I’m supposed to be thinking about retirement. But I don’t, because I don’t want to retire.Powills: I love that statement. I’ve been thinking about that idea a lot. People talk about retirement because they don’t like the job they do. But when a job becomes a mission or a purpose, it becomes life. What you’re saying is that this isn’t just a job or a career. It’s life. That’s why retirement doesn’t matter.Zarkhin:&nbsp;I have to say, Nick, I wasn’t angry with corporate America. I respect people who work there and are successful. These are personal decisions. What’s right for me may not be right for someone else. It’s very personal.Powills: Where do you think the magic of your run comes from? Is it the people you work with or the customers?Zarkhin:&nbsp;It’s the people. Around Right at Home and throughout this journey, I have met great people. If I have any accomplishment, it’s being able to meet and work with these people. I say that sincerely. That’s what makes my life great.Powills: That’s life. People, connection and kindness.Zarkhin:&nbsp;Yes, and sometimes frustration too. Sometimes people irritate you or make you angry. But even then, you appreciate being around people because it adds to your experiences and makes life interesting.Powills: Many franchise owners in this space have a deeply personal connection to caregiving. How do you become comfortable working in a business that often serves people in the final stages of life?Zarkhin:&nbsp;That’s a good question. I’m not sure what comfortable even means. Yes, we see people who are dying and in the last stages of their lives, but we focus on bringing dignity and respect to those moments. Because of that focus, the question of comfort doesn’t really arise.We’re serving them. That’s what matters.Powills: You mentioned dignity. The way we look at dignity in senior care has changed a lot over the years. Is that something you feel proud to have helped advance?Zarkhin:&nbsp;Yes, dignity is the key word. We all have a one-way street in life.Recently, one of our hospice clients was nearing the end of life. Our new chief operating officer, who is a nurse, stayed with the caregivers for the last two days of the client’s life. She sat with the person and sang with them.When I heard that story, I said, “That’s the way I want to leave this world.” What makes me proud is that I surround myself with people like that.Powills: That’s powerful. We celebrate birth so much, but we rarely celebrate dignity at the end of life in the same way. Yet those moments can also be joyful.Zarkhin:&nbsp;Yes. That’s the experience I would want in my final moments.Powills: When you first looked for a business with purpose, this is exactly what you meant.Zarkhin:&nbsp;Exactly. Of course, we don’t think about purpose every day. We live normal business lives, solving problems and dealing with responsibilities. But it’s important to have that mission in front of us. Without it, nothing happens.Powills: That goes back to what you said earlier. Without that mission, it would just be transactional.Zarkhin:&nbsp;Yes, exactly.Powills: What’s your dream now?Zarkhin:&nbsp;My dream is to continue this for as long as I can, to continue developing the business and developing myself while serving the business. I like what I’m doing.Powills: Looking back, do you wish you had started earlier?Zarkhin:&nbsp;No. I don’t look back that way. I have no regrets. Everything in my previous life prepared me for where I am now. I’ve had many careers, and as you know, I’m an immigrant from another country. All of those experiences prepared me for this. And I’m sure this experience is preparing me for something else in the future.Powills: I love that. I’m grateful for the conversation. It feels very real. Many business conversations don’t touch on the realities of life. It’s impressive to see what you’ve accomplished, not just professionally but in your understanding of life and dignity. Thank you for sharing your story.Zarkhin:&nbsp;Absolutely.Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/watch?v=z3xdj3V_6kA">YouTube</a>.&nbsp; If you're interested in taking the next step in making a difference in your community as a Right at Home franchisee, visit&nbsp;<a href="https://rightathomefranchise.com/">https://rightathomefranchise.com/</a>.&nbsp;

After searching for a business with a purpose beyond the corporate world, Vladimir Zarkhin found his answer in Right at Home’s mission-driven senior care model.

Why This Telecom Engineer Chose Right at Home and Built a 20-Year Legacy in Senior Care

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After years spent behind the scenes helping some of the world’s leading franchise brands grow,&nbsp;<a href="https://www.linkedin.com/in/h-kimberly-odell/">Kimberly O’Dell</a> is stepping into the spotlight as a franchisee herself with global&nbsp;bakery café franchise&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a>. With a background spanning InterContinental Hotels Group, Papa Johns, European Wax Center, and Museum of Ice Cream, O’Dell’s journey has come full circle, from developing franchise strategies to living them out firsthand.Her upcoming&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> café in Vinings, Georgia, brings her love of hospitality and her vision for community together under one roof. O’Dell hopes to create a welcoming neighborhood hub where people can slow down, connect, and enjoy simple moments over coffee and pastries.Opening in early 2026, her store will join a growing number of Paris Baguette locations that blend premium baked goods with a personal touch. Backed by years of marketing and guest experience expertise, O’Dell is ready to make her mark not only as a business owner but as a community builder, one croissant at a time.&nbsp;1851 Franchise spoke to O’Dell about her franchise journey and plans for the future. Here’s what she had to say:1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?Kimberly O’Dell:&nbsp;My background is in corporate franchise marketing, loyalty, and customer relationship management. I started at InterContinental Hotels Group in hospitality, then moved to Papa Johns working on retention and customer experience programs. Later, I oversaw loyalty and CRM at European Wax Center, and most recently led marketing for the Museum of Ice Cream across its locations in New York, Chicago, Boston, and Miami.I’ve spent much of my career in franchise marketing, but I was drawn to owning a franchise because it allowed me to take control of my career and bring my passion for customer experience to life. I’ve always loved baking and wanted to create a community space where people could connect over pastries. After experiencing a corporate layoff, I also wanted something lasting — something I could eventually hand down to my family. In corporate life, you can work for decades and leave with nothing tangible. Owning a bakery, or even multiple bakeries, offers that legacy.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?O'Dell:&nbsp;Having worked in franchising, I already had a very positive view of the model. I’ve always seen it as a great way for people with a business mindset to step into ownership with the support of a proven system. I like following a plan, and franchising gives you a roadmap. You know what to expect in terms of operations, revenue, and return, which makes the transition into business ownership more approachable.What I want people to understand is that franchising isn’t a simple “business in a box.” It takes real effort and due diligence to choose the right brand and then make it successful. A concept like ours, a high-end bakery and café, requires involvement not just in operations but in the community. You can’t be hands-off; you have to know your neighborhood and build relationships. For me, that’s one of the best parts. Franchising can be both profitable and deeply connected to the community you serve.1851:&nbsp;What made you pick this brand? What excites you most about this company?O'Dell:&nbsp;I actually discovered Paris Baguette by chance after running a marathon in Seattle. I walked into a café filled with beautiful pastries and sandwiches, completely unaware it was a franchise. I remember taking my sandwich to the Space Needle, and someone stopped me to ask where I got it. That moment stuck with me.The quality of the food and the brand’s presentation really impressed me. I love how Paris Baguette delivers a premium, bakery-style experience at an accessible price point. As brands like Starbucks and Panera have evolved, there is a whitespace for an authentic, community-driven bakery where people gather over something delicious. That sense of connection and craftsmanship is what drew me in.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;O’Dell: My goal is to create a welcoming community space where people feel comfortable spending time, whether they’re enjoying a pastry and coffee or meeting with family and friends. The area where I’m opening is very community-oriented. Families come for haircuts nearby, there’s a popular pizza restaurant known for trivia nights, and a Pilates studio next door. Those small local businesses give the neighborhood its charm, and I think adding a Paris Baguette will complement that perfectly.I want this café to become a staple in the community, a place people rely on and enjoy being in. Whether someone stops in after a class or while waiting for their kids, I hope it becomes part of their routine and their sense of connection to the neighborhood.1851:&nbsp;Is there anything else about your story you want us to know?O’Dell:&nbsp;I think what’s most exciting is how much opportunity there is as this brand continues to grow. I’d love to expand and eventually own multiple locations, as many franchisees in the system do. More importantly, I want each location to serve as a meaningful part of the community. For me, this isn’t just about running a business. It’s about using the Paris Baguette brand to connect with people and support the community in ways that truly matter.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?O’Dell:&nbsp;I would say due diligence and commitment are two of the most important things when considering franchise ownership. You need to really understand the brand, the support you’ll need, and where your own strengths fit in. The financial side is also critical.My corporate background has helped me build the business acumen and discipline required for this type of venture. Having seen how franchise systems operate from the corporate side, I know how valuable it is to understand what’s happening behind the scenes.Where I’m less experienced is in day-to-day operations. I’m the sole owner, so I’m handling everything from staffing to business management. Many franchise owners have partners who balance out their skills, but for me, it’s all on my plate. That can be intimidating at times.Still, I think success comes from recognizing where you need support while trusting in your abilities. It’s about being self-aware, doing your homework, and making an honest assessment of whether you’re ready to take on the challenge. ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.&nbsp;

image of 1851 franchise franchisee feature for Kimberly O'dell from paris baguette

Powder Springs resident Kimberly O’Dell is taking her passion for guest experience and community connection into ownership with her first Paris Baguette café, opening early 2026.

Franchise Marketing Leader Turns Franchisee, Bringing Paris Baguette to Vinings, Georgia, To Create Community Gathering Spot

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

image of amee watson, doug watson, and brandon miramon from paris baguette owners knoxville

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

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

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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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<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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2026 Trop Fitness & Personal Training Franchises, 12 Lists of Christmas

From 24/7 gyms to high-tech training and boutique studios, these 20 brands’ innovation, accessible models and forward-thinking approaches will define the industry in 2026.

The 12 Top Franchise Lists of Christmas: Fitness and Personal Training Franchises for 2026

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Ellianos Coffee Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: A drive-thru specialty coffee franchise focused on speed, quality and Southern hospitality.

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


Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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1851 Franchise 12 Lists of Christmas, Beauty, Spa, Personal Care Franchises

From full-service luxury spas to high-tech medspas and specialized wellness studios, these unique franchise models cater to the specialized needs of modern beauty and wellness enthusiasts.

C5 Restaurants Grows its Texas Footprint with 40 Layne’s Chicken Fingers Locations Planned Statewide

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