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After working as nurses during the COVID-19 pandemic, Chelsea and&nbsp;<a href="https://www.linkedin.com/in/cheyenne-emery-1b5b23229/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=florida-nurses-bring-dog-training-elite-franchise-to-kissimmee-and-lakeland-after-covid-career-shift-2726039" target="_blank" rel="nofollow">Cheyenne Emery</a> decided they wanted to pivot into a career that would let them “help the community in a different way.” Driven by Cheyenne’s entrepreneurial spirit and a mutual love of dogs, the recently married couple were drawn to&nbsp;<a href="https://1851franchise.com/dogtrainingelite/info">Dog Training Elite*’s</a> supportive business model and welcoming, family environment. They ended up purchasing three territories in Orlando and opened the first&nbsp;<a href="https://dogtrainingelite.com/franchise?utm_source=1851franchise.com&utm_medium=article&utm_campaign=florida-nurses-bring-dog-training-elite-franchise-to-kissimmee-and-lakeland-after-covid-career-shift-2726039" target="_blank" rel="nofollow">Dog Training Elite</a> location in Florida in November 2021.Fast-forward two years and the Emerys are delighted, not just with the financial success of their Dog Training Elite business, but with the opportunities it has provided for them to give back to the Orlando community. So naturally, when given a chance to expand their franchise territory to cover more of Central Florida, they seized the moment and said yes. They will now be providing their dog obedience and training services to folks in Kissimmee and Lakeland through their existing location in Ocoee.“We just want to be able to give to our community in so many different ways: obedience training, service therapy training — bringing those dogs into the hospital now with COVID happening — being able to bring a little joy back into people’s lives and things like that,” Chelsea said. “Our goal in life is to be able to make people&nbsp;and dogs happy at the same time.”1851 Franchise spoke with Chelsea to discuss her journey into franchising with Cheyenne, the couple’s passion for serving their community and their plans for the future.1851 Franchise: Frame your personal story for us.&nbsp;What did you do before franchising, and how did you decide franchising made sense for you?Emery:&nbsp;We were both nurses prior to jumping into Dog Training Elite, and that was our career goal. We were both looking into being nurse practitioners, which Cheyenne has actually done. But she always wanted to be an entrepreneur, so we were looking into different ideas for franchising or even having our own business — and we came across Dog Training Elite. We were both born and raised around dogs, so we felt like it was something that was very fitting for the both of us.As nurses, we were both people of service before Dog Training Elite. We wanted to do something where we’d still be helping people, so we felt like owning a franchise with Dog Training Elite was the way to go.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?Emery:&nbsp;Honestly, I didn’t really even understand franchising; I knew there were franchises all over the place, but I never really showed an interest in it because my thought was to be a nurse for my entire life. That’s what I’ve always wanted to do. But Cheyenne was the go-getter. She was the one that wanted to do more of an entrepreneur/own-your-own-business thing, so she mentioned some different ideas and I was like, “Let’s try this one.”Looking back, we wanted freedom of our scheduling and we wanted to help our community in a different way. It’s been nothing but rewarding, so I would recommend Dog Training Elite to anyone. It’s a great franchise. It’s definitely family-oriented; we call all of us “a pack.” It’s a very rewarding franchise to be a part of.1851:&nbsp;What made you pick this brand? What excites you most about this company?Emery: We always go back to the day that we went out to Utah for [Dog Training Elite’s] Approval Day. We met the CEO at the time, and we met some other franchise owners — they’d actually started their business when Dog Training Elite first opened — and we were so welcomed. It just felt like a very loving family environment, which is something that me and Cheyenne always strive for. So when we went out there, we were sold after the first day. It just seemed like it was something that was calling us.I never really knew in depth about dog training. I trained my dog but didn’t really understand the extent of what the benefits could be of training a dog and making them obedient, or even going into the service and therapy aspects of training and how much of a difference we could make in someone’s life. So, I think just being able to help the community in that way. We just felt like it was our calling, and we knew, after day one of being in Utah, that this was the brand that we wanted to follow. We had looked into other dog training companies, but none of them really seemed to strike our interest. Dog Training Elite just completely exceeded our expectations.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Emery: We just grew into the Kissimmee-Lakeland area. Our goal from day one was to always expand to give more quality training over the Central Florida area to people who are looking for it. Like I said, I didn’t really understand the value of having a well-trained dog until we went through Dog Training Elite’s training program and applied it to our own dogs. I was amazed at how much trust and freedom I could give my dog and how much I could rely on her to behave out in public. So that’s why we want to expand; we want to be able to take Dog Training Elite all over Central Florida and be able to give that quality training to people that need and want it the most.1851:&nbsp;What is the one thing about your story you want us to know?Emery: Cheyenne and I started out as nurses because we wanted to help people and make them feel better and serve them in a way that they needed, when they needed it the most. Now we’re translating that into the dog community and a lot of what we focus on is service dog training, which is becoming more and more popular in psychiatric service, like veterans with PTSD.I just want to make sure&nbsp; people understand that we’re in it for the right reasons; we just want to be able to give to our community in so many different ways: obedience training, service therapy training — bringing those dogs into the hospital now with COVID happening — being able to bring a little bit of joy back into people’s lives and things like that. Our goal in life is to be able to make people&nbsp;and dogs happy at the same time so they’re able to enjoy their dogs and not feel like they’re on a cliff ready to jump off because their dog is destroying their house.In our hearts, we are completely committed to this business and we just want to give back to our community in any way, shape or form.1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Emery: I had no idea what owning a franchise would be like, but now that we’re about three years into owning our own franchise here in Central Florida, it’s super cool to be able to have the freedom to make your own schedule or to build on the foundation of what Dog Training Elite is supposed to be. We’re what we want our brand to be, across the board, but at the same time — and that’s what we loved about Dog Training Elite franchising — they allow us to be ourselves and do things differently across franchises while keeping the same foundation. So I think it’s really cool to be able to own your own franchise and be able to customize it to help people specific to your area.For more information on franchising with Dog Training Elite, please visit:&nbsp;<a href="https://1851franchise.com/dogtrainingelite/">https://1851franchise.com/dogtrainingelite/</a>ABOUT DOG TRAINING ELITEWith more than four decades of experience in dog training, Dog Training Elite is one of the country’s leading obedience and specialized training franchises. Offering a comprehensive suite of customizable training programs, Dog Training Elite works with dogs and owners to meet any and all training needs, including therapy dog training and advanced service dog training for PTSD support, psychiatric support, mobility support, autism support, diabetic alert training and an array of other services. In addition to the wide breadth of services offered, Dog Training Elite differentiates itself from competitors through a uniquely human-focused approach to dog training, which focuses on helping owners and their families learn to effectively and consistently support their dog’s training needs. To learn more about franchising with the Franchise 500 Dog Training Elite, visit&nbsp;<a href="https://dogtrainingelite.com/franchise?utm_source=1851franchise.com&utm_medium=article&utm_campaign=florida-nurses-bring-dog-training-elite-franchise-to-kissimmee-and-lakeland-after-covid-career-shift-2726039" target="_blank" rel="nofollow">https://dogtrainingelite.com/franchise</a>.

Dog Training Elite Franchisee Team Transitions from Nursing

1851 Franchise

Since opening their first location in 2021, Chelsea and Cheyenne Emery have been using their dog obedience and training service to ’make people and dogs happy at the same time.’ Now the couple is expanding their Orlando business to cover more of Central Florida.

Florida Nurses Bring Dog Training Elite Franchise to Kissimmee and Lakeland After COVID Career Shift

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Strategic Franchising

The Rise of Service-Based Franchises: Why They’re Booming

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Caring Transitions

Senior Services and the Future of Franchising in an Aging America

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Mainland

Scaling the Soon-to-Be Famous: How Layne’s Chicken Fingers Leveraged a Mainland Franchise Assessment to Fuel a 110% Growth Surge

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Fresh Coat

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How Fresh Coat Painters Franchisees Build Their Teams and Scale Their Businesses

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Pool Scouts

The Business Press: John Oldham Dives Into Pool Scouts Franchise Ownership in South Fort Worth

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KBP Brands Acquires 78 SONIC Locations Across Five States

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IFA Releases 2026 Franchising Economic Outlook Report, Predicting Over 12,000 New Franchised Businesses This Year

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Restaurants Eye $1.55 Trillion in 2026 Sales as Value and Cost Pressures Define the Year

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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

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

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

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

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Family has always been the center of life for&nbsp;<a href="https://1851franchise.com/caringtransitions/local-siblings-launch-caring-transitions-of-somerset-county-to-build-legacy-and-serve-seniors-with-compassion-2730564">Ashley and Tarik “Sal” Seawright</a>, siblings and co-owners of&nbsp;<a href="https://www.caringtransitionsfranchise.com/">Caring Transitions</a> of Somerset County, New Jersey, which opened in September 2025. For this brother-sister duo — who come from a family of 13 siblings — launching their own business wasn’t just a professional milestone, but a continuation of their family’s legacy of care, connection and service. After years of building successful careers outside of the senior care industry, both Ashley and Sal recognized a deeper call to service. For Ashley, this meant leveraging her extensive experience in corporate organization and management to find a purpose-driven venture.“In all of my experiences, I’ve focused on moving forward and on family,” Ashley said. “But I needed to find something that would allow me to run it on my own and give back. Making a daily impact was missing for me.”<h2>When Family Timing Meets the Right Opportunity</h2>For Ashley, family has always guided her path. “The main thing for us is always legacy and family,” she said. “That is really how we’ve lived our whole lives. There are 13 of us in our immediate family, and that’s why family has been at the forefront.”After 20 years in corporate America, working in office and event management roles — including time at the Food Network — Ashley was ready for a new challenge.&nbsp;Sal, meanwhile, had spent nearly a decade running his own moving business. His introduction to&nbsp;<a href="https://1851franchise.com/caringtransitions/info">Caring Transitions</a> came by chance. “I met an owner of Caring Transitions who hired me to do some moving for him,” he said. “He later told me I already had the crew, the skills and the reliable service — I understood what it would take to do this type of work.”That experience stuck with him. “My father always had a dream of us opening a business together,” Sal said. “Knowing this business and knowing the ins and outs, I knew it would be hard to handle all of it myself. Ashley seemed like the best person professionally and the best person to bring in on this endeavor.”<h2>Why Caring Transitions?</h2>With Sal’s operational experience and Ashley’s organizational and management background, Caring Transitions — a franchise focused on senior relocation, downsizing and estate sales — was a perfect fit.“The market was a big selling point,” Sal said. “I already had a lot of clients in 55-and-older communities. It takes a particular skill to do that work with compassion and care. We grew up around older family members, so we understand that generation and the patience it requires. There’s a lack of compassion in this field, and we knew we could bring that human touch.”Ashley agrees, noting that&nbsp;<a href="https://1851franchise.com/caringtransitions/10-reasons-why-caring-transitions-stands-out-among-other-franchises-2727831">Caring Transitions felt different from the start</a>. “It’s important to live the brand,” she said. “Everyone we met was so passionate about what they do. Caring Transitions stood out more than any other franchise — especially since Sal already had the experience. The support you get from corporate is unprecedented. They really want you to have the tools to succeed.”Together, they’ve divided their responsibilities based on their strengths. “I’m the COO and she’s the CFO,” Sal said. “I handle operations, moving and customer service. Ashley ensures everything is paid and invoiced correctly, and she’ll be leading our estate sales.”&nbsp;“I’m handling the behind-the-scenes work, connecting with leads and doing consultations,” Ashley said. “I love talking with people, and I’m looking forward to expanding that aspect with the brand.”<h2>Building a Business and a Legacy</h2>The Seawrights’ vision&nbsp;<a href="https://1851franchise.com/mastering-multi-unit-franchise-ownership-2725555">goes beyond a single franchise</a> — it’s about growth, sustainability and impact. “By this time next year, we’re looking at having five franchises,” Sal said. “We’re hoping to add two more by the end of next year. The goal is to make it as big as possible.”Ashley emphasizes that their growth ambitions are rooted in legacy and community. “We want to expand our legacy as a family with Caring Transitions,” she said. “We can work together and work for our family. We want to make sure we have the right systems and support in place for our employees — they’re good at what they do, and we want to give them every tool they need.”<h2>Lessons in Family and Franchising</h2>While many people warn against going into business with family, Ashley and Sal have a different perspective. “When people say don’t go into business with family, it’s because they can’t separate the business from the personal,” Sal said.“Don’t go into business with your family unless you’re clear on your goals,” Ashley said. “You have to understand each other’s strengths. Sal has the operational skill set, and he’s also aware of what he needed to add — my skills. Siblings know what the other is good at. It’s about cultivating your talent and delegating it out. It’s not always smooth sailing, but we trust each other’s judgment. For families in franchising, you need candor, trust, and a shared goal. Who can you trust if you can’t trust your family?”

Why Two Siblings Saw a Growing Need for Compassionate Senior Support — and Chose Caring Transitions to Build Their Family Legacy

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

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

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Growing up on an alpaca farm in St. Johns, Michigan,&nbsp;<a href="https://www.linkedin.com/in/allen-ruhf-0573b2141/">Allen Ruhf</a> learned early on the value of hard work and resourcefulness. Adopted at six after spending time in state care, Ruhf grew up knowing what it means to start from nothing. Those early lessons shaped him into the determined entrepreneur he’s become today.After years of running businesses in real estate and construction, Ruhf wanted something different; he wanted a way to grow without losing the ability to adapt and innovate. That search led him to&nbsp;<a href="https://uwrgfranchise.com/">United Water Restoration Group</a>. What stood out wasn’t just the franchise’s proven model, but its forward-thinking approach to technology and AI, something Ruhf believes will define the future of the industry.Today, Ruhf is focused on building a business that gives his team the same sense of stability and possibility he fought for growing up. For him, owning a&nbsp;<a href="https://1851franchise.com/unitedwaterrestoration/info">UWRG</a> franchise isn’t just about financial growth; it’s about creating a foundation for family, community, and the next generation of dreamers willing to rebuild when life demands it.1851 spoke with Ruhf about his franchising journey with UWRG and his long-term goals for growth, flexibility and opportunity for his team. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Allen Ruhf:&nbsp;I&nbsp;grew up on an alpaca farm in St. Johns, Michigan, and I’ve started several businesses over the years, mostly in real estate and construction. I first looked into this about two years ago. I actually went to work for a company in the industry to see if it was something I wanted to pursue. Then we launched our own business and got started from there.1851: How did you decide franchising made sense for you?Ruhf:&nbsp;The more I looked around — not just at restoration, but the construction world in general — I noticed that a lot of builders and contractors are pretty set in their ways. I could feel myself heading in that direction, too. Because of that, I realized I wouldn’t have anyone in the industry to lean on to know whether I was moving in the right direction. In previous businesses, I’d hired coaches to help me grow, but whether their advice worked or not, I still paid for it. When I started thinking about the restoration business, I worked for another company in the space. They were a mom-and-pop that grew quickly but didn’t learn the lessons needed to sustain that growth, and eventually they had to scale back. I didn’t want to spend 25 years stumbling through how to run a business.What led me to this particular franchise was the organization’s innovative mindset. AI is here to stay, and it’s going to change things fast. I wanted to partner with a company that isn’t stuck in its ways but is open to exploring new ideas and possibilities.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?Ruhf:&nbsp;I think a lot of people have the wrong idea about franchising. Many assume it just means securing a job for yourself, and for some, it can be that way. But the biggest thing people overlook is the value of partnership.They get hung up on paying royalties or other fees, but the truth is, you’re going to spend that money one way or another. The difference is that, in a franchise, you’re spending it with a partner who benefits when you do. That alignment of success makes all the difference.1851:&nbsp;What made you pick this brand? What excites you most about this company?Ruhf:&nbsp;Innovation. When it comes to AI and new systems, this industry is going to change rapidly, especially with the rise of robotics. Having a backend that’s automated, systematic and always improving rather than stuck in one phase or process allows us to focus more on relationships.AI helps us capture the small details that might otherwise get missed, which strengthens how we connect with customers and manage each project.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Ruhf:&nbsp;That’s a big question. The simplified answer is that I want to gain more flexibility to have the time to spend with my family and build generational memories and wealth. I also want to create an environment for my team where they can access those same opportunities.As for growth, I plan to expand within my territory, add more services offered through the franchise, and eventually grow into construction and related areas.1851:&nbsp;Is there anything else about your story you want us to know?Ruhf:&nbsp;I was taken by the state when I was four years old and adopted when I was six. In 2008, my adoptive dad lost his job, and our family lived paycheck to paycheck after that. So, when it comes to starting a business and taking risks, I already know what it’s like to start from the bottom. I’m not afraid of losing it all — I’m not reckless — but I know what it takes to rebuild. If I have to start over again in the pursuit of something new, I’m willing to do that.1851:&nbsp;What advice do you have for other people thinking about becoming Franchise Owners?Ruhf:&nbsp;There are really two questions to ask yourself. First, why a franchise? And second, are you willing to figure everything out on your own, and how many years are you willing to spend doing that?When you look at franchises, focus on the long-term support. I was just talking to someone last week who said he understood why you’d join a franchise initially — for the systems and structure — but what really sets this one apart is the ongoing support. Each role has its own contact at corporate, so you always have someone to lean on, not just other Franchise Owners.If you find that a process isn’t working or think there’s a better way to do something, the corporate team listens and looks for solutions, even system integrations. And for technicians, even those new to the job, we have AI tools that provide immediate, industry-specific answers and guidance based on current regulations.About United Water Restoration GroupSince 2008, United Water Restoration Group (UWRG) has helped thousands of home and business owners restore properties to pre-loss condition. Through a commitment to excellence and a focus on personal attention, clients’ expectations are exceeded every time, without exception. Today, with a philosophy of hiring the best staff to provide professional restoration services, UWRG has grown to more than 50 locations and maintains a level of customer service rarely seen in the industry. Although UWRG assists those experiencing disasters, this growing, recession-proof industry is also supported by fundamental infrastructure issues like aging systems and reconstruction.&nbsp;The initial investment to open and begin operation ranges from $300,000 - $700,000. For more information on franchising, visit&nbsp;<a href="https://uwrgfranchise.com/investment-opportunities/.">https://uwrgfranchise.com/investment-opportunities/.</a>&nbsp;

Image of Allen Ruhf from United Water Restoration Group Franchisee from Hastings, Michigan

United Water Restoration Group Franchise Owner Uses Lifelong Resilience to Lead Michigan’s Next Era of Restoration

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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? A Guide for Prospective Franchise Owners

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

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

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Sparkle Dog Care Franchise Costs, Fees, Profit and Data for 2025

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Florida Nurses Bring Dog Training Elite Franchise to Kissimmee and Lakeland After COVID Career Shift

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