1851

1851: Tell us about your background and your firm.

<a href="https://www.linkedin.com/in/ambika-sapra-119390128?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-legal-players-ambika-sapra-partner-at-sapra-navarra-llp-2709548" target="_blank" rel="nofollow" style="text-decoration-line:none" target="_blank">Ambika Sapra</a>, Partner at <a href="https://snworkcomp.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-legal-players-ambika-sapra-partner-at-sapra-navarra-llp-2709548" target="_blank" rel="nofollow" style="text-decoration-line:none" target="_blank">Sapra &amp; Navarra LLP</a>: My name is Ambika Sapra. I am a board-certified workers&#39; compensation specialist and the senior and co-founding partner at Sapra &amp; Navarra, LLP, an award-winning law firm. 

I grew up in India, in a beautiful little town called Shimla in the midst of the Himalayas. Picture Switzerland without the lakes; in fact, many a Bollywood film has been filmed in Shimla. Shimla was also the summer capital of the British during the British rule of India, as they escaped the summer heat in Calcutta and Delhi. I studied in a convent school run by Irish nuns and eventually earned an undergraduate degree in psychology and political science. I speak several languages and I am widely traveled; many people born in Shimla eventually leave after completing their education so that they can flourish elsewhere. 

From Shimla, I came to the United States, started and co-owned a fine-dining restaurant. I did everything that was required in the restaurant including busing tables, waiting on tables, bartending, laundry, washing dishes and even janitorial work. The restaurant was one of the finest in the area. Due to personal adversity, I put myself through law school, became a California attorney, and I am now a board-certified specialist in California workers&#39; compensation. I also love art and own a fashion company that I started. 

My partner, Mr. Albert Navarra, and I started our firm from scratch in 2006&mdash;one room, one computer, and no cases. Since then we have been blessed to grow and our firm is 100 percent devoted to representing self-insured employers, carriers, third-party administrators, and even captive employers. In fact, one of our major clients is a restaurant franchise captive consisting of various franchise owners. In 2013, a Fortune 500 carrier gave us an award based on our trademarked litigation strategy and the positive impact on the carrier&rsquo;s bottom line. 

1851: What are some must-ask questions when franchisors and franchisees are vetting potential franchise attorneys? 

Sapra: The bottom line for business owners is reducing workers&rsquo; compensation costs so they can increase profits. Business owners work very hard to start and grow their businesses and they deserve measurable results from their workers&rsquo; compensation programs. The WCIRB reports that the average California indemnity case costs $85,000 (medical, indemnity, ALE) and lasts three years. These are exorbitant numbers for franchisors and franchisees and nobody should blithely dismiss them as the &ldquo;cost of doing business.&rdquo; So, the most important question to vet a defense attorney is how do they intend to reduce the average numbers of $85,000 and three years per indemnity case? Savvy marketing talk won&rsquo;t cut it. Data must be reviewed for at least the past three years of the firm&#39;s average cycle time and cost per case on all their cases, including &lsquo;outliers&rsquo; such as death cases and catastrophic injuries. Only data can give employers a fair picture of what the defense attorney can really deliver. 

1851: In broad terms, do you have a particular case that stands out to you as an industry learning experience? 

Sapra: I will give you a real &lsquo;30,000 feet&rsquo; perspective to this question as I am literally flying 30,000 feet high in an airplane while composing my answers. To be fair, my entire practice stands out. In 2011 we developed our trademarked legal strategy, and it reduces average cycle time and total cost per case significantly compared to statewide averages. Savings like that necessarily encompass hundreds of &lsquo;stand out&rsquo; cases. So eventually, &lsquo;stand out&rsquo; cases cease to stand out and instead become routine. And that&rsquo;s a good thing. For example, the <a href="https://www.wcirb.com/sites/default/files/documents/the_world_of_cumulative_traum_claims_study_102018.pdf?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-legal-players-ambika-sapra-partner-at-sapra-navarra-llp-2709548" target="_blank" rel="nofollow" style="text-decoration-line:none" target="_blank">WCIRB recently reported in &ldquo;The World of Cumulative Trauma Claims&rdquo;</a> that CT claim rates have grown 50 percent during the last decade; they incur significantly more lien and medical-legal costs than specific injuries; they stay open longer; and they involve more body parts than specific injuries. But using our litigation strategy, they close significantly faster and cost significantly less compared to statewide averages. 

1851: What is the most rewarding aspect of your work?

Sapra: I feel rewarded when my clients are rewarded. When my clients see their workers&rsquo; compensation costs drop and their profits rise, I feel immense happiness and motivation to do even more for them. 

1851: What are your top concerns for the franchise industry in the next year?

Sapra: There is a plethora of challenges that the franchise industry faces: recent adverse legal decisions such as Kite (&lsquo;adding&rsquo; impairment instead of &lsquo;combining&rsquo;), Hikida (limiting non-industrial apportionment), Hanus and Hennessey (reviving Ogilvie after SB 863); increased rate of cumulative trauma claims; rising minimum wages in California; and the small profit-margin the franchisors and franchisees have in their businesses. These and other factors will have a significant detrimental effect on business owners unless a serious and strategic change is made to reduce their workers&#39; compensation costs. Legislative changes are merely hopes and dreams; changing litigation strategy brings real results. 

1851: What are you most optimistic about in the franchise industry in the next year?

Sapra: If our legal strategy is applied on a broad and consistent basis, I&rsquo;m optimistic the franchise industry will reduce its overall workers&rsquo; compensation costs and thereby increase profit margins on a long-term and sustained basis.

Ambika Sapra | Franchise Legal Player | 1851 Franchise

1851 Franchise

As part of its annual Franchise Legal Players issue, 1851 profiled the top franchise attorneys in the field to shine a spotlight on the work they do for the franchise industry.

Franchise Legal Players: Ambika Sapra, Partner at Sapra & Navarra LLP

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Lawn Squad

 Lawn Squad Soars in 2025 With 111% Growth, 19 New Deals, Eyes Further 2026 Expansion

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Beef 'O' Brady's

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Beef ‘O’ Brady’s Creates Neighborhood ‘Third Places’ for Food, Family and Sports

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Escapology

Escapology Named Among The Top Franchises In Entrepreneur Magazine’s Franchise 500® Ranking

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America's Swimming Pool

America’s Swimming Pool Company Signs 15 Franchise Deals in 2025, Expands into Nine States

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Benjamin Franklin Plumbing

Benjamin Franklin Plumbing Offered the Structure and Independence for a Government-to-Franchise Pivot for This Veteran

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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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Authority Brands Closes Out 2025 With Strong Franchise Growth

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

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

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

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

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IFA: Momentum Grows for American Franchise Act With Problem Solvers Caucus Endorsement

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AI is transforming nearly everything: how we accomplish tasks, how we vent, how we learn, and how we solve problems. But one of the most underestimated shifts is how franchise candidates discover, evaluate, and ultimately choose a franchise opportunity.<h2>The Uncomfortable Truth:</h2>If you — and your brand — are not controlling the narrative, the narrative will control you.That’s exactly what we’re unpacking on Franchising Coffee &amp; Analytics on February 12 at 2 p.m. CST ([<a href="https://streamyard.com/watch/SsKQWqwgBNZY">REGISTER HERE</a>]). And while you’re at it, don’t forget to register for the next FranCamp (<a href="https://1851francamp.com/">1851francamp.com</a>) — real, peer-to-peer franchise growth consulting and planning. (Next stop: New Jersey in June.)In the “olden days” (pre-2015), franchise candidates had limited ways to find opportunities. They went to franchise portals. They attended franchise expos. They read industry media. That exposure introduced brands — and then candidates were largely on their own.My gut says candidates actually moved faster back then. Not because they were more sophisticated — but because they weren’t.<ul><li>Most didn’t know how to read an FDD.</li><li>They didn’t know how to properly compare brands.</li><li>They didn’t understand the depth, incentives, or mechanics of the broker network.</li></ul>So decisions happened with less friction, fewer inputs, and far less “analysis paralysis.”<h2>Then Came the Brokers (and the Blur)</h2>Franchise brokerages already existed — FranNet, FranChoice, and others were doing solid work. They had a steady flow of candidates who needed coaching, structure, and an extra push to get over the finish line.Then the model exploded.Independent brokers entered the market — and many of them were built to sell. Candidates were told they were “coached for free” and that brokers had placed thousands of franchisees.What often wasn’t clearly disclosed was how brokers get paid — and how that compensation can shape recommendations. (Unlike real estate, where commissions are universally understood.)This added another layer of opacity to an already complex decision.<h2>And Now Comes AI (Everything Changes)</h2>AI is about to force a level of transparency the industry hasn’t fully reckoned with yet — legally, operationally, and culturally.The smarter AI gets, the more it will help candidates ask (and answer) questions like:<ul><li>What are the best home service franchises under $100,000?</li><li>Which franchises are actually the most profitable?</li><li>Which ones require the least day-to-day involvement?</li><li>Which brands have availability in my specific market?</li><li>Which franchises have the highest AUVs — and why?</li><li>Who are their real competitors?</li><li>What questions should I ask the franchisor?</li><li>Based on my personality traits, should I buy this franchise?</li></ul>And here’s the part that should make every franchisor pause.<ul><li>AI doesn’t get a commission.</li><li>It doesn’t care who pays whom.</li><li>It doesn’t benefit from steering candidates one way or another.</li><li>Its job is to cut through the BS.</li></ul><h2>So Where Does That Leave Your Brand?</h2>This is the moment where the spotlight turns back on you. Are you doing the basics?<ul><li>Are you clearly answering these questions anywhere?</li><li>Do you have structured, searchable FAQs?</li><li>Is your content actually readable and understandable by AI?</li><li>Are you shaping the answers — or letting others shape them for you?</li></ul>Because whether you like it or not, candidates are already asking AI these questions. The only question is whether your brand shows up in the answers.<h2>What We’ll Cover on Coffee &amp; Analytics on February 12:</h2><ul><li>What franchisors need to understand about AI-driven discovery right now</li><li>How to lift and protect your brand’s AI footprint</li><li>Tactical ways to structure content so your brand is present when candidates search</li><li>Where most brands are already falling behind (and don’t realize it yet)</li></ul><a href="https://streamyard.com/watch/SsKQWqwgBNZY">Register</a> for Franchising Coffee &amp; Analytics — or don’t. Because even if you skip it, competitors won’t. They’ll just ask AI afterward to find it, summarize it, and turn it into an actionable checklist. The difference is whether you’re part of that answer — or not.

AI Will Destroy Your Franchise Learn How To Avoid It

AI Will Destroy Your Franchise - Learn How To Avoid It

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Most franchisors are taught to chase franchise sales. The logic sounds reasonable: more deals mean more revenue, more momentum and more visibility. But the brands that build lasting enterprise value don’t start with sales at all. They start with unit-level profitability.Franchising only works when franchisees are able to build durable, profitable businesses inside each territory. Without that foundation, growth becomes fragile, expensive and difficult to sustain. The most successful franchise brands reverse the traditional mindset and build their entire system around the economics of the unit, not the volume of franchise agreements signed.What follows is a practical framework for founders and franchisors who want to build a system that actually scales.<h2>Step 1: Begin With Franchisee Economics, Not Franchisor Revenue</h2>Franchising is often framed as a way to accelerate growth, but growth without economic alignment quickly creates strain. When franchisees struggle to generate profit, franchisors eventually feel it through support demands, stalled development and weakened brand value.The right starting point is understanding what makes a single franchise location viable, repeatable and profitable. Until that is clear, everything else is guesswork.“You've got to start with the unit economics of your franchisee,”&nbsp;<a href="https://gopreservan.com/">Preservan</a> founder&nbsp;<a href="https://www.linkedin.com/in/tymcbrideokc/">Ty McBride&nbsp;</a>told&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a> CEO&nbsp;<a href="http://linkedin.com/in/charles-internicola">Charles Internicola</a> in a recent episode of the&nbsp;<a href="https://www.youtube.com/watch?v=-3yiNoR60-Y">“Building a Franchise Brand”</a> podcast. “Because ultimately, however your model is designed, their success is going to directly affect whether or not you can be successful financially.”When the unit works, the system works. When the unit struggles, no amount of franchise sales can fix it.<h2>Step 2: Identify the Few Metrics That Actually Drive Performance</h2>Unit economics don’t need to be complex to be effective. In most service-based businesses, profitability comes down to a handful of operational realities that can be measured, improved and scaled.For&nbsp;<a href="https://1851franchise.com/preservan/info">Preservan</a>, the model was built around production capacity rather than abstract growth targets. The focus wasn’t on how many franchisees the brand could sell, but how many productive vehicles could realistically operate within a territory and what those vehicles needed to generate in order for the business to work.“We didn’t think about the number of franchisees,” McBride said. “We thought about the number of vehicles.”<h2>Step 3: Stop Treating Franchise Sales as the Business Model</h2>Many emerging franchisors are drawn to the upfront appeal of initial franchise fees. Early on, those fees can feel like validation and momentum. Over time, they become a distraction.Initial fees are not the value of a franchisee. The value lies in what that franchisee can build, sustain and reinvest over time.“The value of your franchisee is not the initial franchise fee,” McBride said. “It is what they are going to produce for you over the long term.”When franchisees are selected based solely on their ability to pay a fee, the system inherits risk. When they are selected based on their capacity to operate and grow a profitable business, the system gains durability.<h2>Step 4: Evaluate Capital and Capacity, Not Just Fit and Interest</h2>Franchise agreements are long-term commitments. Unlike corporate locations, underperforming franchise units can’t simply be shut down when the economics don’t work. That reality raises the stakes on franchisee selection.Successful systems look beyond personality fit and enthusiasm. They assess whether candidates have the capital, leadership ability and operational capacity to grow into the expectations of the model.“If they don’t have that capital and capacity, you’re really losing traction,” McBride said. “You’re not creating enterprise value. You’re creating a detour.”Growth that looks fast in the short term often slows dramatically once undercapitalized units begin to struggle.<h2>Step 5: Build for Enterprise Value, Not Optics</h2>Franchise brands that focus on enterprise value often appear to grow slowly at first. They pass on attractive markets, delay development pushes and invest heavily in franchisee support rather than visibility.Over a longer horizon, those same brands tend to outperform their peers.“You’re not just selling franchises,” Internicola said. “You’re creating enterprise value.”Enterprise value comes from predictable unit performance, strong reporting, stable royalty streams and a system that can support scale without breaking.<h2>Step 6: Know Your Numbers Before You Franchise — Not After</h2>One of the most dangerous gaps in franchising is the absence of a true franchisor pro forma. Many founders enter franchising without ever modeling what the business needs to look like at scale in order to be viable.That includes understanding how many units must perform at what level in order to support staffing, systems, innovation and ongoing franchisee support.“How do you know if that franchise fee’s enough?” McBride said. “How do you know if the royalties are the right number?”<h2>Step 7: Invest in Franchisee Success Before Accelerating Development</h2>Development dollars are finite. Every dollar spent chasing growth is a dollar not spent strengthening the system.Preservan intentionally pulled back on development activity to focus on helping new franchisees succeed through their first full operating cycles. That decision delayed short-term sales but strengthened long-term positioning.“We can go get more franchises, or we can focus on making sure franchisees have kick-ass years,” McBride said.Strong performance eventually becomes the most effective sales tool a franchise system can have.<h2>Step 8: Think in Multi-Year Horizons</h2>Franchising forces founders to shift from short-term operating cycles to long-term system building. Decisions made today often won’t show up in reported results for 12 to 24 months.“I now do things for results in 2027 or 2028,” McBride said.That mindset shift is uncomfortable for operators accustomed to faster feedback loops, but it is essential for building a sustainable franchise brand.<h2>The Rule That Ties It All Together</h2>Every successful franchise system eventually arrives at the same conclusion: speed amplifies whatever foundation you build. If the economics are flawed, growth magnifies the damage. If the economics are sound, growth compounds the value.“First right, then fast,” McBride said.Franchising rewards patience, discipline and economic honesty. The brands that win aren’t the ones that sell the most franchises early. They’re the ones that build systems capable of lasting long after the initial excitement fades.Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/watch?v=-3yiNoR60-Y">YouTube</a>.For more information on GoodSpark and its services for developing franchises, visit&nbsp;<a href="https://www.goodsparkfranchise.com/.">https://www.goodsparkfranchise.com/.</a>&nbsp;

Why Franchise Growth Breaks When Unit Economics Don’t Work

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A franchise system’s long-term success begins with a great first impression. That’s why the grand opening process is one of the most critical milestones in a franchisee’s journey. While every brand may approach it differently, one thing remains constant: franchisees can’t do it alone. In Phase 4 of The Ultimate Guide to Franchising Your Business, we explore how franchisors can set their franchisees up for a successful launch with the right mix of structure, support and human connection.<h2>Make Local Connections Early and Often</h2>According to&nbsp;<a href="https://www.linkedin.com/in/megan-oppelt-1629526b">Megan Oppelt</a>, vice president of marketing for&nbsp;<a href="https://slicehousefranchise.com/">Slice House by Tony Gemignani</a>, the best grand opening strategy is rooted in relationships. “One of the simplest and most effective strategies is to make friends with your neighbors,” Oppelt said. “Personally walking around with free samples, introducing yourself, and inviting local businesses and residents to your soft opening or grand opening builds community goodwill and generates early buzz.”Oppelt emphasizes the importance of tapping into the local community.“Restaurant employees often live nearby — if they try the food and have a great experience, they’ll likely return with their families or friends. These early relationships can also offer valuable local insights (like the most active third-party delivery in that area) that you won’t find elsewhere. A strong grand opening starts with strong local connections.”<h2>Build Confidence Through Encouragement and Realism</h2>The days and weeks leading up to the grand opening can feel overwhelming for new franchisees, which is why&nbsp;<a href="https://1851franchise.com/franchisee-franchisor-relationship-2725769">emotional support from the franchisor</a> can be just as important as operational guidance.&nbsp;“I think the most powerful support is taking a moment to reassure the franchisees,” Oppelt said. “The final stretch before opening can feel overwhelming; there’s so much excitement, pressure and last-minute activity.”Reminding franchisees that perfection isn’t the goal can help reduce anxiety and build resilience.&nbsp;“I always make a point to tell franchisees they’re doing a great job and that the grand opening will go just fine,” she said. “It’s important to remind them that no grand opening ever goes 100% perfectly, and that’s completely normal. There will be factors outside their control — like weather, traffic or minor hiccups — and at the end of the day, being able to pivot around those unknown obstacles and make sure the guests and crew have a good day is what matters most.”<h2>Don’t Let the Details Derail the Day</h2>While franchisees focus on the big picture, sometimes the smaller details can actually cause the biggest headaches.&nbsp;“One easily overlooked but common issue is misplacing items shipped in for the grand opening,” Oppelt said. “With so much activity and so many hands involved, things can easily go missing, especially if boxes are opened last-minute or stored inside the restaurant.”To avoid last-minute scrambles, Oppelt offers a practical tip: “I always advise franchisees to open every box as it arrives, inspect the items and place everything in a safe location outside of the restaurant (like their home, office or garage). That way, when opening day comes, they’re not scrambling to find something essential or discovering too late that an item was damaged or never arrived. It’s much easier to get replacement items when an issue is discovered in advance of the opening.”<h2>Set the Stage With Integrated, Hands-On Support</h2>One example of a brand with a successful grand opening strategy is the bakery concept&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a>. “Cultivating the bakery café experience our guests crave starts when we begin the development process,” said&nbsp;<a href="https://www.linkedin.com/in/brian-egan-4a13432a">Brian Egan</a>, vice president of development for Paris Baguette. “We are committed to making the process as smooth as possible by ensuring franchisees are well-equipped to launch, and we do this by maintaining a robust, integrated support structure.”Each franchisee is assigned a New Café Development Manager (NCDM) as their dedicated point of contact. “This person will be with the franchisee from day one until the café opens, which can be a nine to 10-month process,” Egan said. “We jest that we’re going to become the owner’s best friend, but this approach really does ensure that the franchisee has a dedicated resource throughout the entire process.”The NCDM coordinates with other internal experts using a shared system to track every task, ensuring nothing gets missed, from construction timelines to equipment delivery. “The internal system keeps track of everything so that nothing is late or overlooked,” Egan said.When opening day approaches, Paris Baguette’s New Café Opening Team arrives on-site to provide hands-on training and support. “This team shows up, on average, four days prior to opening, and they stay with the franchisee for seven to 10 days,” Egan said. “During this time, there is someone assigned to every position in the café. There is a trainer working alongside each café employee to provide guidance and in-the-moment support.”Even after the grand opening, support continues. “We also offer post-opening support,” Egan said. “Our approach to supporting franchisees is comprehensive and personalized, offering our owners a significant advantage over would-be competitors.”<h2>Creating a Confident Start for a Lasting Brand</h2>Ultimately, a successful grand opening does more than drive initial traffic — it builds confidence, strengthens operations and sets the tone for the entire experience. “Funneling our energy toward effective communication and timely, accurate support minimizes the challenges associated with the opening process to create the best possible franchisee experience,” Egan said.Franchisors that approach grand openings as an all-in, collaborative effort, one that prioritizes community engagement, operational readiness, and ongoing encouragement, are the ones that set their franchisees on the path to lasting success.<h2>Grand Opening Support — Key Takeaways and Next Steps:</h2><ol><li>Build local relationships before opening.</li><li>Provide a localized pre-opening marketing plan.</li><li>Share market intel and ops guidance.</li><li>Offer emotional support alongside training.</li><li>Celebrate, then sustain momentum with follow-ups.</li></ol>Growing and selling franchises is difficult. No great franchise did it alone. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you.

The Ultimate Guide To Franchising Your Business — Phase 4: Launching and Growing — How to Offer Grand Opening Support

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I have often joked that if you go to a franchise conference, all of the Power Point slide presentations are regurgitated from previous years. Why? The foundational elements of franchising have remained the same for a very long time.Sure, there have been movement in the key fountain of leads – portals, brokers, social, PR, etc. – however, strong unit-level economics mixed with a standout service or product and supported by a visionary leadership team has long been the difference between good and great in franchising.I’m joined by Emily Grotkin (<a href="https://www.linkedin.com/in/emily-hulstein/">https://www.linkedin.com/in/emily-hulstein/</a> ), VP of Partner and Client Success at Denamico (<a href="https://www.denamico.com/industries/franchises">https://www.denamico.com/industries/franchises</a>)&nbsp;And don’t forget to register for FranCamp (<a href="https://www.1851francamp.com">1851francamp.com</a>) — real peer-to-peer franchise growth consulting and planning. (Next stop: New Jersey in June).So, now some of the insights (more to be discussed on the Webinar, so make sure you don’t miss it). To prepare these insights I did what I think is the best – listen. I went back through the franchisee profiles/surveys we have done in the last year and extracted some key learnings that can be impactful to your plan for 2026:<ol><li>Podcasts: “Learned of BRAND after seeing CEO on a podcast.” This came up multiple times. And here’s what’s crazy – it wasn’t popularity contest podcasts. Thus, the listenership didn’t matter. All it took was for one listener to become a lead, qualified lead and a deal.</li><li>Webinars: This came up several times, as well – and they were long-lead time leads.&nbsp;</li><li>TikTok: “Looked at TikTok day-in-the-life”. There are two insights in here – the value of TikTok/Reels/Shorts and video in general and, the importance of having content that truly showcases the day-in-the-life. Put the candidate in the shoes of the franchisee. Let them see themselves as being in charge of their own life.&nbsp;</li><li>Gemini/ChatGPT: I went back to last year and didn’t see this mentioned at all. In 2026, it was listed more than 25 times as key in research. What content are you producing that integrates with Ai?</li><li>Four walls: Talking with franchisees and customers first continue to come up. So, what is the owner/operator story within your four walls (not just franchising – but true story) and how quickly are you introducing franchisees on your website and in the email/drips?</li></ol>Want more? Deeper insights were shared.

1851 Franchise Coffee & Analytics graphic with headshot of Nick Powills

What to Implement in 2026 According to 2025 Franchisee Surveys

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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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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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LAKEWOOD, Colo.&nbsp;—&nbsp;<a href="https://www.weareradianceholdings.com/">Radiance Holdings</a>, the parent company of both&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the 750-unit salon suites franchise, and&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the over-90-unit luxury day spa franchise, has appointed franchise veteran&nbsp;<a href="https://www.linkedin.com/in/keith-sizemore-85992074/">Keith Sizemore</a> as its new chief development officer. With extensive experience in the franchise industry, Sizemore will support Radiance Holdings in its next phase of strategic expansion.In his new role, Sizemore will oversee the franchise development strategy for both brands, focusing on filling in key markets for&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> and accelerating growth for&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> as it approaches the 100-unit milestone. With consistent momentum in the beauty and wellness sectors and both brands seeing steady growth over recent years, Sizemore joins the brand at a pivotal time for growth.“I’m excited to join Radiance Holdings at such a momentous time in the company’s journey,” Sizemore said. “Sola Salons has built an incredible foundation with 750 locations, and now, we have the opportunity to identify key markets where we can continue strategic growth. At the same time, Woodhouse is perfectly positioned to expand and bring its one-of-a-kind model to new territories nationwide.”Prior to joining Radiance Holdings, Sizemore held leadership roles at Marco’s Pizza and Shipley Do-Nuts, where he identified high-potential markets and supported franchisee growth and success from day one.&nbsp;“Keith’s career trajectory has been impressive, and his expertise in franchise development will be invaluable as we enter this next stage of growth,” said&nbsp;<a href="https://www.linkedin.com/in/benjonessola/">Ben Jones</a>, CEO of Radiance Holdings. “His ability to identify the right markets, attract quality franchisees and drive sustainable growth will be instrumental in achieving our goals.”As Sizemore steps into his new role, the team is focused on key markets for both brands. Sola Salons is targeting expansion in high-potential markets like San Francisco, Los Angeles, Houston and Chicago, while Woodhouse is prioritizing development in major metropolitan areas like Seattle, New York City, Phoenix and Boston. Within these key markets, Radiance is looking to partner with driven, passionate franchisees who are committed to providing an exceptional experience to beauty professionals and guests in their markets and building thriving businesses in the beauty and wellness sectors.ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with 750 locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.&nbsp;ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments, and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing, and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/.">https://www.woodhousespas.com/.</a>&nbsp;

Keith Sizemore headshot, Radiance Holdings

Radiance Holdings Names Keith Sizemore Chief Development Officer

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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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For 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

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

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Callaway has agreed to sell a 60% stake in its Topgolf and Toptracer divisions to private equity firm Leonard Green &amp; Partners (LGP)&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">in a deal that values the Topgolf business at roughly $1.1 billion</a>. The transaction will bring in about $770 million in net proceeds for&nbsp;<a href="https://www.topgolfcallawaybrands.com/">Topgolf Callaway Brands</a>, according to regulatory filings. The move is part of a broader restructuring plan the company had been pursuing since same-venue sales softened and former Topgolf CEO Artie Starrs stepped down in August.Callaway and Topgolf originally merged in 2021 to accelerate the growth of the eatertainment brand, but separating the businesses is now seen as a way to sharpen strategic focus, streamline operations and better allocate capital. While the company initially explored selling as much as 80% of Topgolf, it ultimately selected LGP as a buyer because of the firm’s strong track record with high-growth consumer brands. The private equity group has backed chains such as&nbsp;<a href="https://www.zaxbys.com/franchise">Zaxby’s</a>,&nbsp;<a href="https://www.velvettaco.com/international-partner/">Velvet Taco</a> and previously&nbsp;<a href="https://1851franchise.com/shake-shacks-unusual-international-business-strategy-2710292">Shake Shack</a>.Despite earlier declines, Topgolf’s performance has begun to rebound. The company posted slightly positive same-venue sales in the third quarter of 2025, driven primarily by its core guest segment — players who use one or two hitting bays — which accounts for 80% of annual revenue. Traffic in that category returned to strong double-digit growth, aided by value promotions like Sunday Funday and weekday discounts. Operational upgrades, including improvements to the digital channel and the rollout of Toast’s point-of-sale system, have also increased efficiency and boosted spending per visit.The deal is expected to close in the first quarter of 2026. After the transaction, Topgolf Callaway Brands will rebrand as Callaway Golf Company and continue operating its core portfolio, which includes Callaway, Odyssey, TravisMathew and Ogio, while LGP guides Topgolf into its next phase of expansion.Read the full press release&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">here</a>.&nbsp;

Franchise Legal Players: Ambika Sapra, Partner at Sapra & Navarra LLP

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