1851

<a href="https://www.linkedin.com/in/tymcbrideokc/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Ty McBride</a>, co-founder and CEO of&nbsp;<a href="https://gopreservan.com/start-a-franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Preservan</a>, decided to franchise the business with a clear vision of local ownership driving growth. Initially operating as a historic preservation contracting company, McBride and his business partner,&nbsp;<a href="https://www.linkedin.com/in/morgan-reinart-b03450140/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Morgan Reinart</a>, recognized the potential of their specialized wood rot repair service to expand beyond their current operations.&nbsp;“We kept asking ourselves, ‘How do we get a manager in DFW or Kansas City to treat people like neighbors?’” McBride said. “It’s about ownership. When we treat people like neighbors, it’s because we’re owners. We knew that local ownership was going to be the best strategy for us, and that’s what led us to franchising.”McBride explains that their decision to franchise was driven by a commitment to community involvement, seeking franchisees who are passionate about their cities and eager to serve. “I’m looking for people who are passionate about their cities, who know the cool pocket neighborhoods and restaurants,” he said. “They don’t have to have lived there for a hundred years, but they need to be on fire for their city, excited about serving and creating neighbors.” This focus on local ownership and community engagement has been a cornerstone of&nbsp;<a href="https://1851franchise.com/preservan/info">Preservan’s</a> franchising strategy, allowing them to build a brand that resonates deeply with both franchisees and customers.To help demystify the process, 1851 Franchise spoke with McBride about his journey to franchising and his advice for others looking to follow a similar path.&nbsp;A transcript of the interview has been provided below. It has been edited for clarity, brevity and style.1851 Franchise: Let’s start with an easy one. Why did you decide to franchise Preservan?Ty McBride: The real reason we decided to franchise Preservan, my business partner and I — who primarily acts as our operations guy — was that we began with the end in mind. We had a historic preservation contracting company, and we had this really amazing service inside it that did wood rot repair. We wanted to grow that service because we realized it had potential beyond what we were currently using it for. We saw an opportunity to expand it on a regional or even national level.&nbsp;When we looked at how to grow it, we knew it was about capital and people — how much money it would take and the people required. What got us excited was the idea of growing through local ownership. That led us to franchising. It wasn’t just about being local but being involved in the community. We always said, “We don’t have customers; we have neighbors.” We kept asking ourselves, “How do we get a manager in DFW or Kansas City to treat people like neighbors?” It’s about ownership. When we treat people like neighbors, it’s because we’re owners. We knew that local ownership was going to be the best strategy for us, and that’s what led us to franchising. Franchising, when done the right way, is about growing an enterprise through local ownership.1851: It sounds like being involved in the community is a prerequisite for your franchisees. Is that something you look for?McBride: Absolutely. I was recently on a call with a consultant who asked me what I want to know about a person before continuing in the development process. The first question I ask is, “What do you love about the area you live in, and why do you want to serve it?” I’m looking for people who are passionate about their cities, who know the cool pocket neighborhoods and restaurants. They don’t have to have lived there for a hundred years, but they need to be on fire for their city, excited about serving and creating neighbors.The other thing I want to know is why, at this moment in their life, they want to start an entrepreneurial journey. It’s not going to be easy, so I want to make sure they’re doing it for the right reasons and that they’ve thought about both the positives and the negatives so they’re in the right mindset and prepared to embark on this journey.1851: Preservan has a really unique offering that fills a void in the restoration and repair industry. Were you ever concerned about the long-term viability of your business and your ability to maintain steady interest from prospective investors?McBride: No, I’ve never been concerned about that. It might sound bold, but what we fix is as guaranteed as death and taxes. Wood deteriorates — rot and termites literally grow on trees, and wood makes our homes and buildings beautiful. Wood windows, doors, shutters — all these features are major issues when they start to deteriorate. We knew this from owning and operating a historic preservation contracting firm. Even in newer houses, wood is deteriorating faster due to the development of sustainable wood sources, so we understood the data behind this.In addition, we understood the research behind our service. We didn’t necessarily come up with the idea of repairing wood with epoxy. It’s something that’s been heavily researched and implemented in the historic preservation space since the mid-60s.1851: It’s proprietary though, right? The process you guys use isn’t really used by anybody else?McBride: There are a number of historic preservation data briefs on it, and this process has been used at Monticello, Mount Vernon, the Statue of Liberty and countless other landmark buildings. But yes, the process we’ve developed is unique to us.1851: What advice would you give to someone who’s thinking about franchising their business? Let’s say they come to you with a blank slate — how should they get started? What would they need to do?McBride: There are a couple of things I would say. In my opinion, you need to bring something unique to the market. There are a lot of mature players in various spaces, and if you’re just another copycat brand — like another burger joint, for example — you’ll have a hard time gaining traction. So, you need a unique spin on whatever it is you’re bringing to the market.Specifically, in the home service space, I’d encourage someone to have something backed by technology. I don’t mean just AI, CRMs and all that — though those are necessary, of course. I’m talking about the technology behind the service. Whether you’re in painting, power washing or something else, having a technological element that makes your service better than the rest is crucial. There are some really cool things happening in this space, and Preservan is part of a group of brands leveraging material and construction technology in the home service space.1851: Franchising is kind of a team sport, and it’s not something you can do on your own. What steps did you take when researching and selecting the professionals you were going to work with? How did you go about gathering your team?McBride: The first thing I did was get introduced to the idea of franchising through&nbsp;<a href="https://www.michaelegerbercompanies.com/product/the-e-myth-revisited/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">“The E-Myth”</a> by&nbsp;<a href="https://www.linkedin.com/in/michaelegerber/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Michael Gerber</a>. That was the first place I thought, “That’s it.” I read everything I could about franchising — there aren’t a lot of books on it, so it didn’t take long. I started listening to podcasts as well.For me, the most critical part, outside of having a good operation in your prototype, is the partner. The next step is finding the right legal partner because franchising is a legal structure for growing your business. You need the right legal partner. I took every phone call, filled out every form and talked to all kinds of people.A lot of the conversations I had were with people who said, “We’re going to do all these things for you — build manuals, do this, do that. We also have someone who will help you with the franchise attorney part, the legal side of creating the&nbsp;<a href="https://1851franchise.com/how-to-buy-a-franchise-what-is-an-fdd-2724901">FDD [franchise disclosure document]</a> and the franchise agreement.” But for me, I chose a different path — I decided to go legal first. I talked to lawyers first and said, “Here’s what we’re going to do. If this is a legal entity, I’m going to talk to lawyers first.” I listened to a couple of them on podcasts, specifically&nbsp;<a href="https://www.linkedin.com/in/joshfbrown/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Josh Brown</a> and&nbsp;<a href="https://www.linkedin.com/in/charles-internicola-42506910/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Charles Internicola</a>, and I learned so much from the legal aspect.Working with Charles, I understood that the FDD is a document that not only protects the franchise and the system but also helps evaluate the business. He understood the value of a great&nbsp;<a href="https://1851franchise.com/how-to-buy-a-franchise-exploring-item-19-of-the-fdd-2724955">Item 19</a>, a great&nbsp;<a href="https://1851franchise.com/the-most-important-items-in-an-fdd-item-7-initial-costs-2712071#stories">Item 7</a> and a great&nbsp;<a href="https://1851franchise.com/franchise-territories-and-exclusivity-agreements-2726485">territory structure</a>. He helped us build something unique that gave potential franchisees the information they needed and gave us a platform for growth. The rest of it kind of came from the legal document. So, I think landing the legal component of your franchise is critical. A good franchise attorney who understands franchising can evaluate whether or not you have a viable business for franchising.1851: What’s one thing about the franchise process that you wish you’d known a couple of years ago when you were first starting?McBride: I’d say that I felt obligated to have some friends or family do this first. I’d say to anyone thinking about franchising their business, you’ve got to prove it a little bit with someone who knows you and is willing to sign on with you. That’s Capital Raising 101 — you’ve got to do a friends and family round, and with franchising, it’s essentially the same. We did three right off the bat, and they were essentially friends and family. None were technically family, but they were all people who knew us in the business space and trusted that we had the vision and capacity to build this thing out.As Charles talks about, there’s a seasoning period where you have these three, you work out the kinks, and you might add one or two more. You’re really focused on seasoning that brand out. That was the kind of advice I was given — not the idea that you’re going to go from zero to 100 in 12 months. It’s cool when others do it, and I love watching others on that journey, but it’s probably not what it’s going to look like for most of us following this other path. I think focusing on building strong relationships with our early adopting franchisees was key.Another thing I didn’t realize early on was the importance of&nbsp;<a href="https://1851franchise.com/the-pros-and-cons-of-using-franchise-brokers-2719196#stories">broker networks</a>. I wish I had started that process earlier. Not all brands are great for broker networks, but ours is. Starting that process is a long one. You might think you throw it out there and brokers will start talking about your business and selling it, but that’s not how it works. It’s a lot of hustle, phone calls and grinding.&nbsp;Another thing I didn’t quite realize is that, as an emerging brand, you have to be careful because you’ll feel at times like the vultures are swarming you. There are a lot of people out there who want $1,500, $2,000, $5,000 a month and will make you a lot of promises. As an entrepreneur and founder, you’re super passionate about your brand, and it’s really hard because they’ll sell you on how they’re going to take your brand to the next level. It’s really hard to go slow. I’m fortunate that I got good advice early on to keep me from going down too many of those paths. I’ve talked to other startup emerging brands who didn’t get that advice early, and they gave up all the capital it takes to get started because it does take quite a bit of capital. You really need that money to support your franchisees, not give it all away.1851: Is there anything I’ve neglected to ask you that you feel compelled to share?McBride: I think you have to come prepared with the right amount of capital to franchise your business. Realistically speaking, your corporate location is going to have to be highly profitable to help sustain this, and you may need $200,000 to $500,000 to get this thing stood up.&nbsp;Of course, different franchise models with different revenue streams are going to vary, but I think it’s realistic to expect that kind of capital to stand up a brand. That’s something there’s no way around. We modeled that out before we got started, and I think that helped us also not get “commission breath” because the scary thing is when you start getting leads and potential franchisees, you might award the wrong thing because you need money to survive as a franchise. That’s not a healthy place to be in if you want to grow and support your franchisees and build something sustainable long-term.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/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">www.1851growthclub.com</a> and see what we can do for you.

Franchising a Business - Preservan CEO Ty McBride - Q&A - 1851 Franchise

Franchising a Business: A Guide with Advice from Preservan

1851 Franchise

McBride discusses how he came to franchise his business, muses on some of the key lessons he learned along the way and offers advice for others considering the franchise model.

Guide To Franchising Your Business: Q&A With Ty McBride, CEO of Preservan

franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan

Right at Home

Right at Home Named Among the Top Franchises in Entrepreneur’s Franchise 500 for 2026 

right-at-home-entrepreneur-franchise-500-2026

Pet Wants

Pet Wants Closes Out 2025 With 60+ Retail Stores Open and Double-Digit Growth

pet-wants-closes-out-2025-with-60-retail-stores-open-and-double-digit-growth

KidStrong Franchising, LLC

KidStrong Franchise - Recurring Revenue Model - 1851 Franchise

Why KidStrong’s Recurring Revenue Model Gives Franchise Owners a Competitive Edge in the Youth Fitness Market

franchise-recurring-revenue-model

KidStrong Franchise - Southern California Target Market - 1851 Franchise

Inside KidStrong’s SoCal Expansion Strategy: A Market Built for Youth Fitness

kidstrong-southern-california-franchise-expansion

SweatHouz

Photo of SweatHouz interim CEO Nico Varano

From First Franchisee to Interim CEO: Nico Varano Takes the Helm at SweatHouz

nico-varano-sweathouz-interim-ceo-operator-leadership

Buying a Franchise Masterclass

 Franchise Opportunities

Get Support Buying a Franchise

How to Buy a Franchise White Paper

How to Buy a Franchise

How to Sell Franchises

How to Grow a Franchise

Find a Franchise Supplier

1851 Franchise Opportunities

Franchisor News

Franchisor Power Rankings

FranCamp Mastermind Summit

Franchise Development Website Builder

Franchise Resources

The Top 10 Low-Cost Franchises With High ROI 

Website Awards

Power Rankings

About 1851

Advertise on 1851

Contact 1851 Editorial

Terms of Use

1851 Login

GROWTH CLUB LOGIN

facebook

instagram

twitter

linkedin

youtube

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

2026-franchising-economic-outlook-report

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

restaurants-eye-155-trillion-in-2026-sales-as-value-and-cost-pressures-define-the-year

Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

kevin-hart-is-the-latest-celebrity-to-enter-the-franchising-game

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

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

driven-brands-imo-sale-franchise-equity-partners

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  

authority-brands-2025-franchise-growth

For more than 15 years,&nbsp;<a href="https://hellomainland.com/">Mainland</a> has secured coverage for brands on FOX, NBC, CBS and ABC, as well as placements in local outlets such as&nbsp;<a href="https://www.noozhawk.com/">Noozhawk</a> in Santa Maria, California, or&nbsp;<a href="https://tbbwmag.com/">Tampa Bay Business &amp; Wealth</a>. With hundreds of PR placements each year, there must be some secret sauce to their stories — a possible angle that is irresistible to a producer who doesn’t seem interested in anything you have to offer. A secret phrase that unlocks doors and turns on TVs in your target market.&nbsp;What if we told you the answer was simple?<h3>Let’s Do an Experiment</h3>Imagine a franchise brand is opening its doors in your city, and you see this headline on Facebook:&nbsp; National Fitness Franchise Announces Expansion Into Downtown With Three New Territories Signed.If you were a news producer, that headline might not inspire much beyond construction and, maybe, a grand opening months down the line. By the time the scissors are ready to cut, you’ve moved on.&nbsp;Now try this:&nbsp; After a Career-Ending Injury, Former Ohio Track Athlete Is Bringing National Fitness Franchise to Combat the City’s Post-Pandemic Health Crisis.See the difference? Maybe images of a former athlete jumping a hurdle spring to mind, or an in-studio demonstration. Suddenly, there’s an opportunity to highlight statistics around an important, timely health issue that the brand is working to address.&nbsp;Framing matters. People matter — more than brands think. This isn’t just a happy accident of copywriting. It’s a calculated editorial strategy that is heavily implemented at Mainland to land placements and media buys.<a href="https://www.linkedin.com/in/morgan-wood1/">Morgan Wood</a>, content manager at Mainland, has personally published more than 2,000 articles for&nbsp;<a href="http://1851franchise.com">1851Franchise.com</a>. She is the exclusive writer for record-breaking brands like&nbsp;<a href="https://1851franchise.com/layneschickenfingers">Layne's Soon To Be Famous™ Chicken Fingers</a> and&nbsp;<a href="https://1851franchise.com/parisbaguette">Paris Baguette</a>.&nbsp;&nbsp;To understand how to consistently find the "human hero" in brand stories and start winning at PR, 1851 Franchise sat down with Wood to get some recommendations.1851 Franchise:&nbsp;How do you approach writing and telling someone's story?Morgan Wood: I've always been a “why person.” You know those little kids that ask a question, and you answer, and they say, “But why? But why? But why?” That was always me as a kid. I think I have a natural curiosity for everything, and I really think that everybody has an interesting story. It's just a matter of getting to it.A lot of times, the franchisees we’re working with will come on the call and say, "I don't know why you want to talk to me. My story is not that interesting.”&nbsp;There's a level of fulfillment and satisfaction in being able to see them see themselves in someone else's eyes and realizing what their story can mean and can do. It’s really fun.1851:&nbsp;What do you think about Mainland’s “Brands don’t sell brands, people do” method?Wood:&nbsp;When I'm browsing, I'm going to click on stuff that I feel like I relate to or something that is a human interest story.In franchising, people often think, “I'd love to do that, but I don't know if I can,” or “Somebody else can do it, but I just can't.”&nbsp;Being able to see the kind of person that's doing it, and, no matter who you are, there's someone who has a similar background or that you can relate to in some way, that has done it. I think putting that out there makes people curious. And then you click in, and it's their life story and their experiences. The reader likely doesn’t know this person, specifically, but it’s possible they have very similar experiences.I think that can draw people in more effectively than “This restaurant is growing!” or “This business is opening!” ever could.1851: How do you tell your writers to find the human hero in the story?Wood:&nbsp;We have talked a lot about continuing to ask the questions. Again, everyone has a story. We just have to get to it. I've said countless times, “Just keep asking. There has to be something. Think outside the box. Get curious on these calls with the franchisee, and really think about what is special about this person.”&nbsp;One of our questions for franchisee feature interviews is “What do you want me to know about you?” That opens it up. Regardless of your business or what you did before you bought a franchise, what do you want me to know about you?Being able to do that and dig deeper, even when there may not be an immediate connection between this story and their franchise journey, is really valuable. There have been times when it “clicks” later, and the writer realizes, “Oh, that's why they're the hero!”1851: Headlines and images are the first two things that people see. Are there any tricks in your bag when it comes to headlines and imagery to get picked up?Wood: Specifically in headlines, we want to talk about the human hero, but we don't necessarily want to say their name. We want to say who they are.&nbsp;More people are going to search for things like “veteran franchisee” or “moms in franchising”&nbsp; rather than a name that they’ve never heard before.It also has to be interesting, but you can't give everything away in the headline.&nbsp;And then with the image, just as much as possible, get a picture of a real person. It’s as simple as having something that people care about, and something that will catch a reader’s eye. If we’re talking about a person, we don’t want a stock image that someone will scroll right past.1851: Do you have any advice that you would give brands looking to get started right away?Wood: I think many in the franchise space have heard of the franchise horror stories: “I pay my franchise fee and the franchisor disappears,” or “I'm just a store number to them, I'm not a person.”One of our clients often says that, to be a franchisor, you need to understand what the franchisee is going through. When someone at the franchisor gets home from work, their family will ask, “How was work?” When a franchisee gets home, their family is asking, “How were sales today?” or “How was traffic?” These are franchise units, but they often represent the investment of someone’s life savings and a manifestation of so many hopes and dreams for the future. We can’t lose sight of that.&nbsp;No matter how big the brand gets or how fast they're growing, franchisors need to remember that these are real people with real backgrounds. Many have real families that this is supporting, and they've invested so much into this business. They’re building something in their communities and trying to make the most of the opportunity.They can’t just be viewed as “the person that's going to help me get a PR win.” They're still people. When you start from a place of humanity, the rest comes more naturally.Growing and selling franchises is difficult. Want to learn more about how Mainland helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="https://hellomainland.com/">https://hellomainland.com/</a>&nbsp;and see what we can do for you.

image of morgan wood, content manager at mainland, pr methods at mainland

How To Craft PR Stories That Connect: How Mainland Focuses On The Human Hero Of A Story

human-hero-pr-stories

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.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.Follow <a href="https://www.youtube.com/@1851Franchise">1851 Franchise on Youtube</a> to be the first to know about new episodes of Coffee &amp; Analytics with Nick Powills.&nbsp;

AI Will Destroy Your Franchise Learn How To Avoid It

AI Will Destroy Your Franchise - Learn How To Avoid It

ai-will-destroy-your-franchise-learn-how-to-avoid-it

<a href="https://1851franchise.com/the-importance-of-location-picking-the-perfect-spot-for-success-2728213#stories">Site selection</a> is one of the most important steps when launching a franchise. It’s not just about picking a busy street corner or finding the cheapest rent. It’s about understanding where your business will have the best chance to thrive.That’s why it’s essential for franchisors to play an active role in helping franchisees identify and secure the right location. By leveraging data, industry expertise and proven site criteria, franchisors can guide new owners toward high-potential areas that align with the brand’s customer profile and performance benchmarks.<figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=lGg-apnEdGw"><div class="iframely-embed"><div class="iframely-responsive"><iframe src="//cdn.iframe.ly/api/iframe?app=1&amp;api_key=fd3b6b3731f34f55ba1fe3&amp;url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DlGg-apnEdGw" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></div></figure><h2>Know Your Customer Before You Pick Your Site</h2>Every franchise concept has an ideal customer, and understanding who that is should guide your entire site selection process. Is your target customer a busy parent looking for convenience? A fitness-minded millennial who prefers walkable neighborhoods? A retiree seeking in-home services?“We understand our customers through studies that have resulted in our customer <a href="https://www.experian.co.uk/business/platforms/mosaic/segmentation-groups">Mosaics</a>,” said&nbsp;<a href="https://www.linkedin.com/in/joseph-eguia-1a5a9a230/">Joey Eguia</a>, chief operating officer at&nbsp;<a href="https://franchisefajitapetes.com/">Fajita Pete’s</a>. “Before selling a franchise, we ensure there is a suitable location in the potential franchisee’s desired area. This is achieved by running heat maps of the area that provides a grading system. If the site does not meet the required score, it is not approved.”&nbsp;Franchisees must work closely with their franchisor to define these demographics early. This includes examining age, income, lifestyle, purchasing habits, and foot traffic preferences. The clearer the picture, the easier it is to identify locations that match. Eguia notes that&nbsp;<a href="https://1851franchise.com/growth-club/fajita-pete-franchise-cost">Fajita Pete’s</a> considers factors such as driving patterns, visibility, accessibility, parking, and tenant mix.<h2>Use Tools That Take the Guesswork Out</h2>Most franchisors provide or recommend a suite of tools to help&nbsp;<a href="https://1851franchise.com/strategic-real-estate-decisions-for-franchises-2725424#stories">evaluate potential sites</a>.&nbsp;“We work with an outside company called Kalibrate,” Eguia said. “This platform helps businesses make smarter real estate decisions through data-driven site selection solutions.”&nbsp;Other tools can include:<ul><li>GIS and demographic mapping tools that pinpoint where your target customers live and shop</li><li>Heatmaps and traffic data to assess visibility and accessibility</li><li>Competition analysis to find areas with demand but limited saturation</li><li>Pro forma modeling to project how a location’s attributes could translate into revenue</li></ul>The goal is to use data, not guesswork, to make the best possible site decision.<h2>Franchisor Support During Site Selection</h2>One of the key responsibilities for franchisors is providing comprehensive support from day one and that includes guiding new franchisees through the site selection process. Leading franchise brands typically offer hands-on assistance through a dedicated&nbsp;<a href="https://1851franchise.com/location-location-location-five-tips-to-help-you-choose-the-right-franchise-real-estate-2725149">real estate</a> or development team to ensure each location is set up for success.“We have internal real estate brokers who assist franchisees with their site selection and lease execution,” Eguia said.&nbsp;This support can include:<ul><li>Reviewing and approving prospective sites</li><li>Recommending proven site types based on existing performance</li><li>Providing contacts for trusted local brokers</li><li>Offering checklists or scorecards to guide evaluations</li></ul>For franchisees, this level of guidance can provide the confidence to make a smart, long-term investment.<h2>Lease Negotiation and Broker Relationships</h2>Securing a great site is only half the battle; negotiating favorable lease terms is just as critical. Some franchisors offer legal support or access to real estate professionals who understand what a franchise needs in a lease.&nbsp;“The level of support provided will depend on the needs of the franchisee,” Eguia said. “While some franchisees are highly knowledgeable in this area, others may require comprehensive guidance throughout the entire process.”Many brands also work with national brokerage firms or have in-house real estate experts who can represent franchisees during negotiations. A skilled broker can not only help franchisees identify strong locations but also negotiate tenant improvements or rent concessions.Site selection sets the stage for everything that follows in a franchisee’s journey and it’s up to the franchisor to lead the way. By helping franchisees understand their target customer, providing access to powerful evaluation tools and offering expert guidance, franchisors can ensure smarter location decisions. With the right strategy and support, franchisees are better equipped to secure sites that drive long-term success for the entire system.<h2>Site Selection — Key Takeaways and Next Steps:</h2><ol><li>Set ideal site criteria tied to your customer.</li><li>Use data (heat maps/demographics/traffic).</li><li>Provide franchisor real-estate support.</li><li>Assist with favorable lease negotiations.</li><li>Tailor help to each franchisee’s experience level.</li></ol>Franchising your business is a major step, and the right guidance makes all the difference. Learn how 1851 helps brands build strong foundations and grow with confidence at <a href="www.1851growthclub.com">www.1851growthclub.com.</a>

Phase 4: Launching and Growing — How to Perform Site Selection

The Ultimate Guide to Franchising Your Business — Phase 4: Launching and Growing — How to Perform Site Selection

launching-growing-franchise-site-selection

At <a href="www.1851francamp.com">FranCamp</a> this year, we ran through a live survey – with a focus on gaining unrestricted answers to key questions, including:<ul><li>What is the #1 thing missing for explosive franchise growth?</li><li>What is the #1 thing you can do that costs nothing to drive growth?</li><li>What is the #1 thing you will spend money on to drive growth?</li><li>What is the value of one franchisee to your system?</li><li>What is your primary growth goal for 2026?</li></ul>All responses were captured live, categorized, and reviewed – thus, giving us true active insights – across brands ranging from 1 to hundreds of locations. These weren’t meant to be thoughtful responses, they were meant for high pressure reactions.During FranCamp, franchisors put real growth priorities, constraints, and budget decisions on the table. Those inputs reflect where brands are focused heading into 2026.<h2>QUESTION 1 | What is the #1 thing missing for explosive franchise growth?</h2>Quantitative Response DistributionLead flow / better leads / pipeline — ~35–40% Sales process / systems / conversion — ~20–25% Brand story / positioning / awareness — ~15–20% Validation / franchisee proof — ~10–15% Leadership focus / time / internal capacity — ~5–10%<h4>What are the insights?</h4>FranCampers primarily identified growth outputs (leads, pipeline, deals), not the inputs that drive those results.Most responses did not specify:<ul><li>Which lead sources actually convert</li><li>Where momentum breaks inside the sales process</li><li>What story differentiates the brand in a buying decision</li><li>The result is effort applied after the system instead of inside it.</li></ul>To improve this, there is a need for:<ul><li>Source-level lead clarity</li><li>Funnel diagnostics tied to real conversion data</li><li>Sales-ready storytelling and validation assets</li></ul>From a franchise development standpoint, “more leads” usually masks:<ul><li>Unclear franchisee targeting</li><li>Weak differentiation in a crowded market</li><li>Sales assets that inform but do not convert</li><li>Development momentum improves when:</li><li>One primary channel is owned</li><li>One story is consistently deployed</li><li>One conversion metric is tracked weekly</li></ul><h2>QUESTION 2 | What is the #1 thing you can do that costs nothing?</h2>Quantitative Response DistributionNetworking / relationships — ~30% Founder-led visibility (LinkedIn, content) — ~25% Outreach to existing contacts / franchisees — ~20% Storytelling / culture / community — ~15% Focus, discipline, consistency — ~10%<h4>What are the insights?</h4><ul><li>Brands are not seeing the opportunity within the four walls. The building, the van, the person are billboards.</li><li>Franchisees selling the franchise (referrals) are not as high of a priority as they should be.</li><li>Internal databases are not being leveraged.</li></ul><h2>QUESTION 3 | What is the #1 thing you will spend money on to drive growth?</h2>Quantitative Response DistributionPaid advertising — ~30% Website / SEO / AI visibility — ~25% Content / media — ~20% Sales training / development support — ~15% Other tools / vendors — ~10%<h4>What are the insights?</h4>Budgets are being aimed toward growth — but often ahead of readiness.Spend is increasing before:<ul><li>Positioning is clear</li><li>Sales assets exist</li><li>Validation confidence is established</li></ul>Effective spend follows structure.High-leverage brands:<ul><li>Build conversion assets first</li><li>Test before scaling</li><li>Review spend against pipeline quality, not just volume</li></ul>Momentum now depends on:<ul><li>What gets built</li><li>What gets measured</li><li>What gets reinforced</li><li>Execution discipline, legal alignment, and development focus are what turn insight into sustained growth.</li></ul><h2>QUESTION 4 | What is the value of one franchisee to your system?</h2>Responses clustered into three broad categories:<ul><li>Upfront-focused (initial franchise fee only)</li><li>Partial lifetime value estimates (initial fee + short-term royalties)</li><li>Unclear / not calculated</li></ul>While confidence varied, industry-consistent ranges discussed included:Initial franchise fee: $25,000 – $60,000 Annual royalty contribution (mature unit): $30,000 – $60,000+ 3-year franchisee value (conservative): $75,000 – $150,000 5-year franchisee value (typical healthy system): $150,000 – $300,000+ 10-year value (stable, retained units): $300,000 – $600,000+<h4>What are the insights?</h4>The most important signal was not the number, but the lack of one. And without a clear economic anchor:<ul><li>FAC (Franchisee Acquisition Cost) decisions become guesswork</li><li>Growth pacing lacks discipline</li><li>Confidence in sales conversations erodes</li></ul>Franchisors need a defined franchisee lifetime value modelFranchisor should have franchisee growth (more locations) assumptionsThus, economic benchmarks tied to growth spend<h2>QUESTION 5 | What is your primary growth goal for 2026?</h2>Responses clustered into four goal types:<ul><li>Unit-based goals (most common): add X units, double system</li><li>Revenue-oriented goals: franchise fee or royalty growth</li><li>System-stability goals: validation, conversion, readiness</li><li>Mixed / unclear goals</li></ul><h4>What are the insights?</h4>Nearly all participants had ambitious growth goals.Very few articulated what the system would need to support those goals with common gaps including:<ul><li>Sales capacity assumptions</li><li>Support and onboarding scalability</li><li>Leadership bandwidth</li></ul>High-performing brands evaluate growth goals by asking:<ul><li>What breaks if we hit this goal early?</li><li>Where does capacity max out first?</li><li>What must be built before accelerating?</li></ul>

image of coffee and analytics episode with nick powills

5 Key Franchise Growth Survey Questions Answered At FranCamp Miami

5-key-franchise-growth-survey-questions-answered-at-francamp-miami

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

how-much-can-franchisees-make-a-guide-expert-tips

<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

do-you-qualify-a-look-at-the-chick-fil-a-franchise-requirements

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;

Callaway Sells Majority Stake in Topgolf to Private Equity for $770 Million

callaway-sells-majority-stake-in-topgolf-to-private-equity-for-770-million

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

keith-sizemore-radiance-holdings-cdo

COLUMBUS, Miss. —&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a>,&nbsp;the 100+ unit fast-casual brand known for craveable, made-from-scratch food and category-defining menu innovation, has announced a new franchise signing for Columbus, MS, led by experienced multi-unit operators Vikas and Jaimin Patel. The restaurant is slated to open Fall 2026 at 2400 Highway 45 N., Suite 2, a high-visibility trade area where the Patels already operate&nbsp;<a href="https://beefobradysfranchise.com/">Beef ‘O’ Brady’s</a>, part of the&nbsp;<a href="https://www.fscfranchiseco.com/">FSC Franchise Co.</a> system, leveraging existing real estate and market familiarity to accelerate development.Before joining the FSC Franchise Co. system, the Patels spent years building a strong foundation in the food service and hospitality sector. Their early experience managing operations at Dairy Queen sparked a desire to bring something new to their community – a concept that blended great food, family-friendly comfort and a gathering place for sports fans.&nbsp;That vision led them to open the first Beef ’O’ Brady’s locations in Mississippi, where they quickly became known for creating welcoming spaces designed for families, kids and game-day regulars alike. With deep knowledge of local community preferences, a passion for hospitality and a proven track record of operating successful restaurants, the Patels see Newk’s as a natural next step in expanding their footprint and continuing to meet the needs of guests in markets they know and love.“Columbus is home for us,” Jaimin said. “We found a great spot that already fits what we need, so we can move quickly and keep things simple. Newk’s feels like the kind of place our family would eat every week – fresh food, made right and a comfortable vibe.”The restaurant will include a drive-thru, an optional addition that Jaimin says Newk’s is introducing at select new locations to enhance guest convenience.The Patels’ decision underscores the advantages of FSC Franchise Co.’s multi-brand platform, which includes Newk’s Eatery and Beef ‘O’ Brady’s. By adding Newk’s to their portfolio, the group expects to streamline development, supply and support while broadening day-part coverage across lunch, dinner, catering and off-premise occasions. The Patels are also slated to open a new Beef ’O’ Brady’s in Flowood, MS in December 2025, further expanding their presence within the FSC Franchise Co. family of brands.“Welcoming the Patels to the Newk’s system in Columbus is an exciting milestone for our brand and for FSC,” said&nbsp;<a href="https://www.linkedin.com/in/frank-paci-8b1a56a/">Frank Paci</a>, CEO of Newk’s Eatery. “They are disciplined operators with deep ties to the market and a track record of running great restaurants. Their ability to activate an existing site, paired with FSC’s shared resources, makes this a strong win for guests and for our growth in Mississippi.”The Columbus project will emphasize Newk’s signature operational model and digital convenience, including off-premise channels and loyalty, aligned with the brand’s systemwide focus on technology, training and operational excellence.About Newk’s EateryFounded in 2004 and headquartered in Jackson, Mississippi, Newk’s Eatery is a fast-casual restaurant brand known for its signature hospitality and scratch-made meals. With nearly 100 locations across 12 states, Newk’s offers a diverse menu of hand-crafted salads, sandwiches, soups, and pizzas — all made in-house with fresh, premium ingredients and without the use of fryers or microwaves. Guests can also enjoy convenient grab-and-go options and mobile ordering through the Newk’s app, available on Google Play and the App Store, for curbside, in-store pickup, or delivery.Newk’s has earned national recognition from Nation’s Restaurant News, Restaurant Business, and Entrepreneur, and continues to be celebrated for food quality and guest loyalty. To learn more, visit Newks.com, join the Newk’s Rewards program, or follow along on Facebook, Instagram, LinkedIn, and X. For franchise opportunities, visit&nbsp;<a href="https://franchise.newks.com">franchise.newks.com</a>.

Newk's Eatery Franchise - Columbus, Mississippi Expansion - 1851 Franchise

Newk’s Eatery Taps Seasoned Beef ‘O’ Brady’s Multi-Unit Operators for New Columbus, Mississippi Expansion

newks-franchise-columbus-ms-patel

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.”

Guide To Franchising Your Business: Q&A With Ty McBride, CEO of Preservan

MORE STORIES LIKE THIS