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Remote work, hybrid work, work from anywhere, telework, mobile work, hotdesking, coworking…“Like many times, industries kind of over-complicate it; people are trying to make up these terms to differentiate things that are all the same,” <a href="https://www.linkedin.com/in/jasonandersonmba/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">Jason Anderson</a>, president of <a href="https://unitedfranchisegroup.com/divisions/coworks/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">CoWorks</a> and <a href="https://officeevolutionfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">Office Evolution</a>, explained. “It’s been vastly overcomplicated.”For coworking or shared office space franchisors, it’s really as simple as leasing commercial real estate, which equips employees, whether through their companies or independently, to work somewhere that is not a corporate office or their own home.The History of Remote WorkWhile the remote and hybrid models became increasingly popular when COVID-19 forced employees out of the office for safety reasons, this was far from the start of the industry. Anderson outlines four key stages of remote work, spanning from 1990 to 2023 forward.“What I like to call Coworking 1.0 was really the first 20 years of&nbsp;<a href="https://1851franchise.com/internationalworkplacegroup">Regus</a>,” he explained. “This was about 1990–2010. I got involved around this time and actually opened my first business in a flexible office.”However, he continued, people who worked from flexible spaces were often viewed as second-class businesspeople. Like many things, flexible work was something for early adopters, and not everyone totally understood it. But from a practical angle, it was a perfect model for those engaged in the gig economy and small business owners who just weren’t ready to commit to a long-term commercial lease.In 2010, the 2.0 period began, and flexible work started to get cool.“WeWork really revolutionized the industry,” Anderson said. “It really revolutionized the industry, made it cool, and brought it to the forefront of everyone’s mind in the office space.”Then 3.0 happened: COVID-19.&nbsp;“The pandemic created the largest work-from-home experiment, globally, that will ever be conducted,” he explained. “People that had never had the experience of working from home, or companies that never thought they would, were forced to. This took the progress that would traditionally happen over the next decade or two and condensed it to a two-and-a-half or three-year scenario.”Where Does This Place Us?After the pandemic, a large portion of professionals had almost certainly made their minds up. They would not, under any circumstances, be returning to the office. The flexible option is just too good to let go of! Some people save hours each day by not having to commute, and the relatively widespread acceptance of remote models has allowed many companies to source talent that is not locally available.“Now, in 2023, we’re at 4.0,” Anderson explained. “Everybody’s figuring out what to do with the people that&nbsp;do need to come back to the office, and ‘flex-first’ is kind of what I’ve been saying. Everybody is looking at flexible office space; it’s just not something that you cannot be looking at.”“What further proves this,” he continued, “is that through the pandemic, the government&nbsp;<a href="https://www.gsa.gov/events/federal-solutions-coworking?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">awarded a contract</a> to put federal workers in flexible office spaces. They’re getting rid of a lot of their regional offices. When looking at allowing people to work closer to where they live, flex office space will be the first thing in mind.”Like many businesses, franchisors have also embraced the model.&nbsp;<a href="https://blackbeardinerfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">Black Bear Diner</a> shifted to a remote model, like many companies, at the onset of COVID-19. In January 2022, the franchisor rolled out a hybrid model that allows staff continued flexibility.“Since then, we have adopted a hybrid model, which provides our Home Office (affectionately known as The Cave) staff with the flexibility to work from home two to three days a week, or whenever they choose,”&nbsp;<a href="https://www.linkedin.com/in/anita-adams-3804a910/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">Anita Adams</a>, CEO of Black Bear Diner, explained. “Our team members love this option, and we find that it helps contribute to a happier work-life balance overall.”Adams added that, thanks to Franchise Business Consultants who consistently connect with their respective franchise partners in person and via email, video and phone calls, relationships throughout the network have remained strong.Other flexibilities, like the option to host discovery days in a market convenient to the prospective franchisee, have been a great benefit associated with the flexible work model.“We are very flexible with our discovery days to better meet the needs of each potential franchise partner,” Adams explained. “If appropriate, key members of our senior team meet [...] a potential franchise partner [who] is considering or in a market where they can visit an operating diner. If they prefer to visit our home office, our senior team is physically present. With either approach, the emphasis is on building personal connections so they understand the level of support our franchise partners will receive from the entire team.”<a href="https://www.linkedin.com/in/amy-przywara-5512b61/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">Amy Przywara</a>, chief marketing officer at&nbsp;<a href="https://1851franchise.com/sylvanlearning">Sylvan Learning</a>, shares a similar perspective.“There was not a rush to come back to the office for camaraderie once the health concerns had passed,” she explained. “On a daily basis, you might bump into five people; other days, there’s no one there.”The franchisor still has a corporate headquarters, but there are no in-office requirements. In many cases, Przywara said, people show up to the office when they need to pick up a piece of mail, for example, and choose to stay and work for a few hours.Though&nbsp;<a href="https://sylvanfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">Sylvan</a> does not have concrete plans to mandate a strict hybrid or in-person schedule, she explained that the corporate team is working toward establishing a new, more updated, open office headquarters.“When you go to our corporate office, even if you didn’t work for us before, there’s still a ‘before’ feeling,” she said. “It’s weird; we knew that we needed to move things around.”During the height of the pandemic, even though everyone was working remotely, the Sylvan team was working diligently to “fulfill the mission,” creating educational plans and resources for students nationwide who were already struggling with learning disruptions. Now that things have calmed down, the team has been intentional about communicating that it is okay to shut down. Like many report, the model has led to an even more enjoyable work-life balance.&nbsp;Przywara shared that she personally feels that she has become a “better employee, better manager, better executive team member and better mom,” and the biggest difference has been her ability to reclaim about an hour and a half of commuting time each day.“What I’ve come to believe is that it really is just the people,” Przywara added. “It was never about us all being together in a physical space. It’s about us all being ‘together.’”Why the Flexible World Is Better for Franchisors in More Ways Than OneAs the model continues, so does demand. However, some companies’ willingness to embrace the flexible model has left commercial office buildings desolate. The leases are not over, but no one cares to work in that building.“Prior to the pandemic, we were living in an era where more and more people—workers and organizations—were moving toward flexibility,” said&nbsp;<a href="https://www.linkedin.com/in/wayne-berger-174a3a5/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">Wayne Berger</a>, CEO of IWG The Americas, during an&nbsp;<a href="https://www.youtube.com/watch?v=qcPunojomL0&utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-and-the-future-of-work-navigating-remote-and-hybrid-business-models-in-2023-2722075" target="_blank" rel="nofollow">1851 Webinar</a>. “Back in 2019, over 50% of the world’s workforce was working from somewhere other than a traditional office at least one to two days a week.”The demand is only climbing, and many building owners are looking for ways to make the most of otherwise empty space. Though a host of companies will take on this challenge on a smaller scale, franchising is the most viable way to take hold of a large portion of the industry.“We anticipate that 30% to 40% of real estate portfolios will be flexible by 2030, and 17% of that will be flexible by 2024,” Berger added. “This means vacancy rates—which are at 65% in the U.S. in traditional downtown financial districts—are increasing rapidly around the world. Space that is under lease, signed prior to the pandemic, is being underutilized or left completely empty.”In addition to an overarching demand, Anderson explained that there is a “necessity for franchising in the space. VentureX launched in 2017 and acquired Office Evolution last year. We’re now the third-largest player in the entire industry.”This size and speed of growth is not something that can be achieved on a smaller scale, and Anderson says successful franchisors should consider taking on the flexible office space market.“There are a lot of business models that don’t scale if not for franchising,” he added. “We now need individual, localized people to run, manage and grow these companies. All of the major players will need to look at some sort of franchising—domestic or international—to scale and grow for the next decade.”

Franchising and the Future of Work: Navigating Remote and Hybrid Business Models In 2023

1851 Franchise

The remote and hybrid models present an incredible opportunity for franchisors to grow both their footprints and corporate team.

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Caring Transitions

Why Couples Are Choosing to Own a Caring Transitions Franchise Together

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TruBlue Home Service Ally

TruBlue Home Service Ally Closes Out 2025 With Record Growth and Accelerating Demand for Aging-in-Place Services

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Strategic Franchising

The Power of Mentorship in Franchising With Strategic Franchising Systems

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The Benefits of Owning a Caring Transitions Franchise: Why Entrepreneurs Are Choosing the Senior Services Industry

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Comfort Keepers

Comfort Keepers franchise, Comfort Keepers Salt Lake City, Comfort Keepers Utah

Why Utah Is a Top Expansion Market for Senior Care Franchises: Comfort Keepers® Targets Growth in Salt Lake City and Beyond

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Restaurants Stand Out in 2025 Hiring as Consumers Look for Simple Treats

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Photo of SONIC franchise logo against blue sky backdrop

KBP Brands Acquires 78 SONIC Locations Across Five States

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

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

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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<a href="https://kbpbrands.com/">KBP Brands</a>, the multi-brand franchisee group with over 1,100 restaurants across 32 states,&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">has announced</a> its acquisition of 78 additional SONIC units. The new units are spread across Ohio, Kentucky, North Carolina, Tennessee and Virginia.This is the second SONIC acquisition KBP has completed in less than two years, and it makes KBP the fourth-largest SONIC franchisee in the system with 164 total locations across eight states.“We’ve had a successful five-year partnership with Inspire Brands and have seen strong results from our initial SONIC purchase,” KBP CEO&nbsp;<a href="https://www.linkedin.com/in/mike-kulp-820820">Mike Kulp</a> said in a statement. “We look forward to expanding that with a larger footprint and additional operational efficiencies.”KBP is one of the country’s largest franchisee groups, reporting approximately $1.5 billion in annual sales across its portfolio, which includes KFC, Taco Bell and Arby’s, another Inspire Brands franchise."Our relationship with KBP Brands continues to grow due to their operational excellence and our shared commitment to guest satisfaction and a culture that champions innovation," said&nbsp;<a href="https://www.linkedin.com/in/john-kelly-b48426b">John Kelly</a>, brand president at SONIC. "KBP's expansion with SONIC demonstrates their dedication to our vision and the brand's long-term growth."Read the full press release&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

As the health and wellness business in America continues to fill out, the fitness industry is growing alongside it. The industry now generates&nbsp;<a href="https://www.ibisworld.com/united-states/industry/gym-fitness-franchises/5599/">over $7 billion</a> in annual revenue, with a revenue increase of nearly 3% in 2023 alone.Rebounding since COVID, both big box and boutique franchises have shown&nbsp;<a href="https://athletechnews.com/fitness-franchising-by-the-numbers-10-key-stats/">membership growth</a>, with premium establishments up 21% compared to a whopping enrollment bump of almost 70% on the budget gym side.&nbsp;&nbsp;<h3>The Pros And Cons Of Big Box Gyms</h3>When it comes to choosing the right fitness franchise, there are pros and cons to each.Big box gyms are able to cast a wider net, attracting a clientele ranging anywhere from newbie to seasoned veteran, with a lower cost of entry potentially attracting even the marginally curious to the idea of a well-established, properly marketed brand.&nbsp;Big box and other low-cost fitness franchises are also able to capitalize on services like personal training and retail amenities, increasing revenue.Driven by recurring membership fees, big box gyms generally cost less. However, the wider net cast in terms of building a clientele, tends to require more equipment in a bigger space, increasing costs like rent. And with a wider array of workout machines to both service and maintain, additional costs tend to follow.<h3>The Pros And Cons Of Boutique Fitness Concepts</h3>On the boutique side, franchises are typically able to offer a more personalized fitness experience, catering to niche markets with an eye on community, quality and loyalty. However, a more hands on approach to management and day-to-day operations may also be necessary to deliver the more customized, immersive experience often demanded of the more boutique environment.As a result, boutique fitness concepts are typically able to capitalize on a more premium pricing model driven by the idea of exclusivity.But, while less equipment in a smaller space can help rein in expenses, it can also be difficult to build the more specific clientele required by the boutique experience, rendering selection of proper location crucial.<h3>Finding The Right Fit</h3>As potential franchisees assess the available opportunities in the fitness franchise realm, it’s important to ponder a number of factors which can impact the bottom line.In terms of budgeting, a full understanding of both initial investment and ongoing operational costs is crucial.&nbsp;Getting to know the customer and surrounding area can help franchisees assess just how much the consumer is looking to pay for a gym membership, helping clarify the big box versus boutique decision when it comes to the question of how to buy a franchise.There’s also market saturation, with big box gyms in particular becoming an increasingly crowded marketplace.On the management side, it’s important for franchisees to seize upon a specific approach, whether it’s applying a more hands on style to the level of personal interaction required on the boutique side or focusing on the moving parts in play in the larger, more complex big box environment.&nbsp;When it comes to buying a fitness franchise, an understanding of the consumer, proper assessment of the marketplace and specific approach to management can go a long way towards avoiding potential risk, helping franchisees find success as they ponder entrepreneurship via fitness franchises.For more info on fitness franchises, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/fitness-franchises-2025-trends-opportunities-2729600">The Rise of Fitness Franchises in 2025: Trends, Opportunities and What to Expect</a></li><li><a href="https://1851franchise.com/top-health-and-wellness-franchises-2729821">Top 15 Health and Wellness Franchises Opportunities for 2025</a></li><li><a href="https://1851franchise.com/fitness-wellness-franchise-guide-2729443">How To Choose the Right Fitness or Wellness Franchise for You</a></li></ul>

Buying a fitness franchise, people exercising

Boutique vs. Big Box Gym Franchises: Which Offers Best ROI in the $7 Billion Fitness Market?

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The&nbsp;<a href="https://www.franchise.org/">International Franchise Association</a> has released its annual&nbsp;<a href="https://www.franchise.org/franchising-economic-outlook/">Franchising Economic Outlook</a> report for 2026, painting the picture for a positive year of growth after notable economic turbulence in 2025.“The resilience of franchising has enabled our model to adapt, endure and thrive in the face of challenging macroeconomic headwinds,”&nbsp;<a href="https://www.linkedin.com/in/matthewhaller">Matt Haller</a>, IFA president and CEO, said in a release. "After a year of recalibration, franchising is better positioned to navigate an improving economic environment than independent businesses due to tax certainty, lower interest rates and investments in AI that will propel brand growth, franchisee unit-level economics and wage growth for the franchise workforce."The report features key industry projections for the year, including:<ul><li>The addition of over 12,000 new franchised businesses</li><li>The addition of over 150,000 jobs — meaning the industry will represent nearly 8.9 million jobs</li><li>An increase in total franchise GDP from $549.9 to $558.4 billion</li><li>An increase in multi-unit ownership as current single-unit franchisees pursue scale</li></ul>In addition to the strength of the industry as a whole, the organization highlighted segment-specific trends.&nbsp;<ul><li>This year, child services and commercial and residential services are recognized as top performers, expected to achieve a 3.2% year-over-year growth rate.</li><li>A focus on experiential dining, rather than value alone, may drive full-service restaurants to outpace quick-service brands in output growth.</li><li>Preventive health care has risen to be the third-largest franchised industry, and it represents strong opportunities as consumer awareness surrounding preventive health care persists.</li></ul>In terms of growth markets, Texas continues to lead the country as the fastest-growing state for franchising, followed by Florida, Georgia, Arizona and North Carolina. Michigan, Ohio and Utah have joined the top 10 this year thanks to their relative affordability and the potential they offer for market leadership and long-term growth.The outlook for 2026 is upbeat, and the drivers behind it look different than they did a few years ago. More brands are putting AI and automation to work in day-to-day operations, which helps franchisees move faster on basics like scheduling and inventory and stay tighter on margins.The growth in multi-unit ownership points to a shift in how people are approaching franchising. More operators are treating it like a scalable investment, focused on building an asset, not just buying themselves a job.As the year ramps up, IFA’s data suggests growth in 2026 will be driven by those leveraging the scale of the franchise model, embracing a tech-forward approach to business ownership, and staying agile in an evolving business landscape.Find the full 2026 Franchising Economic Outlook report&nbsp;<a href="https://www.franchise.org/franchising-economic-outlook/">here</a>.

McDonald’s is tightening its franchising standards to make “value” a new performance metric. It will soon judge franchisees not just on operations and service standards, but perceived value, too,&nbsp;<a href="https://www.cnbc.com/2025/12/08/mcdonalds-value-franchising-standards.html">CNBC reports</a>.“Effective January 1, 2026, we are enhancing our global franchising standards across all Segments to reinforce accountability for value leadership,”&nbsp;<a href="https://www.linkedin.com/in/andrew-gregory-1644a376/">Andrew Gregory</a>, McDonald’s senior vice president of global franchising, development and delivery, wrote in a memo issued Monday and obtained by CNBC. “With enhanced standards, we aim to provide greater clarity to the system to ensure every restaurant delivers consistent, reliable value across the full customer experience.”Conversations around&nbsp;<a href="https://1851franchise.com/mcdonalds-franchisees-feel-the-pressure-as-sales-decline-and-expansion-continues-2728574#stories">McDonald’s traffic and value</a> have been consistent this year, and this appears to be yet another attempt to drive success throughout the system.While franchisees will still technically set their own prices, under this new review structure, “value” becomes part of the franchise’s standards. If franchisees don’t comply, they may be subject to penalties like early termination of the franchise agreement or not being allowed to scale to additional locations.&nbsp;Value is no longer a marketing slogan or a temporary promotion. It is a key expectation of guests, and it’s becoming a contractual obligation for franchisees.Read the full article&nbsp;<a href="https://www.cnbc.com/2025/12/08/mcdonalds-value-franchising-standards.html">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

CNBC: McDonald’s Will Assess if Franchisees Are Offering Value for Customers Under New Standards

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

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

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

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

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

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