Fresh Coat

<a href="https://www.linkedin.com/in/johnny-stephens-32902856/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=fresh-coat-franchise-hermitage-johnny-stephens-2729379" target="_blank" rel="nofollow">Johnny Stephens</a> is no stranger to leadership — or to faith. After three decades working across various Christian organizations in roles ranging from publishing to large-scale production, he felt called to start something of his own. That calling led him to&nbsp;<a href="https://freshcoatfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=fresh-coat-franchise-hermitage-johnny-stephens-2729379" target="_blank" rel="nofollow">Fresh Coat Painters</a>.&nbsp;“I’ve worked in several different professional spaces — from the National Park Service when I was really young to becoming one of the first African American in-state missionaries with the United Methodist Church,” Stephens said. “From that stint, I spent pretty much 30 years working in some form or fashion within the scope of the Christian area — publishing, production and marketing. I’ve done everything as it pertains to doing God’s work without actually being a preacher, deacon or servant in any of those capacities.”Launching a&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat franchise</a> in Hermitage, Tennessee, felt like a natural extension of his life’s work — just in a new format.&nbsp;“Even though I won’t be working for a church, the church is still in me,” Stephens said. “Having an avenue by which I can utilize the resources from this business allows me to do things for the community — to plant seeds and help others. That’s my thing. That’s what I care about.” That sense of mission and compassion informs everything he does, even his leadership philosophy, which he sums up with three simple words: grace, mercy and compassion. For Stephens, those aren’t just values — they’re daily practices that help him stay grounded and serve the people around him.1851 Franchise spoke with Stephens about his franchising journey, his faith and his commitment to giving back to his community. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Johnny Stephens: I’ve worked in several different professional spaces — from the National Park Service when I was really young to becoming one of the first African American in-state missionaries with the United Methodist Church. From that stint, I spent pretty much 30 years working in some form or fashion within the scope of the Christian area — publishing, production and marketing. I’ve done everything as it pertains to doing God’s work without actually being a preacher, deacon or servant in any of those capacities.1851: What did you do before franchising, and how did you decide franchising made sense for you?Stephens: I actually still own a business called Grassroots Consulting. It’s a publishing arm, and I’ve been publishing books for over 12 years. I’ve published over 120 professional Christian-based books in leadership, academics, etc. I’m also a producer. I’ve produced mainline conferences with five or six thousand people in attendance, and I produced services at a megachurch here in Nashville.I was just looking for something more. A lot of the areas I’ve been fortunate enough to be part of were all higher executive leadership roles, and I wanted to have my own business outside the church realm. I decided that owning a franchise would be less stressful, yet it would allow for every single element of what I’ve been doing — dealing with customers, technology, organization, building budgets, making money. All those aspects have been part of my work for the past 30 years.Once I went through the actual training, it was amazing to see how every little element of creating a franchise was already built into what I’ve been doing for over three decades.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Stephens: I think you need to choose your franchise company with precision, with prayer and with an understanding of what you’re actually going to get out of it. A lot of times when you hear figures about the gross amount you can make, your mindset can shift to, “Oh, I can build substantial wealth.” I’m not saying you can’t, but it does take work.You definitely need to have a background in business infrastructure. This isn’t a mom-and-pop thing — it’s a technical infrastructure build before you even launch. If you’ve never been exposed to that, you might get lost trying to handle everything that’s required before you even start.And you need to understand the basics of dealing with corporate infrastructure. If you’ve never dealt with that before, you might get lost in the nuances — understanding the marketing department versus the commercial department. But one of the beauties of this particular franchise is that the coaches are very supportive. Their follow-through is immaculate, and if you get a little off track, they have a very strong organizational structure to get you back on course.1851: What made you pick this brand? What excites you most about this company?Stephens: What’s exciting is that I wanted to be involved with an industry that could be somewhat recession-proof. Everybody needs their homes painted. Every business needs their space painted or updated in some form or fashion. Within the landscape of where we are as a country, this seemed like the safest, most efficient way to maintain a living wage that I could find.It’s not just that I love the painting side of it — the business infrastructure and the overall structure of the franchise create sustainability for me and my family.And I have to give credit where credit is due. God was the ultimate purveyor of this decision. I was actually in the process of going with a different franchise and was just about to secure an SBA loan. I thought I was at the finish line, but then a minor student loan issue from three years ago came up and delayed everything. I was devastated.I called my mom, and she reminded me of some money she had set aside for me in the stock market over 20 years ago. That same day, she checked on it, and it was enough to not only cover the franchise fee but to get started without debt. That was all God. Now, I’m in a situation where I don’t have to pay back a loan, and I can work at my own pace — not rushing just to meet loan payments. If God hadn’t chosen this franchise for me, it never would have happened.1851: What do you hope to achieve with your business? What are your plans for growth?Stephens: One of the things I shared with the executive team — even when I was in Cincinnati — is that I’m really into giving back to the community. Coming from a spiritual, Christian environment, it’s built into my psyche to give back.Even though I won’t be working for a church, the church is still in me. Having an avenue by which I can utilize the resources from this business allows me to do things for the community — to plant seeds and help others. That’s my thing. That’s what I care about.1851: Is there anything else about your story you want us to know?Stephens: There’s one thing I operate under as a business owner, and that’s what I call GMC — grace, mercy and compassion. Just like the truck.Those areas are extremely important. They’ve helped me throughout my 30 years working in nonprofit Christian spaces, but they’ve also made me a permanent student of human personality. If you operate with an understanding of how to deal with people — if you listen more and speak less — you’ll get a lot more accomplished in these spaces.1851: What advice do you have for other people thinking about becoming franchise owners?Stephens: If you’re considering doing something on this level, it’s important that you have the right mindset and at least a basic business knowledge base. And I’m not only talking about understanding business, but also organization, structure and scheduling.That’s not to make it sound harder than it is — but if those skills come naturally to you from years of work experience, franchising fits seamlessly. I’d especially recommend it to people with experience in corporate infrastructure, people who know how to deal with people. You have to be a people person. That’s probably the most important thing.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.

Franchisee spotlight graphic with photo of Johnny Stephens and Fresh Coat Painters logo

Johnny Stephens Brings Faith and Leadership to Fresh Coat Franchise in Hermitage, Tennessee

1851 Franchise

After decades of Christian leadership, Stephens brings his mission-driven mindset to Fresh Coat Painters, blending business with a calling to give back to his local community.

Guided by Faith, Johnny Stephens Is Launching His Fresh Coat Painters Franchise in Hermitage, Tennessee

fresh-coat-franchise-hermitage-johnny-stephens

FRANCHISE INFORMATION

Own a Fresh Coat

Fresh Coat's National Accounts Program

Sherwin Willams Partnership

Learn

Visit Website

FRESH COAT

Facebook

LinkedIn

Instagram

YouTube

SOCIAL MEDIA

Fresh Coat Painters Eyes 200 Territories in 2026, Strengthens Franchisee Support

Former Sherwin-Williams Manager Transitions to Entrepreneurship With Fresh Coat Franchise

Keys to Team Retention for Fresh Coat Painters Franchisees

FRESH COAT MOST READ STORIES

1851 LOGIN

GROWTH CLUB LOGIN

ABOUT FRESH COAT

CONTACT FRESH COAT

facebook

instagram

linkedin

youtube

First Name

Last Name

Email

Phone

City Of Interest

State Of Interest

Do you have over $50k to invest in your business?

Own a Fresh Coat Franchise

Across trade industries, many business owners have concerns about employee recruitment and retention, noting that it can be challenging to find quality team members and even more of a struggle to keep them. At&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the 190-plus-unit painting franchise, local owners are supported in this area and receive guidance that not only addresses recruitment and onboarding costs but also improves consistency of work across projects and fosters a culture of care between team members.<a href="https://www.linkedin.com/in/pat-boyle-0b45a141">Pat Boyle</a>, owner of&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> of Cranberry Township, has seen great success with his teams over his nearly 15 years in business. That approach recently earned industry recognition, Boyle was honored with the President’s Award at the 2026 Fresh Coat Franchise Conference, recognizing franchisees who go above and beyond in supporting their teams, strengthening the system and leading with a people-first mindset.&nbsp;Currently, three-quarters of his painters have been with him for seven or more years, including four who are approaching their 11th year. As he continues to lead the business, Boyle remains focused on the key drivers of retention to support a strong baseline that sets the stage for continued business success.“You need good people, and you need to build a good relationship with them,” he said. “Painters in the industry are used to working, and then getting laid off in the winter. These people want to work and want to make money for their families. The first thing to think about is that, if you can’t keep them busy, they’re going to look for a job elsewhere. I feel like I work for them just as much as they work for me. They have to do their jobs, but my job is to make sure that they have jobs and opportunities to feed their families. It’s important for them to be happy in the job and be taken care of.”<h2>During Recruiting, Focus On Character</h2>Building strong, steady teams starts with hiring the right people. In the home services space, it’s especially important to recruit and retain team members who can perform from a technical perspective and deliver on the intangibles. Clients are letting strangers into their homes to complete projects, and it’s important that they feel comfortable and confident in the team’s skills.“Make sure you talk to candidates on the phone, meet them in person, and do background checks,” Boyle said. “You’re never going to be perfect at hiring. It can be hard, especially when you’re starting out, because you want someone with experience. But sometimes, hiring&nbsp;good people is better than hiring&nbsp;experienced people.”By taking the time to find the right fit up front,&nbsp;<a href="https://1851franchise.com/freshcoat/franchise-success-sherwin-williams-2731568">Fresh Coat owners</a> are better positioned to develop team members, build stronger working relationships and ultimately increase retention.<h2>The ‘Full Calendar’ Philosophy</h2>Keeping a busy schedule is at the heart of employee retention. At a baseline, painters join the team to paint, and by prioritizing this, Boyle has been able to support significant tenure among his teams.For many tradespeople, the industry's seasonal ebb and flow can be concerning, leading to winter layoffs and months of employment uncertainty. Addressing this head-on not only keeps painters engaged through a given slow season but also establishes a level of trust and security that prevents future “shop-hopping.”“A lot of companies, during their busy time, will bring people on, then during slow times, lay those people off,” Boyle said. “If you can keep that from happening, you’re already building trust. But also, if team members are working for you and helping you make money during your busy time, it’s worth returning the favor to them and making sure they’re staying busy all year round because they’re counting on that paycheck to feed their families.”<h2>Treat Team Members Like Family</h2>A step above keeping painters busy, Boyle focuses on ensuring they feel recognized and appreciated as well. Investing in things like holiday gatherings and getting to know team members personally goes a long way.Boyle does this by hosting summer get-togethers and giving out holiday bonuses.“We try to be a family together so they know that, when they’re coming to work, it’s not just about working,” he said. “They’re going to be here, and they know that I’m going to work to keep them and keep them busy and that I care about them, not just the work they do.”<a href="https://1851franchise.com/freshcoat/how-to-scale-2731560#featured">Creating an environment where team members feel valued</a> can also facilitate more transparent conversations when potential hurdles do arise.“It’s worth it to get to know your people,” Boyle said. “The more you know each other, the more comfortable you are with each other, and if there is a problem or maybe they have an opportunity to consider another job elsewhere, they’re more likely to talk to you about it if you’re close.”<h2>The ROI of Long-Term Tenure</h2>​Recruiting and onboarding can be expensive and time-consuming. Avoiding these costs is reason enough for many franchisees to focus on building strong relationships with their teams, but Boyle highlighted additional benefits of strong retention.During the busy season, when many of the best painters are already committed to certain companies or projects, he is not scrambling to hire; he has his trusty team by his side already.Boyle has also seen increased efficiency from established teams. The more people work together, they get to know how the others operate, and they’re able to approach projects more efficiently. Painters who have been working together for seven years, for example, will likely have smoother execution than a team that’s just getting to know one another.Ultimately, retention takes effort, but it’s fairly straightforward, and it’s well worth it.“Retention works for us as the owner of the company and for the employees,” he said. “If you find somebody good, hold on to them.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.&nbsp;

Photo of Fresh Coat Painters team member working on ladder

Pat Boyle, an established franchise owner in Pennsylvania, has retained painters for over a decade by focusing on steady work flow and genuine personal relationships.

team-retention-strategies

For&nbsp;<a href="https://www.linkedin.com/in/fonsecaapr">Alex Fonseca</a>, owner of&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a> of Muskegon, building a high-performing team has been crucial to business growth. As he has expanded, Fonseca has consistently focused on his team’s role in the business's broader trajectory, emphasizing culture and demeanor as well as more technical requirements such as accuracy and efficiency.“We get many of our customers through word of mouth,” he said. “So a customer being happy and telling their neighbors about us and our results… The painters who deliver that result are probably the most important people on our team.”<h2>Quality and Care as the Foundation</h2>What makes a “good team member,” for Fonseca, may be a bit more nuanced than expected.“Obviously, a very basic level would be someone coming in below the budget that we have for a project and being productive and efficient,” he said. “But for us, it’s just people who, when they show up, have a good presence about them.”In the home services space, a team's attitude is especially important, as they’re working in customers’ homes and often making significant changes to their biggest investment. Building teams that both make customers feel at ease and meet the quality expectations set for them lays a healthy foundation for Fonseca to further develop technically proficient painters.Shifting the definition of success from just speed and industry knowledge to a level of care, ability to build customer rapport, and potential for long-term value can be quite beneficial for the business.“Sometimes I would rather have a slightly slower painter who does a good job,” he said. “Customers are happy with that person and write reviews for them, and we’re going to get more jobs from those over time.”<h2>The Practical Approach To Building These Teams</h2>Since establishing these expectations, Fonseca has worked to develop a clear, actionable hiring and team development process. First and foremost, he focuses intently on hiring the right people, not just anyone who can do the job.“My initial thought was to hire people who have a lot of experience, but that’s when I realized that just because someone is a good painter doesn’t mean they’re a good person,” he said. “It’s really tough to teach someone how to be polite and mind their manners when they’re in someone’s home. We’ve been successful at hiring people based on their personalities and training them in the painting skills.”Fonseca doesn’t ignore the painting skills required to succeed as a part of the team by any means. He uses the resources available to him through the Painting Contractors Association and&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> franchise system.“We’re a part of the PCA, and they put out a lot of material on how to train painters,” he said. “Fresh Coat also put together a painter advancement system. So we can place people in different categories based on their levels of expertise, and it shows them the skills they need to level up.”These tools allow Fonseca to hire and train effectively while also setting the stage for talent retention and increased profitability. As painters continue to learn and develop their skills, they can take on more complex, higher-paying jobs, boosting their earning potential and increasing revenue for the franchise.<h2>A Person-First Staffing Approach and Long-Term Vision</h2>As the scaffolding he has provided within his business supports the professional growth of his teams, Fonseca has also worked diligently to build and maintain a team that truly supports each other, collaborates naturally and celebrates one another’s wins.“Instead of seeing anything as a competition, we try to evaluate who is really great at something and pair them with someone else who is trying to develop that same skill,” he said. “Our painters are really open to giving each other feedback on the work that they do, and it comes from a place of love. They’re approaching it saying, ‘Hey, let me try to help you out.’”In addition to supporting painters’ professional development and advancement, Fonseca and his teams also celebrate one another’s personal successes.“I want my painters to enjoy their work, but I understand that they’re here to make money and support their families,” he said. “Understanding how work can be rewarding but also helps them meet their own personal goals encourages us to celebrate their wins outside of just work, too.”Over time, Fonseca has carefully and intentionally built a team that not only works well together but also brings the soft and technical skills that propel the business forward. Often, this requires a more disciplined approach and a true investment in team building rather than taking a “just hiring” approach, but the results are always worth the effort.“I’m willing to take longer to hire the right person rather than rushing to hire a bunch of people then realizing they’re not the right fit,” he said. “It’s important to try to envision, five years from now, what you want your company to look like. Who are the types of employees you want to have? And be intentional about hiring, supporting and developing those people now.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.&nbsp;

Fresh Coat Painters franchise owner Alex Fonseca and President Lisa Hudson

Focusing on soft skills and professional development pathways as much as he emphasizes technical skill, Alex Fonseca has built and retained a thriving team of painters who power his business.

Inside a High-Performance Fresh Coat Franchise: How This Owner Built a Team To Scale

franchise-team-building

image of Ken Sandy, owner of Fresh Coat Painters from Spring, Texas 

Former McDonald’s Technology Manager Opens Fresh Coat Painters Franchise to Beautify the Klein Community

fresh-coat-painters-franchise-ken-sandy-spring-tx

1851 Franchisee Spotlight graphic with photo of James Burkhart and Fresh Coat Painters

Painting a New Life: Why This Seasoned Management Leader Walked Away From the Oil Industry to Scale a Fresh Coat Painters Franchise

fresh-coat-painters-bastrop-james-burkhart

MCALLEN, Texas&nbsp;—&nbsp;<a href="https://freshcoatpainters.com/locations/mcallen">Fresh Coat Painters of McAllen</a> has been recognized by the U.S. Small Business Administration, Lower Rio Grande Valley District Office, as the 2026 Veteran-Owned Small Business of the Year for the Lower Rio Grande Valley District. Owner&nbsp;<a href="https://1851franchise.com/freshcoat/why-this-army-veteran-chose-fresh-coat-franchise-ownership-as-his-next-mission-2720664#stories">Gilbert “Gil” Perez</a>, a U.S. Army veteran, first pursued franchise ownership following military retirement as he searched for a way to build a business of his own while doing valuable work in his own community.&nbsp;“I’m honored to receive this recognition from the Small Business Administration, not only for myself but for the teams and community members who have made it possible,” Perez said. “Hard work and service have always been a way of life for me. I took those values to the Army, and I still use them today with every&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat</a> project. Being named Veteran-Owned Small Business of the Year is a testament to the fact that, when you keep your values front and center and commit yourself to your community, the reward is immeasurable.”Perez was selected from business owners across the district, which spans 14 Texas counties, for his leadership, dedication and influence as a small business owner. In addition to his own resilience in business, Perez is celebrated for the commitment he has shown to positively impacting the community.Over his time as a&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat</a> franchise owner, Perez has served the McAllen community with quality, reliable painting services, and by thinking bigger, has been able to have a real impact beyond his organization. As a business owner, Perez is able to create opportunities for others, and he takes great pride in working alongside others who prioritize service and share his family-focused values. That commitment to service extends beyond his business, as Perez serves on the Board of Directors for&nbsp;<a href="https://www.nhporgv.com/">NHPO-RGV</a>, a professional organization dedicated to promoting enterprise and education for its members in partnership with the community.&nbsp;“After two decades of service, I was looking for another way to find purpose in my community,” Perez said. “Fresh Coat was my pathway, and I’m so proud of what I’ve built in McAllen. As a veteran, I know what it means to be a part of something bigger than myself, and business ownership has given me a platform to not only provide quality service but to become truly ingrained in the McAllen community, which has supported us every step of the way.”ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

image of freshcoat McAllen Named 2026 SBA Veteran-Owned Business of the Year

Following his service in the U.S. Army, Gil Perez pursued franchising with the national painting brand as a way to chase his dreams while serving the McAllen community.

Fresh Coat Painters of McAllen Named 2026 Veteran-Owned Small Business of the Year by the U.S. Small Business Administration, Lower Rio Grande Valley District Office

mcallen-veteran-owned-business-award

In the first quarter of 2026,&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a> awarded eight new franchise agreements and brought its network together for Profit Rodeo 2026, the brand’s annual conference in Nashville. Together, those milestones gave the 190-plus-unit painting franchise a busy start to the year.“I am so proud of the&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> system and everyone throughout it for continuing to accelerate in an environment that is pushing many to tap the brakes,” said&nbsp;<a href="https://www.linkedin.com/in/lisa-hudson-80317444/">Lisa Hudson</a>, brand president. “Closing the first quarter with eight new franchise owners joining our system is a clear indicator that the Fresh Coat approach resonates and provides a clear pathway to success for entrepreneurs. This is only bolstered by the incredible cooperation of our owners and support teams, as shown at our National Conference in Nashville. We’re growing the right way, with owners who are committed to excellence for themselves and their peers, and the results are tangible.”<h2>The 2026 Profit Rodeo: Strategies and Workshops for Business Growth</h2>The Profit Rodeo gathered franchise owners, team members and vendor partners for three days of collaboration and celebration. With workshops on topics like “Assembling an A-Team,” project management and managing conflict, Fresh Coat owners developed valuable technical and leadership skills to help them foster excellence and lead their local markets.Educational sessions were anchored by the core philosophy that profit is not optional. Highlights included a specialized session on commercial painting and the bid-to-build process, along with a keynote address, “Mind Your Business,” from&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> CEO&nbsp;<a href="https://www.linkedin.com/in/danielmurphyceo">Dan Murphy</a>.&nbsp;“We’ve consistently focused on how our franchise owners can refine their business strategies as needed to continue to thrive in any economic climate,” Hudson said. “This year, we leaned into the digital demands of the current market and looked at website dashboards and local search rankings to ensure our owners are visible and able to show up as the experts in their areas.”From workshops to panels, each session at the Profit Rodeo came back to the heart of the event: collaboration and mutual success. Through learning, discussion and connection with fellow owners, Fresh Coat franchisees gained valuable insights to support their success through 2026.<h2>Celebrating Top Performers</h2>The conference culminated with a dinner and awards ceremony, where the Fresh Coat team was able to celebrate over 30 franchise owners for outstanding results in 2025. In addition to financial performance, the awards recognized diverse paths to business ownership, impressive personal and professional growth, and the impact Fresh Coat owners have made as business leaders in their communities.This year’s recognitions included:&nbsp;<ul><li><a href="https://www.linkedin.com/in/brian-denny-14a37422/">Brian Denny</a>, who won multiple awards as a top earner in the system.</li><li><a href="https://www.linkedin.com/in/fonsecaapr">Alex Fonseca</a>, who was named Franchisee of the Year in celebration of a five-year growth journey.</li><li>Leah and&nbsp;<a href="https://www.linkedin.com/in/pat-boyle-0b45a141/">Pat Boyle</a>, who received the President’s Award for their dedication to their team and growth milestones.</li><li>Isabel Colera and&nbsp;<a href="https://www.linkedin.com/in/diego-berto-793a524b/">Diego Berto</a>, who were recognized as Brand Builders for their local marketing discipline and commitment to community service.</li><li>Jeff and Jenn Berry, who received the Rookie of the Year award after recording over strong sales during their first 12 months of operations, driven in large part by their grit and community-focused approach.</li></ul>“We’re all incredibly proud of this year’s honorees and the standard of excellence they continue to uphold throughout the Fresh Coat system,” Hudson said. “Seeing our owners reach these milestones, whether it’s seasoned owners or a pair of new owners hitting the ground running in their first year, is a testament to the heart of this network. As we grow in numbers, we’re also growing in strength and passion. We’re kicking off the second quarter with great energy, and I’m more excited than ever.”Fresh Coat enters the rest of 2026 with a productive first quarter behind it. With a focus on local impact and a business model grounded in discipline and personal service, the brand is continuing to grow even as the market shifts.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.&nbsp;

Photo of Fresh Coat Painters team at 2026 Profit Rodeo

The national painting franchise awarded eight new franchise agreements and held its National Conference in Nashville during the first quarter.

Guided by Faith, Johnny Stephens Is Launching His Fresh Coat Painters Franchise in Hermitage, Tennessee

MORE STORIES LIKE THIS