Fresh Coat

<a href="https://1851franchise.com/freshcoat">Fresh Coat Painters</a>, a leading national residential and commercial painting franchise with over 170 units, is pleased to announce the appointment of&nbsp;<a href="https://www.linkedin.com/in/waynescherger?utm_source=1851franchise.com&utm_medium=article&utm_campaign=fresh-coat-painters-welcomes-wayne-scherger-as-new-chief-operating-officer-2722464" target="_blank" rel="nofollow">Wayne Scherger</a> as its new Chief Operating Officer (COO). Scherger, an experienced franchise executive and co-founder of CertaPro Painters, will leverage his extensive background in franchising, home services and executive coaching to drive revenue growth, implement new systems and foster leadership development at&nbsp;<a href="https://freshcoatfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=fresh-coat-painters-welcomes-wayne-scherger-as-new-chief-operating-officer-2722464" target="_blank" rel="nofollow">Fresh Coat Painters</a>.Scherger, who began his franchising journey in 1981 as a franchisee with College Pro Painters, has held various roles in the franchise world, including franchisor, area developer and master franchisee. He co-founded both CertaPro Painters, the largest residential painting contractor in North America, and ProTect Painters, which was acquired by Service Brands International and later sold to Neighborly. Scherger has coached clients on leadership development and strategic initiatives across five continents since 2010 and currently runs a small business called Peer Groups Forum, a peer group advisory board company.“I have a long history in both the franchise world and the home services world,” said Scherger. “I’ve seen both of those industries from all possible angles.”As someone who has kept their finger on the pulse of the franchise industry over the years, Scherger says he first heard about Fresh Coat Painters back when the brand started in 2004. He kept an eye on the brand’s development and after looking for something new following the COVID-19 pandemic, he reached out to Fresh Coat President&nbsp;<a href="https://www.linkedin.com/in/tararileymba?utm_source=1851franchise.com&utm_medium=article&utm_campaign=fresh-coat-painters-welcomes-wayne-scherger-as-new-chief-operating-officer-2722464" target="_blank" rel="nofollow">Tara Riley</a> and asked if they were interested in working together to scale the business.&nbsp;“My goal is always to double revenue and profits in three years or less — I call it the ‘double-double’ strategy — and Fresh Coat is in the right position to implement that strategy,” said Scherger. “It is not a start-up. There is a lot of traction already with a good footprint, great culture and strong franchise owners. It just needs a little bit of energy, systems and processes. Tara thought I'd be a good fit for the brand. I bring a lot of new ideas, best practices, strategies and initiatives.”Now, in addition to driving revenue, Scherger's mission in his role as COO is to implement new internal systems and share skills through leadership development programs, focusing on helping emerging franchisees&nbsp;<a href="https://1851franchise.com/freshcoat/this-fresh-coat-painters-franchisee-is-determined-to-become-the-brands-first-3-million-franchise-2718939">scale their business</a> properly and profitably. Scherger also plans to roll out a robust peer group program and launch a Profitability Accelerator program in the next couple of months.“Oftentimes, emerging franchisees just need the right skills to scale their business,” said Scherger. “That may be bringing on a production manager or estimator, building recurring revenue or anything else. Whether it be hiring, coaching, problem-solving, content management —&nbsp;my goal is to train franchisees and help them double their revenue and profit.”Having started his new role in November 2022, Scherger has already spent time evaluating the business and is now focused on coaching, reallocating resources and engaging with franchise owners.&nbsp;“My ultimate goal is to get Fresh Coat Painters to $100 million in revenue and 250 franchisees as fast as I can, as well as create a large number of million-dollar owners," said Scherger. “But I couldn’t do that alone — Fresh Coat has an amazing team and network of franchisees, and I am thrilled to be joining them as we work together to take this brand to the next level.&nbsp;For more information about Fresh Coat Painters, visit:&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>

Wayne Scherger | New Chief Operating Officer - Fresh Coat Painters | 1851 Franchise

1851 Franchise

The industry veteran brings decades of franchise experience to drive revenue growth and leadership development.

This brand page has been paid for by FRESH COAT. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

Fresh Coat Painters Welcomes Wayne Scherger as New Chief Operating Officer

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What Every Franchisee Should Know About Expanding Into the Commercial Industry With Fresh Coat Painters

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Fresh Coat Franchise Costs, Fees, Profit and Data for 2025

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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;

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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.

Keys to Team Retention for Fresh Coat Painters Franchisees

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Transitioning from a steady corporate role to franchise ownership can feel like a big leap. For&nbsp;<a href="https://www.linkedin.com/in/chandler-register-5326a5150">Chandler Register</a>, a former Sherwin-Williams manager and current owner of&nbsp;<a href="https://freshcoatpainters.com/locations/cumming/">Fresh Coat Painters of Alpharetta and Cumming</a>, it was a calculated risk. Before becoming a franchise owner, Register experienced the strict demands of corporate roles, especially in one of Sherwin-Williams’ top-performing markets.“Sherwin-Williams managers in Atlanta are committed to working 48 hours per week, so it’s essentially a six-day-a-week job,” Register said. “You’re kind of stuck in the store, which I didn’t love. I like to go out and talk with people.”<h2>Expertise and Connection Built In-Store</h2>However, these 48 weekly hours spent in the store did allow Register to make meaningful connections, one of which ultimately led to the&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat</a> pivot. He was approached by the previous owner of the Cumming territory, who was looking to transition out. Having seen the business from the supplier side, he was curious. And after spending some time with the previous owner, experiencing the day-to-day demands firsthand, Register saw the transition as a calculated risk that he was ready to take.“I already had a leg up because&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> is a partner of Sherwin-Williams; we really only use Sherwin-Williams products,” he said. “I could talk for days about what one product does versus the other, and I knew the ins and outs of the products. That, combined with my management experience, made me confident.”Register officially took over the Fresh Coat operation a couple of years ago, and he has grown steadily ever since.As he has expanded, Register has begun to build his team, making his first hire last spring. Coincidentally, this person was also in a managerial role at Sherwin-Williams before transitioning to Fresh Coat.&nbsp;“I probably sped up the onboarding process by about double the time by choosing someone who already had the knowledge of the paints,” Register said. “I didn’t have to teach him that, which was a huge benefit for sure.”<h2>The Flexibility of Franchise Ownership</h2>While existing product knowledge has served Register well, another key motivator for the transition was the autonomy that comes with being his own boss. After years of strict corporate schedules and experience at a desk job before Sherwin-Williams, Register was ready for a lifestyle shift.The shift from a mandatory 48-hour work week to the ability to set his own schedule and create flexibility throughout the week was a major benefit for Register, but the leadership autonomy that business ownership provided was another key perk.“My two biggest things are probably setting your own schedule and the freedom to do what you want with your products and business,” Register said. “You don’t have people over you saying, ‘That’s a great idea, but we can’t do it because of X, Y and Z.’ You’re your own boss. Obviously, Fresh Coat has guidelines that you have to abide by, but the freedom in general is great. Not just from a time aspect, but decision-making, too.”<h2>Scaling Toward the Future</h2>Since taking over the business, Register has seen consistent year-over-year growth. Starting as an owner-operator in his first year, Register added an estimator and nearly doubled revenue in the second year. Now, he’s focused on a long-term plan to reach $1.5 to $2 million in annual revenue, leveraging opportunities with larger commercial projects to draw in additional revenue.“We always have a consistent plan to grow, and we’ve grown every single year,” he said. “We’re already off to a pretty good start.”Looking toward the future, Register remains optimistic, highlighting the resiliency of the industry. Unlike industries and corporate roles that may be drastically impacted by accelerated innovation timelines and the use of artificial intelligence, the painting industry remains human-centric and quite stable.“Painting is recession-proof in that it’s something that always needs to be done,” he said. “It’s not something I see getting taken over by AI. You’re always going to have someone who needs to apply the paint. With painting in general, the only thing that will happen is technology will continue to enhance the process, not take it over.”For others looking to make the leap to business ownership with a high-performing, recession-resistant model, Register highlights that growth requires stepping away from total security. While the risk is real, the reward of ownership and freedom is, too.“It seems scary at first. There may be times where your account might not be where you want it to be because of an unexpected snowstorm, for example,” he said. “It’s just one of those things where you have to find solutions. When you can get through hiccups like that, it’s a pretty successful model. So, take the calculated risk.”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;

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After one of Chandler Register’s regular customers mentioned he was looking to exit his painting franchise, Register took a “calculated risk” and has seen steady business growth since.

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

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After a career of more than 20 years in sales and staffing,&nbsp;<a href="https://www.linkedin.com/in/kimberly-nelson-1092a12a">Kimberly Nelson</a> decided to pursue a pivot and began exploring franchise opportunities. Now, she owns&nbsp;<a href="https://freshcoatpainters.com/locations/alamo-heights/">Fresh Coat Painters of Alamo Heights</a> and is working to build generational wealth and a family legacy.“I’ve always wanted to do something for myself that I could build for the next generation,” Nelson said. “Growing up in a family business, with my mom owning an art gallery, I always had a creative drive, but I also wanted to make a tangible impact. Franchising felt like the best way to combine my experience and ambitions.”<h2>The Transition to Entrepreneurship</h2>Growing up in a family of “very capable women” and watching her mother run art galleries for nearly three decades, Nelson said she felt the common fears associated with business ownership but always knew, deep down, that she could succeed.“I think, when you’re starting your own business, there are always going to be fears… The financial fears and the question of whether you’re going to know what you’re doing,” she said. “For me, I knew I could really run a business for myself. And I always felt like I could because my mother did it. Most of my life, she was a single mom, and I saw how hard she worked.”“I didn’t have fear around whether I’d be able to do it, but I didn’t want to feel like I was a financial drain on my family,” she continued. “Thankfully, my husband has supported us until I reached cash-flow positive, and that phase of the journey was short-lived.”Even stepping into business ownership in a largely male-dominated field, as a woman, didn’t necessarily intimidate Nelson. Rather, she took the challenge head-on and focused on her own strengths and priorities.<h2>Leading as a Woman Business Owner in the Home Services Space</h2>As she has settled into franchise ownership, Nelson has leaned into the unique strengths she brings as a female entrepreneur. While the painting industry is historically male-dominated, many customers appreciate the unique perspective a woman brings to the table.“This business is actually kind of made for a woman to succeed. I think some women think, ‘Trades — oh, that’s not for me,’ but it’s really not true,” Nelson said. “People often consider women to be more particular and more meticulous, and women are great at building relationships. Whether it’s bringing in new clients or creating strong relationships with existing ones that will lead to referrals, I think women are naturally geared to recognize and nurture those opportunities.”Nelson also pointed out that, often, women are the ones bringing&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat</a> into the homes to do the project, and they’re the ones at home when the painters come. In fact, research shows women drive&nbsp;<a href="https://www.bizcommunity.com/Article/196/19/188975.html?utm_source=chatgpt.com">70–80% of all consumer purchasing decisions</a>, making them a powerful force behind the home improvement choices families make.Nelson has a painter who is a woman, and many people specifically request her because it puts them at ease to have another woman in the home. No matter which team is on-site, though, Nelson is always sure to show up on the first day of a project to ensure everything gets off to a smooth start, and she’s easily accessible throughout the course of the project should a client want to call her and ask her to stop by.<h2>The Responsibility and Fulfillment of Ownership</h2>As she has grown the business, Nelson remains acutely aware of the reach and impact she has as an owner.“I hire painters. I have one of my daughters working for me. So one of the things that’s always in the back of my mind is that I have to do my best,” she said. “Not that I wouldn’t, but I have to do even better because I have a lot of people counting on me. Kind of like when you’re raising kids… There are a lot of people counting on you, and you have to think of them before thinking of yourself.”As a mom and stepmom to five kids, this approach is both familiar and fulfilling to Nelson. She has seen her children grow up, go off to college and start careers, and now, while she’s still their mother, they need her less.“Day-to-day, this is my new baby,” she said. “<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> is my child right now! That’s how I’ve treated it in my heart and mind, too. I nurture it all the time. Thankfully, I’m at a point in life where my kids are pretty self-sufficient, so it’s a good time in my life to have a business.”While Nelson recognizes the responsibility of franchise ownership, she’s just as quick to discuss the rewards.“If I’m going to have my own business, I’ve got to have fun with it, and I have fun with this,” she said. “You’ve got to make your own mark with it, and this just made sense to me because I like people, I like to beautify spaces, and I love to see things changed in a home or business. Before I found Fresh Coat, I didn’t know that owning a painting company was my passion, but it has become that. It’s fun; it excites me.”Looking toward the future, Nelson knows that her work with Fresh Coat today is setting the stage for a great opportunity for her family. With one daughter currently working in the business, and another who will soon graduate from college and has shown interest in joining the business, Fresh Coat Painters of Alamo Heights is only expanding its reach as a family-owned, women-led business.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 franchise owner Kimberly Nelson

After over two decades in the corporate world, Nelson is leveraging her unique perspective to grow her painting franchise, leading in a new way and creating a lasting family legacy.

How Kimberly Nelson Is Painting a Path for the Next Generation of Women in Home Services With Fresh Coat Painters

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Since launching his&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a> franchise in 2023,&nbsp;<a href="https://www.linkedin.com/in/matt-boden-79717ba0/">Matt Boden</a>, owner of&nbsp;<a href="https://freshcoatpainters.com/locations/tampa">Fresh Coat Painters of Tampa</a>, has become deeply ingrained in his community. After a decades-long career in the restaurant space, Boden made the leap to franchise ownership, but he brought the hospitality spirit with him. As he has scaled, this has proven to be a valuable approach.&nbsp;“Having a business that will give you great financial backing and a chance to give back to the community is huge,” Boden said. “I want to be part of my territory and part of my community. I want this to be long-lasting; I don’t want to just be a drop in the bucket. I want to make an impact as much as possible.”&nbsp;<h2>The Mechanics of Scaling the Franchise</h2>To move from restaurants to home services and begin scaling requires clear processes and well-developed support structures.&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> offers both.At launch, Boden already had big plans to add 10 to 15 team members to the organization with a longer-term goal of potentially investing in additional territories. To achieve this, Boden follows the Fresh Coat system closely, leveraging the processes that have already been proven to work and calling on support teams as necessary. Understanding and making the most of the resources available to you is crucial for growth. At the local level, Boden takes a similar approach.“Having the processes to scale and the team around you to grow to a certain level is very important,” he said. “You will never know the capabilities of your team unless you push them. As long as you're continuing to push your team in a better way and get them in a better position to help you grow, that's the only way you can scale this business.”For Boden, this “push” is about providing opportunities and consistent professional development, not overworking teams. Drawing from his years in the restaurant business, Boden takes a coaching approach to mentor employees while ensuring the quality remains consistent, even as the volume of work increases.Systems are just part of the equation, though. Boden also recognizes the crucial role the community plays in his success.<h2>The Importance of Community in Franchising</h2>While Boden is dedicated to the Fresh Coat model and coaching successful teams, he emphasizes the value of looking beyond the franchise organization to set the stage for scale. In each local community, the success of the franchise is largely supported by the residents of that very community.&nbsp;“I chose Fresh Coat because of the sense of community with other owners, and I knew I wanted to be a part of that as I grew my own business,” he said. “And having the opportunity with&nbsp;<a href="https://freshcoatpainters.com/about-us/fresh-coat-cares/">Fresh Coat Cares</a> was a huge benefit, too, because I can give back to the community and really be a part of it.”When franchisees keep this fact at the forefront of their vision from the early days, they’re naturally positioned for success.“It’s an opportunity to be invested in the community that gives you so much by purchasing paint projects,” Boden said. “We’re leaving our legacy inside our own community.”As Boden has grown, he has taken this mentality a step further, completing Fresh Coat Cares projects that benefit his fellow community members. Through networking events, Boden was connected with the&nbsp;<a href="https://nationalpcf.org/">National Pediatric Cancer Foundation</a>. As a cancer survivor himself, he connected with the team on a higher level, and they began discussing opportunities for collaboration.“We got to repaint the room of a little girl who was going through chemotherapy for almost seven years,” Boden said. “We got to see her face when she came home from school, and that big smile and then grabbing her big old teddy bear and just kind of walking in, and getting that warm feeling. Having that be a part of her life is something that's tremendous.”Boden’s commitment to philanthropy recently earned him the title of Philanthropist of the Year in Tampa Bay, which he views as just a byproduct of doing the right thing. Being celebrated for giving back is a perk, but for Boden, it all comes back to supporting those who support him: “Again, it's a chance for us to give back to the community that's so awesome that gives to us every day,” he said.While he has quantitative goals, Boden isn’t just looking to see how large the business can get. He wants to make sure that growth serves a higher purpose. By the end of his fifth year, he aims to have additional territories and established commercial teams in place, a trajectory that was shaped by both Boden’s hard work and the contributions of the Fresh Coat team, his local team members and his community members.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 team member painting window

Matt Boden, owner of Fresh Coat Painters of Tampa, emphasizes the value of team and community members in addition to the structure offered by the franchisor.

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

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After a combined 27 years in food service distribution, Betsy and&nbsp;<a href="https://www.linkedin.com/in/alan-carleton-aa913236/">Alan Carleton</a> were familiar with the corporate scene, but the appeal of the corporate ladder was fading. The pair had become experts at navigating the demands of fast-paced, high-stakes work, but organizational shifts left them underwhelmed.“It got to the point where we got tired of the scene,” Alan said. “New owners would come in, buy our divisions out, and promise us the world. We all know how that goes.”This frustration became the catalyst for a life-changing pivot to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise with over 190 units across the country. The Carletons found&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> “by accident,” but years later, the investment has turned into both a successful business and a family legacy defined by flexibility and partnership, providing a “safety net” and security that corporate life couldn’t.<h2>A Partnership Driven by Complementary Skill Sets</h2>The transition from employees to business owners required the Carletons to take a careful look at their individual strengths. Alan, a career salesman, knew he wouldn’t do well stuck behind a desk. Betsy, however, had spent her career as a food service coordinator, mastering the logistics and data that keep a business running smoothly — all from behind a desk.While Betsy originally stayed in the corporate world for benefits and stability, as the business grew, the two began to realize how her skills would benefit Fresh Coat.“His strength is my weakness, and my weakness is his strength,” Betsy said. “I take care of all the back-end books, the scheduling, the P&amp;Ls … All the things he’s not great at. He takes care of everything on the outside: operations, managing crews and taking care of customers.”With Alan’s “sell-anything” mindset, he knew he would need Betsy’s analytical eye to ensure the business would run smoothly.“I would go sell, sell, sell, but I didn’t pay much attention to the back end,” he said. “That’s when we decided Betsy would leave her position and take a leap of faith to work as a partnership.”<h2>The ‘Corporate’ Support Without a Fully Corporate Model</h2>While the Carletons knew they would work well together, they still had some apprehension about the transition from the corporate world to business ownership. For some first-time business owners, the lack of a roadmap can be detrimental. Fresh Coat offered structure through the franchise model without the bureaucracy the Carletons were looking to leave behind.“When Alan decided to do this, it was a really struggling economy,” Betsy said. “He researched and researched, and he just kept going back to Fresh Coat because it had more support. It had structure. With us never owning a company before, it was that safety net for us, and we really caught on to it.”As they’ve grown over the course of 12 years, the Carletons have consistently engaged with the support structures Fresh Coat offers. For example, in High Performance Groups, the Carletons engage with their fellow franchisees, talk through challenges and exchange ideas.“You have the best of both worlds,” Betsy said. “You’re self-employed, but you still have that accountability. Fresh Coat has your back.”<h2>A Family Affair and Legacy of Success</h2>The freedom and flexibility that define the Carletons’ success have to do with time and financial freedom, but the pair is also proud to be building a business alongside people they trust. Fresh Coat has been the backdrop to their family life for over a decade.Their son,&nbsp;<a href="https://www.linkedin.com/in/joshua-carleton-4aa88ab9/">Josh</a>, has been a part of the journey since the very beginning. When Alan and Betsy launched Fresh Coat, Josh was in high school, and he was able to join the team through a work-study program. With this, he worked alongside painting teams to learn the trade, and he began to understand the craftsmanship and attention to detail necessary to deliver Fresh Coat-level quality. Now, he has grown into the role of project manager and represents the future of the family business.The family atmosphere in&nbsp;<a href="https://freshcoatpainters.com/locations/buford/">Fresh Coat Painters of Buford</a> extends beyond blood relatives to long-standing professional relationships and community members. For example, Alan’s former manager from the corporate world joined the family franchise nearly a decade ago, and he’s now the sales manager.“Our sales manager used to be my sales manager in corporate America,” Alan said. “He hired me, and now he works for us. He’s been with us for about nine years, and we just let him do his thing because he’s like family. So, when I say it’s a family affair, I mean it’s a family affair. He’s a very big part of this.”By bringing people who share their values and work ethic into the fold, the Carletons have created a business culture and environment that feels truly personal. This level of trust allows Alan and Betsy to take a step back from the day-to-day grind of the business and rest assured that the operation they’ve built is in good hands.This structure has both fueled growth and provided emotional fulfillment that was missing in the corporate world, turning a business venture into a long-lasting legacy.“It has been a great ride,” Alan said. “It has given us a lifestyle that we were never able to have before. You have some ups and you have some downs, but overall, it’s been the best decision we’ve ever made.”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 Alan and Betsy Carleton, Fresh Coat Painters logo

Alan and Betsy Carleton traded the uncertainty of their corporate food service careers for a painting franchise that allowed them to prioritize partnership and a long-term family legacy.

Fresh Coat Painters Welcomes Wayne Scherger as New Chief Operating Officer

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