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<a href="https://www.linkedin.com/in/andrew-titus/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">Andrew Titus</a>, president of&nbsp;<a href="https://fullypromotedfranchise.com/own-a-fully-promoted/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">Fully Promoted</a>, grew up in a family deeply rooted in franchising, with his father,&nbsp;<a href="https://www.linkedin.com/in/raytitus/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">Ray</a>, at the helm of&nbsp;<a href="https://unitedfranchisegroup.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">United Franchise Group</a>. Although he was immersed in the business from a young age, Titus initially pursued a career in directing and the arts before ultimately finding his passion in franchising.In a&nbsp;<a href="https://www.youtube.com/watch?v=tG_pAjSfN6c&utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">recent episode of the “Meet the Zor” podcast</a>, Titus discussed with&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">Nick Powills</a>, founder and publisher of 1851 Franchise, how his early experiences in the family business and his time in New York City led him to embrace his role in Fully Promoted. Titus also delves into the importance of earning respect within the family business, his approach to franchise development, and the future direction of Fully Promoted under his leadership.A summarized transcript of Titus’ interview with Powills has been included below. It has been edited for clarity, brevity, and style.Nick Powills: All right, Andrew, I know you have a tremendous story, and I always like starting here first. So before we talk about Fully Promoted, let's talk about you. How did you get into franchising? Your last name is like franchise royalty, so there's a shift to the story. Tell me about your franchise journey and how you got to this place.Andrew Titus:&nbsp;Sure, Nick. Great to be here. As you mentioned, the business hits very close to home for me. My father, Ray, started United Franchise Group 38 years ago and Fully Promoted 24 years ago. My first job was, as you'd expect, cleaning the building 12 or 13 years ago, doing different roles throughout the company over the summers. That was my first experience with United Franchise Group. I also worked for the company while in college and for a local franchisee in Birmingham, Alabama, where I went to university.After college, I had two paths: follow the family business or go into a different field. My dad encouraged me to try something different, like directing, which I wanted to do. I moved to New York City to pursue that, but I took a job with the company to make some money while I was there. I never went on one audition or networking event. I fell in love with the family business in New York City six years ago.Long story short, I took on different roles within the company, and two years ago, I became president of Fully Promoted. That's my story.Powills: I love it. So, you went and chased another dream. Was it hard for you to fully engage in that dream of film and movies because you had the family business as a backup plan? How did you deal with the complexities of what you could do versus what you wanted to do?Titus:&nbsp;My dad was clear from the start that we all had to want to do this. He encouraged us to follow our dreams, just like his dad encouraged him. His dream was to be in the NBA. It’s great to have the family business as a fallback, but it's important to follow your dream as long as you can. My dad always said there’s always a position for you in the company, but you have to earn it. That was key for me.Powills: Can you recall the moment when you felt pulled back to the family business? Was there an exact moment?Titus:&nbsp;There wasn’t a specific moment. Being in New York and having two older brothers and three cousins already involved in the business was a big selling point. As I got more experience and met some of our franchisees, I realized I was passionate about helping them grow their businesses. That’s when I knew this is what I wanted to do. It's great to be involved with the family.Powills: Have you had to challenge yourself on confidence and autonomy in running the business? Did you have to battle a franchisee saying, “I'll talk to Ray about that,” and assert yourself as the president?Titus:&nbsp;Not really in this role. The franchisees saw my role as being earned, and they respected me for that. In previous roles, I was a regional vice president and the youngest in the company's history to win MVP. I managed our development team and gained a lot of experience. So, I didn’t face that issue when taking on Fully Promoted because there was already built-up respect, and my father trusted me to take on this role.Powills: Early in my career, I accidentally fell into franchising in 2005. I've seen the evolution from selling franchises to developing franchisees, especially with the rise of the internet. How are you changing things for the future for a legacy brand, and how have you seen franchise development shift during your leadership?Titus:&nbsp;With access to the internet, there's more information available, which we see as a positive. We take a fully transparent approach to franchise development. Our goal is to find people who are a good fit for us and vice versa. We want a mutual respect during the sales process. I encourage potential franchisees to speak with multiple franchisees, including top performers and those who haven't performed as well. This transparency has contributed to our success in franchise development.Last year, we added 42 franchisees, with 33 being brand-new locations. This year, we've already added 18 new franchisees and are on track to open 26 new locations. It’s easier to get new people on board when franchisees speak positively about the brand.Powills: For franchisee acquisition, is it organic? Is it broker? How are you acquiring these franchise buyers?Titus:&nbsp;We use a three-pronged approach with our franchise development. Number one is mining our own database. We have a ton of people in our contact base that we can reach out to and call and engage with. And maybe it wasn’t the right fit for them at the time — three or four years ago — but maybe it is now. Number two is through general lead portals — your companies that you pay to generate leads for you online. Our brand website is really successful for us in that respect. And number three is brokers. We use a couple of different groups like&nbsp;<a href="https://www.ifpg.org/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">IFPG</a> and&nbsp;<a href="https://entrepreneurssource.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">The Entrepreneur’s Source</a> that we have great relationships with that help facilitate our growth.Powills: I believe you bet on the jockey, not the horse. In United Franchise Group's case, your dad was the jockey, and now it's extended to you and the executive team. When you get a hold of a candidate, is it more about selling the culture, infrastructure, and support models than it is about Fully Promoted?Titus:&nbsp;It's both. People are initially attracted to United Franchise Group for its stability. We've been here for 38 years, with multiple successful brands and long-term franchisees. As candidates learn more about the industry, they realize it's a high-repeat business. About 60-70% of our customers reorder from us, and it's a huge industry. We also have tools to help franchisees sell quicker and more efficiently. So, it starts with the stability of United Franchise Group, but the more they learn about the industry, the more they see the growth potential.Powills: For a long time, I joked that I wanted to be a baseball player that rode a motorcycle. I think for franchisees, if we asked them if they ever dreamed of being in this business, they'd say no. But now they are business operators. Have you let go of your previous dreams, and shifted to becoming the best leader and executive you can be?Titus:&nbsp;Oh, sure. I utilize the skills I gained in directing — communication, leadership, memorization — every day in my role. My job is to galvanize, lead and communicate effectively. I deal with conflict resolution, onboarding and recruiting new franchisees, as well as working with our current franchisees. I feel like I'm living my dream now, working with our franchisees, and it's become a huge passion of mine.Powills: The reason I like stories of people is because I bet on the jockey. So, if someone's watching this, they at least get a sense of your personality and approach. Let’s close with anything else you want a candidate to know about the business opportunity if they want to explore talking to you.Titus:&nbsp;We've been in business for 24 years, and this year has been our best in 10 years. We differentiate ourselves with our slogan, "Real products, real people, real results." Our franchisees are not just product sellers; they help clients attract, retain, and engage with their customers and employees using branded apparel and promotional products. We’re focused on controlled growth, not crazy growth. If we onboard 30 new franchisees this year, that would be great, but we want the right people in the right areas representing our brand the best way possible.Powills: I love it. You’re looking at things the right way, and I look forward to seeing where this journey takes you. Awesome stuff.Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/watch?v=tG_pAjSfN6c&utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-film-dreams-to-franchise-leadership-how-andrew-titus-found-his-calling-in-fully-promoted-2727205" target="_blank" rel="nofollow">YouTube</a>.

Andrew Titus: From Arts to Leadership at Fully Promoted | Meet the Zor

1851 Franchise

https://www.youtube.com/embed/tG_pAjSfN6c

Born into franchising royalty, Titus initially pursued a career in directing before embracing his role in the family business and driving its success.

From Film Dreams to Franchise Leadership: How Andrew Titus Found His Calling in Fully Promoted

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Your Pet’s Life Is Busy, Too. Woofie’s Makes Care Easy

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urSwim

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America’s Swimming Pool Company Celebrates Franchise Growth and Excellence at 2026 Owners Conference

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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? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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The linear sales funnel is dying. Prospective buyers are no longer filling out a form at first glance and waiting for the phone to ring. They’re doing the majority of the heavy lifting before they even make themselves known to the franchisor. For franchisors, this means one key thing: you must know exactly where candidates spend their time. No guesswork. And you have to adjust your strategy accordingly.And, in today's buyer world, the biggest buzz term is 2026's ride or die for franchise brands – Ai.&nbsp;If you are trying to sell a franchise today, you must meet candidates where they are (four walls, Ai, website, social advertising).&nbsp;Focusing on a strong digital footprint first and then lead generation will help the brand with validation and will lay the foundation for trust before the first conversation even happens. Still, franchisors must know where to find their candidates and be confident the candidates are being sent to the right place.“We consistently see the strongest lead performance from Google Search (paid and organic), social platforms such as Facebook, Instagram and LinkedIn and our franchise development website,” said&nbsp;<a href="https://www.linkedin.com/in/erinlsnyder">Erin Snyder</a>, head of franchise development at&nbsp;<a href="https://handelsicecream.com/handels-franchise/">Handel’s Homemade Ice Cream</a>. “Because all awareness and advertising efforts ultimately funnel candidates to our development site, maintaining a highly optimized, mobile-first web presence is critical for conversion.”<h2>The "Hidden" Channels: Authentic Research via AiSEO</h2>While Google and major portals are often where a candidate might start a broad search, the deep research happens in the shadows. This is where candidates scroll, mindlessly or otherwise, simply observing rather than clicking “apply” immediately; or, ask Ai chatbots about the best franchises to buy, the blind spots, the why nots, and, of course, the whys.Right now, Ai plays a key role in this research stage. Buyers want the truth.&nbsp;For franchisors, this means your content strategy must pivot. It is no longer enough to post stock photos of happy business owners. You must document the journey, showing the behind-the-scenes reality that proves your concept has staying power.<h2>The Pivot From Print to Digital Interactivity</h2>While print media has been a channel for franchise development in the past, its static nature has made it less effective as the buyer’s journey has shifted to digital. Buyers are generally looking for channels that will allow them to click, read and continue the search immediately.“Traditional print media has largely become a thing of the past for franchise development,” Snyder said. “What has been encouraging, though, is seeing many of these publications successfully pivot to digital formats that offer greater interactivity, stronger analytics and far better linkability than print ever could.”This creates a more dynamic experience for the candidate. In addition to a digital article, franchisors can embed a “day in the life” video, for example, or hyperlink a deeper dive on costs and profits for instant validation.This shift also allows franchisors to track return on investment more effectively. Instead of guessing if an article or ad worked, digital publications allow you to see exactly who clicked through, allowing for retargeting and smarter budget allocation.<h2>The Conversion Hub: Your Mobile-First Website</h2>Once a candidate has discovered you on Google, watched your videos on TikTok and read about you in a digital publication, they finally arrive at the destination: your franchise development website.This is the bottom of the funnel, where you will win or lose a candidate. Because all other channels point here, your website cannot just be a digital brochure. It has to be a conversion engine. And crucially, it must work perfectly on a smartphone.The question can’t just be “Do we have a website?” Questions about the website should surround usability and readability. Is navigation easy on a smartphone? Does the site load quickly? Is it readable? If a prospect has to pinch-and-zoom to read your investment costs and financial performance, they will leave.An optimized, mobile-first presence is critical because it serves as the collection point; all other awareness efforts funnel potential franchisees to the site. The user experience here should validate the trust built on other channels. However, accessibility is only half the battle; the content itself must be unsparingly open. The website is the channel where you must prove your value proposition with hard data.“Across all channels, the messaging needs to be clear, concise and consistent,” Snyder said. “Candidates should be able to easily find transparent investment ranges and financial requirements, a clear value proposition, compelling franchisee success stories, key differentiators from competitors and straightforward next steps for how to inquire.”When you treat your website as a transparency engine rather than a gatekeeper, you change the dynamic of the eventual sales call. A candidate who has already consumed your financial data and success stories arrives at the inquiry stage educated and qualified. This allows the development team to skip the basic fact-finding and move straight to strategy and fit.“When a candidate submits an inquiry, the first conversation should build on what the candidate has already learned,” Snyder said “ensuring they understand the opportunity they are considering, clarifying details, personalizing the discussion to their goals and moving them into a structured education process rather than starting from scratch.”<h2>Allocating the Budget: The "Ideal Candidate" Approach</h2>While a presence across multiple channels — from search and social to digital publications — is key, understanding exactly how much to invest in each option is the next hurdle. There is no single, magical approach to budgeting; a brand selling multi-million-dollar franchises needs to develop a presence in different places than a low-cost, mobile franchise will.To spend effectively, you must deeply understand your ideal franchisee profile. Once you know who is investing, you can begin working on where to find them. For example, a high-net-worth investor might be on LinkedIn and reading digital trade journals, while a first-time investor or someone seeking an owner-operator model might be influenced by local Facebook ads.“Franchisors should start by understanding their ideal franchisee profile and then allocate budget toward the channels where those prospects spend the most time,” Snyder said. “The mix will naturally look different for a high-investment, multi-unit candidate than for a first-time owner-operator. Beyond that, it’s critical to consider overall brand awareness and invest in channels that consistently get both the brand and the franchise opportunity in front of qualified prospects. A balanced approach that supports both awareness and lead capture tends to produce the strongest results.”<h2>Key Takeaways and Next Steps:</h2>Make sure you have a content footprint that answers the top 25 questions asked about your brand in Ai and Google searchs.Review your mobile experience: Open your franchise development site on your phone. If it takes more than three seconds to load or if the "Apply" button is hard to find, fix it immediately.Embrace "lo-fi" video content: You don't need a production crew. Use a smartphone to record "day in the life" videos with your franchisees and post them to social to build authentic trust.Ensure transparency and continuity:&nbsp;Candidates need to be able to find the information they’re looking for, and the experience should be consistent between a social page and a franchise development site. Make sure your value proposition is clear across all channels.Embrace innovation, but don’t count out the classics:&nbsp;Look at the whole picture. Many candidates are exploring opportunities on supplemental platforms like social media or in the results of a Google search, but they’re still looking at the franchise development site, too. Don’t confine yourself to the “old reliable” methods, but don’t leave them behind, either.Budget by persona, not platform: Don't just "do Facebook ads." Define exactly who your buyer is, and spend your money only on the channels where that specific person consumes content.For more information on franchise growth channels, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-use-social-media-marketing-to-promote-your-franchise-2727185#stories">How To Use Social Media Marketing To Promote Your Franchise</a></li><li><a href="https://1851franchise.com/building-a-franchise-website-that-converts-key-features-and-best-practices-2727363#stories">Building a Franchise Website That Converts: Key Features and Best Practices</a></li><li><a href="https://www.youtube.com/watch?v=vlfduHqGy7I">How to Sell Franchises | The Buyer Persona</a></li></ul>

To succeed in the shifting landscape, franchisors must understand the buyer’s journey, identify the ideal franchisee profile, and build a digital presence that meets candidates where they are.

From Film Dreams to Franchise Leadership: How Andrew Titus Found His Calling in Fully Promoted

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