1851

After seeing a notification that their local&nbsp;<a href="https://1851franchise.com/meltingpot">Melting Pot</a> restaurant would be closing,&nbsp;<a href="https://www.linkedin.com/in/dainasenatore/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fortune-500-financial-services-to-melting-pot-frachisee-2723044" target="_blank" rel="nofollow">Daina Senatore</a> and Jonathan Reeve were researching ownership with the brand the same day. As a blended family with five kids, the group had long used&nbsp;<a href="https://meltingpotfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fortune-500-financial-services-to-melting-pot-frachisee-2723044" target="_blank" rel="nofollow">The Melting Pot</a> as their go-to place for celebratory meals and couldn’t stand to see it leave Connecticut.After a bit more research and conversations with&nbsp;<a href="https://www.linkedin.com/in/collin-benyo-1bb36a248/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-fortune-500-financial-services-to-melting-pot-frachisee-2723044" target="_blank" rel="nofollow">Collin Benyo</a>, franchise growth specialist at The Melting Pot, the pair decided to sign for a single location in New Haven with hopes to further expand in the future. Now, as they search for real estate, they’re working to have their first Melting Pot restaurant up and running in the next 12–15 months.1851 Franchise: Frame your personal story for us.&nbsp;What did you do before franchising, and how did you decide franchising made sense for you?Senatore:&nbsp;I’ve been in the financial information services space pretty much all of my career, starting from data entry to product management for a Fortune 500 company. I continue in my career as a business management consultant at a company called TCS. I help my clients to reach their business goals using IT, so I go into companies and try to see what problems they’re looking to solve. We see how my organization can help them with their strategy.We’re big fans of the Melting Pot brand in general. We didn't necessarily know the brand, but we knew the restaurant. It’s somewhere our family loves to frequent for our celebrations. When we heard that the previous location was closing, we were super sad. I started thinking about the opportunity, reached out to The Melting Pot through their website and said I had interest.&nbsp;Reeve:&nbsp;Similarly, I work in financial services information. I’ve been doing that for 25 or so years, really leading product teams to build information products like data and information tools that help bankers and investment managers do analyses. As Daina mentioned, we love the Melting Pot brand. We’ve also worked together in the past and always thought we made a good team as it related to running a family and in business projects. We thought it’d be super fun to work on this project together as a team and family.In addition, my son, Joshua, is going to school at Johnson and Wales, pursuing a degree in culinary and restaurant management. With the combination of our executive corporate skills and his training in culinary arts, we think the three of us can do a really good job. We put together a business plan after we contacted Collin, highlighting the three of us in that format. The rest is history.&nbsp;Senatore: We really want this to be a family-and-friend initiative. A lot of the other owners do the same. There are a lot of trusted employees and people that become part of your Melting Pot family. We’re very much keen on continuing with that trend and ensuring this is a family-friendly atmosphere.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?Senatore:&nbsp;I have researched franchises in the past. I do think that we have an entrepreneurial type of mentality. At the time, we were both full-time employees. We thought that owning our own business would be nice. We talk a lot about not having to work for other people and work for ourselves. That’s super appealing, but taking on your own business seems like a lot. Franchising seemed like a really nice way to take a brand and process that’s been proven and execute on that.Reeve:&nbsp;In my early days, before college, I actually took part in a franchise opening in our town. I saw what that franchise did in terms of bringing in people from the head office, training and rolling out the system so that everything was orderly. I started out as kitchen staff and made my way to being a waiter. From that experience, it impressed on me that when you work with a franchise, a lot of the details about how to run a business — where to order from, for example — is decided. You have to execute, but you’re not doing everything from scratch — a combination of wanting to do something together because we do work well together. My experience with franchises. The love of the brand. The fact that there isn’t a single store in Connecticut. That all came together to present a brilliant opportunity.I think what Melting Pot impressed upon us is the infrastructure and services they offer to new franchisees. My understanding is that it is not always as robust as what Melting Pot offers. If you're thinking about franchising, you want to make sure you understand what you get for your franchise fee. They need a track record of being successful. Investigate that.Senatore: You can say Melting Pot has less than 100 stores across the U.S., and you look at that and say, “That's not a huge number compared to some of these other franchises.” But the misnomer is that maybe that's because they can't or do not want to grow to that size. But this is a 40-year-old brand. What I take from that is you really have to understand the process in which they vet people to franchise, and that means a lot. They are looking for the right kind of people, not a high number of people. That's very appealing because you're in good company that feels as though you've been hand-selected versus just having a certain amount of money. The process we went through was really robust. They protect their brand, and I think you want to look for places like that1851:&nbsp;What made you pick this brand? What excites you most about this company?Senatore:&nbsp;I didn't even know what franchising was or what that meant, but I knew that we loved the restaurant and didn’t want it to go away. Collin [Benyo] wrote back, and we’re here based on his and Melting Pot’s support. We’re excited about this new chapter in our life where we’ll go from financial information management to opening a restaurant and building the Melting Pot brand in Connecticut.Reeve:&nbsp;We went down to Melting Pot in Tampa. They were super supportive. We met the CEO, Bob Johnston, who invested a lot of his personal time in connecting with us. Even though we didn't have specific restaurant or franchise experience, this was something we could do and have a lot of fun with.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Senatore:&nbsp;I think long-term this is where we’d like to be, and we have aspirations to expand. We joke about having multiple stores and branching out to the point that every kid has one. That may just be a playful conversation on our part, but we do think about expansion and how we can become more incorporated with the brand. We have goals of multiple stores and this becoming a real business for us, not just one location.We’ve worked all of our lives in Corporate America. I think most people think that starting a restaurant is a career. For us, we’re on-the-go type of people that like to keep busy. I don’t know if our minds could take turning off and retiring completely. This is a great way to stay connected and do something for ourselves and our family that directly affects us and keeps our minds going. This is our retirement strategy. It’s odd that we would take on this work, but together, this is something that we can do into retirement to keep ourselves active and motivated. For us, it’s not just a job but a second career.1851:&nbsp;What is the one thing about your story you want us to know?Senatore:&nbsp;Jonathan and I have been friends and colleagues since 2010. He was my boss. Then, we both left our companies and moved on to other things but stayed friends. Over the years, we became extremely good friends. Three years ago, our situations changed and we became more than friends. We’ve been dating for about three years. We’re engaged to be married in August, and we’re going to be a blended family. We’ve built that foundation and are now moving forward to the next level. Our friendship and history is a nice foundation to support us in moving forward for lots of things.1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Senatore:&nbsp;A lot of times, people have apprehensions of the unknown. Franchising in general is something that, if that is how you feel, it’s a good path to take because there are a lot of unknowns that are solved for you already. You don't have to come up with your own business and idea. These are things that are all proven out with Melting Pot, especially over a long period of time. Franchising is a good way to move forward with less apprehension because some of these problems have been solved already. When we started this, it was super scary. It’s a lot less scary now that we’ve jumped in. People should just take a chance if they have any inkling.Reeve:&nbsp;I would say explore your curiosities, and don’t hesitate. We’re just getting started, but to some extent, I wish we would've done it three or even 10 years ago.&nbsp;What was also useful is that Melting Pot gives us access to other franchise owners, so we reached out to many of them and had conversations about their experience. That helps not only thinking about the logistics and mechanics, but they're all very happy. There are multiple franchisees with multiple stores, and that says something. That feeling that the people that have tried the franchise love it and continue to do more also filled us with confidence.Total investments range from $1.3 million–$1.5 million.&nbsp;For more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot/info">https://1851franchise.com/meltingpot/info</a>.&nbsp;About Melting Pot&nbsp;Founded in 1975, Melting Pot has offered a unique fondue dining experience for more than 45 years. As the premier fondue restaurant franchise, Melting Pot has 94 restaurants in 31 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. Melting Pot is an affiliate of Front Burner Brands, a restaurant management company headquartered in Tampa, Florida. For more information, visit meltingpot.com. To learn more about franchise opportunities with Melting Pot, visit meltingpotfranchise.com.

From Fortune 500 Financial Services to Melting Pot Frachisee

1851 Franchise

When their go-to location announced it would be closing, Daina Senatore and Jonathan Reeve jumped in, becoming franchisees to keep fondue franchise ope.

from-fortune-500-financial-services-to-melting-pot-frachisee

Image Studios

IMAGE Studios Named to Entrepreneur’s 2026 Franchise 500

image-studios-named-to-entrepreneurs-2026-franchise-500

BIGGBY COFFEE

BIGGBY® COFFEE Caps 2025 With Stronger Café Traffic, Brand Refresh and New Tech Milestones

biggby-coffee-franchise-growth-eoy-2025

Jollibee

Franchise Times: Experienced Inspire Brands Franchisees to Open Jollibee Across Three States

franchise-expansion-inspire-brands

Benjamin Franklin Plumbing

How Benjamin Franklin Plumbing Gives Franchisees Fortune 500 Buying Power

how-benjamin-franklin-plumbing-gives-franchisees-fortune-500-buying-power

KidStrong Franchising, LLC

Top 5 Reasons to Buy a KidStrong Franchise in 2026

top-5-reasons-to-buy-a-kidstrong-franchise-in-2026

Buying a Franchise Masterclass

 Franchise Opportunities

Get Support Buying a Franchise

How to Buy a Franchise White Paper

How to Buy a Franchise

How to Sell Franchises

How to Grow a Franchise

Find a Franchise Supplier

1851 Franchise Opportunities

Franchisor News

Franchisor Power Rankings

FranCamp Mastermind Summit

Franchise Development Website Builder

Franchise Resources

The Top 10 Low-Cost Franchises With High ROI 

Website Awards

Power Rankings

About 1851

Advertise on 1851

Contact 1851 Editorial

Terms of Use

1851 Login

GROWTH CLUB LOGIN

facebook

instagram

twitter

linkedin

youtube

Photo of SONIC franchise logo against blue sky backdrop

KBP Brands Acquires 78 SONIC Locations Across Five States

kbp-brands-sonic-acquisition

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

2026-franchising-economic-outlook-report

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

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

Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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

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

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

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

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

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

why-this-couple-left-corporate-america-to-build-a-community-focused-trublue-business-in-the-town-where-they-raised-their-sons

Family has always been at the heart of everything for sisters&nbsp;<a href="https://1851franchise.com/griswold-franchise-oklahoma-city-north-manar-landis-maha-zirn-kashoor-2730454">Manar Landis and Maha Zirn-Kashoor,</a> so when they began looking for a new business venture, it only made sense that they’d do it together. Today, the pair are proud&nbsp;<a href="https://griswoldhomecarefranchise.com/">Griswold</a> franchisees, combining their complementary skills and shared compassion to make a difference in the lives of seniors and&nbsp; families in their community. For Zirn-Kashoor and Landis, the decision to go into business together was as natural as their lifelong connection.“The short answer,” Zirn-Kashoor said, “is that it’s always the right time as a family to be together. We were both in the right place to start that one.”Though life had taken them in different directions — with families, careers and homes of their own — the sisters never lost touch. “We were always in contact,” Zirn-Kashoor said. “Almost every year we saw each other. So when the idea of the business came, it was only natural that we were both ready for it and said, ‘Let’s go for it.’”That shared readiness made the decision simple: it was time to&nbsp;<a href="https://1851franchise.com/griswold/how-griswold-home-care-provided-a-more-meaningful-career-for-these-franchisees-amid-the-pandemic-2715838">build something meaningful together</a>.<h2>From Sisters to Business Partners</h2>Transitioning from family members to business partners came smoothly for the pair. “Because we know each other quite well, it came very naturally,” Zirn-Kashoor said. “We recognized my strength, her strength, where we can complement each other — and it’s working so far.”The two sisters developed a natural division of responsibilities, allowing each to focus on what she does best. That balance has only strengthened their bond. “It brought us even closer to each other,” Zirn-Kashoor said. “Usually, when you have family, each one goes to their business or work and then maybe you meet at dinner or on weekends. Now we are combining all this — we see each other even more now. It added positively to the dynamic.”<h2>Why Griswold?</h2>When it came time to choose a brand, Landis led the research — and&nbsp;<a href="https://1851franchise.com/griswold/info">Griswold</a> quickly stood out. “She asked around, looked into different franchises, and it was the reputation of Griswold,” Zirn-Kashoor said. “From the first moment we spoke with them, it felt like we were joining a family.”That sense of belonging only deepened as they met other franchisees. “They are very professional, but there is also a warm environment,” Zirn-Kashoor said. “When we met other franchisees at a couple of events, it felt like family. It just enhanced our feeling that this is the right company we want to join.”<h2>A Family-Owned Business With a Human Mission</h2>As sisters and co-owners, Zirn-Kashoor and Landis believe their family connection adds real value to how they lead their business and care for their clients. “It’s an added value to be family working together,” Zirn-Kashoor said. “We know how to divide the work, who’s responsible for what, and sometimes we combine our efforts on certain areas where we can bring an even better outcome.”That collaboration is rooted in shared purpose. For the sisters, Griswold’s mission resonated deeply. “The story of Jean Griswold is very touching and impressive,” Zirn-Kashoor said. “It’s not money-oriented — it’s very human and people-oriented. That’s what really drove us. Otherwise, any business you can start somewhere and think about profit. This is not the easiest one, but we chose it on purpose because we can relate to it … When you think about it, we are helping vulnerable people — people in need — and that’s something we are already proud of.”<h2>Building a Legacy of Care and Connection</h2>More than just a business, Zirn-Kashoor and Landis see their Griswold franchise as a legacy — one rooted in compassion and community. “We are certain that our hard work will bring very fruitful income,” Zirn-Kashoor said, “and we hope that this is the legacy we can keep as a name for us, for our children and for our family later on. There cannot be a better legacy than helping people in need and caring for the community.”Even amid the challenges of launching a business, the sisters have found unexpected joy in the journey. “The most surprising part is how much fun we are having,” Zirn-Kashoor said. “We knew we would enjoy it, but we didn’t know it would start from day one. We keep reminding each other not to forget to have fun and enjoy the journey.”

Why Two Sisters Chose Now to Build a Purpose-Driven Home Care Business With Griswold

why-two-sisters-chose-now-to-build-a-purpose-driven-home-care-business-with-griswold

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

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

why-two-siblings-saw-a-growing-need-for-compassionate-senior-support-and-chose-caring-transitions-to-build-their-family-legacy

<a href="https://www.linkedin.com/in/fernando-degwitz-202227202/">Fernando Degwitz</a> grew up in Venezuela and built his career in civil engineering and real estate development before moving to Miami to pursue an MBA at Northwestern University’s Kellogg School of Management. As he dug into entrepreneurship through acquisition (ETA) opportunities, he realized the heavy leverage involved did not match the level of risk he was comfortable taking.A friend introduced him to franchising as a way to bypass startup risks without taking on massive debt. Initially skeptical, Degwitz quickly saw the value: a proven brand, strong support systems and the ability to combine his construction expertise with a personal mission — helping families care for aging loved ones, inspired by his own mother’s struggles with mobility.In October, Degwitz officially launched his&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise, bringing professional home maintenance and aging-in-place solutions to the Miami market. His vision is to grow a $30 million business while creating meaningful impact for families throughout South Florida.Degwitz took the time to chat with the 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Fernando Degwitz:&nbsp;I am originally Venezuelan, born and raised. I went to an American high school, which is where I learned how to speak English. Once I graduated, I went to college in Boston — Tufts and then MIT — where I did civil engineering and economics. When I graduated, I went back to Venezuela where I did real estate development and construction. I did all sorts of projects from residential to industrial, retail and commercial.It became difficult to operate any of my business lines in Venezuela. I started to look outside and began a real estate development project in Panama. At the same time, I started doing my MBA at Northwestern’s Kellogg School of Management, which has a campus here in Miami. I moved to Miami and then the pandemic hit. I finished the MBA virtually and, last year, started investigating franchises1851: What did you do before franchising, and how did you decide franchising made sense for you?Degwitz:&nbsp;When I was doing my MBA, there was a concept that is really popular in MBA schools right now called “entrepreneurship through acquisition” where you essentially buy a company that's already operating to get past the startup risk. I did a lot of research, went to the ETA conference and interviewed brokers. As I was doing it, I realized that other buyers were willing to take much bigger risks than I was.I realized that buying an existing business replaces "startup risk" with "leverage risk." In Miami, you would need to buy a larger company to make a decent living, meaning you take on a significant amount of debt and put in a personal guarantee without really knowing what you are buying. A friend of mine from Kellogg was really into franchising and started to talk to me about it. I started to look at it as another way of getting past the startup risk without having the leverage. You don't have the operation in the location you are trying to open, but you do have that brand experience at a national level1851: 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?Degwitz:&nbsp;Honestly, my own sense of franchising was that it is entrepreneurship for people who don't have the experience. I kind of looked down on it initially. This might be affected by my experience in Latin America. Once I was here in the U.S., and perhaps through my MBA experience, I started to understand the importance of a brand and not having to create it yourself. It took me a while to understand that my way of looking at it was completely wrong. The value in joining a franchise and not having to take that startup risk is immense.Now that I am in it, I would say that the day-to-day is very similar operationally to running your own business, because you are. It feels just as exciting as running your own thing, but it removes a lot of the negative emotions that come from the uncertainty of not knowing if you are doing the right thing, especially in marketing.1851:&nbsp;What made you pick this brand? What excites you most about this company?Degwitz:&nbsp;Beyond the economic sense tied to my construction background, I wanted to do something valuable for the community. On a personal level, my mother lives in Europe and has recently suffered falls. It is difficult to make modifications to her rental unit from so far away. I wanted to be in a business where I could make a difference for families in similar situations.&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a> offers that perfect combination of operating a successful business while "doing good" for society.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Degwitz:&nbsp;My vision is to expand from our current location in Pinecrest all the way North to West Palm Beach with professional management in place. To achieve that, I am focused on two key elements: finding the right people, starting with technicians and eventually office staff, and implementing the right systems and operational processes.1851:&nbsp;Is there anything else about your story you want us to know?Degwitz:&nbsp;Family is the most important thing to me. If I can help families take care of their homes, I believe that creates happier families. That is my personal and professional mission1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Degwitz:&nbsp;Do a lot of validation calls. You need to understand how current franchisees feel about the brand. Don't get discouraged by one bad call, as it might just be a bad match for that specific person; instead, look for the general sentiment. I personally "dodged a couple of bullets" by doing thorough validation calls.About TruBlue Home Service Ally:TruBlue Home Service Ally® provides a unique and affordable approach to helping busy adults and seniors live a worry-free life by offering trustworthy handyman, home maintenance and senior modification services. Helping you maintain your home both inside and out, TruBlue’s services include handyman projects and to-do list chores, preventative home maintenance programs, kitchen and bath remodels, seasonal work, and senior modification services, all handled by professional, bonded and insured Tru-Pro® Technicians. TruBlue franchise owners are required to complete senior home safety certification programs through the NAHB and Age Safe America. As certified specialists, TruBlue franchisees are able to perform aging in place home safety assessments and can make recommended safety modifications as needed.

image of fernando Degwitz from tru blu franchise franchisee owner of Pinecrest, Brickell

Civil Engineer and MBA Grad Fernando Degwitz Combines Business and Community Impact With TruBlue Franchise

trublue-franchisee-fernando-degwitz-miami

How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

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

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

<a href="https://www.chick-fil-a.com/franchise">Chick-fil-A</a> is one of the most recognizable names in the quick-service restaurant industry. With its signature chicken sandwiches, customer-first culture and impressive per-unit sales, the brand is often at the top of the list for entrepreneurs researching restaurant franchises. But if you’re wondering how to buy a franchise with&nbsp;<a href="https://1851franchise.com/the-rise-of-chick-fil-a-americas-number-one-chicken-franchise-2727483#stories">Chick-fil-A</a>, you’ll quickly realize that this opportunity comes with a unique set of requirements — and not everyone qualifies.<h2>Chick-fil-A Franchise Requirements</h2>Chick-fil-A is different from most restaurant franchises because it doesn’t take a large amount of money to get started.&nbsp;<a href="https://1851franchise.com/how-much-does-a-chick-fil-a-franchise-cost-2715278#stories">The franchise fee is $10,000</a>, and applicants don’t need to show a specific net worth or liquid assets. The lower cost, however, comes with a trade-off. The company has one of the toughest application processes in franchising and places strict rules on how the business must be run.To be considered for a Chick-fil-A franchise, applicants need to show that they can legally run a business in the United States and have a solid professional background. The brand generally looks for people with at least five years of work experience and some history of leading teams. A clean financial record is important, too, since anyone with a bankruptcy on file won’t move forward in the process. The $10,000 franchise fee has to come directly from the candidate’s own funds rather than loans or gifts. On top of that, operators are expected to commit to the restaurant full time, which means stepping away from other active business ventures and putting all of their focus into building and leading their Chick-fil-A location.Candidates also need to be fluent in written and spoken English and commit to full-time, hands-on involvement in the restaurant. In fact, Chick-fil-A expects its franchisees to divest from any other active business ventures so that they can focus entirely on operating their location.Meeting these requirements does not guarantee acceptance. Chick-fil-A receives tens of thousands of applications each year but approves only about one percent, making the opportunity one of the most competitive in franchising.<h2>A Hands-On, Operational Model</h2>One thing that makes Chick-fil-A stand out is how it expects its restaurants to be run. Owners can’t just hire managers and step back like in many other franchises. Instead, operators are expected to be hands-on with the daily business.Chick-fil-A also keeps more control over key parts of the operation than most franchisors. The company chooses the location, builds the restaurant and provides the equipment. The operator’s main role is to deliver excellent service and lead a team that meets the brand’s standards.This is not a passive investment or a multi-unit opportunity. Chick-fil-A intentionally limits each franchisee to a single location, ensuring that operators are deeply engaged in leading their restaurant and contributing to the surrounding community. For many, this model is appealing because it emphasizes leadership and culture-building rather than simply financial investment.<h2>Why It Matters</h2>For people thinking about franchising, Chick-fil-A’s requirements show why the brand is both appealing and difficult to get into. The low cost to start, the strong name recognition and the sales numbers make it one of the most appealing restaurant franchises out there, but the rules and competitive selection process make it a tough opportunity to land.On the other hand, the strict operational structure, high profit-sharing arrangement and extremely competitive application process can make it a tough fit for entrepreneurs who want more flexibility or who prefer to run multiple concepts at once.If you are considering how to buy a franchise with Chick-fil-A, it’s important to carefully evaluate whether you align with the brand’s expectations. The operators who tend to do well are the ones who like being in the restaurant every day, working with their team and serving customers. For people who want to be closely involved in one business, the Chick-fil-A model can be both profitable and satisfying.For more info on Chick-fil-A, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/chick-fil-a-takes-the-crown-as-the-nations-premier-chicken-chain-2727486#stories">Chick-fil-A Takes the Crown as the Nation’s Premier Chicken Chain</a></li><li><a href="https://1851franchise.com/the-pros-and-cons-of-owning-a-chick-fil-a-franchise-2725069#stories">The Pros and Cons of Owning a Chick-fil-A Franchise</a></li><li><a href="https://1851franchise.com/chick-fil-a-emerges-as-the-leader-in-the-us-chicken-chain-industry-2727457#stories">Chick-fil-A Emerges as the Leader in the U.S. Chicken Chain Industry</a></li></ul>

Do You Qualify? A Look at the Chick-fil-A Franchise Requirements

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

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

sparkle-dog-care-franchise-costs-fees-profit-and-data

From Fortune 500 Financial Services to Melting Pot Frachisee

MORE STORIES LIKE THIS