1851

Ryan Stevens and Tracy Toomer first met working at Starbucks. They both joined the team as baristas and slowly worked their way up to positions overseeing the operations of the business. However, the two also shared a passion for entrepreneurship. Both Stevens and Toomer identify that feeling cropping up as early as their teen years.After chatting with a business friend about additional opportunities, Toomer learned of&nbsp;<a href="https://workoutanytimefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-starbucks-baristas-to-franchise-owners-with-workout-anytime-2722911" target="_blank" rel="nofollow">Workout Anytime</a>, the 190-unit fitness concept, and began considering investing. In addition to the strong business model and involved leadership team, the duo says they were sold on the idea of providing something new — and much needed — to the people of Carrollton. Now, they are on track to open their first&nbsp;<a href="https://1851franchise.com/workoutanytime">Workout Anytime</a> at 2722 North Josey Lane later this year.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?Stevens:&nbsp;After graduating high school, I enlisted in the Navy. I served there for 9 years with four years on an aircraft carrier and five years at Naval Training Center Great Lakes where I was in HR Generalist roles. I attended Southern Illinois University while I was at Great Lakes.&nbsp; After transitioning out of the Navy I worked at Northwestern University as Operations Manager Undergraduate Admissions.&nbsp;Next, I worked at Wendy’s International as a General Manager.&nbsp; I left Wendy’s for an opportunity with Starbucks where I’ve had the responsibilities of opening stores, building teams and successful operations across multiple markets.&nbsp;&nbsp;I’ve always wanted to own my own business since an early age.&nbsp; I was bitten by the entrepreneurial bug when I was a pre-teen. What led me to Workout Anytime was my friendship with Tracy. We worked together at Starbucks but kept in touch after she left. We were talking through other opportunities within the fitness industry, someone recommended that Tracy look into Workout Anytime. We went to discovery day and fell in love with the leadership of the organization. From a cultural and values standpoint, it felt like home.Toomer:&nbsp;As you can see, with Ryan being in the military and then going into Starbucks, all of the things he’s chosen to do have always been a part of something bigger. He’s a natural leader and developer.&nbsp;Our journeys crossed at Starbucks in 2016. We’ve both had this innate desire since we were younger to be entrepreneurs, and we started to think, “We’ve run businesses for big corporations. Now this is our time to do it for ourselves and create legacies for ourselves&nbsp;and for our families.” We love and respect our journeys in corporate America so much, but this is another way for us to create an organization that matches with our beliefs and values.We’re two hardworking, educated individuals. We’ve worked our way from baristas at Starbucks to multi-unit leaders. We know operations, but we also know and care about people. This is now our way to be able to share our beliefs and values with the city of Carrollton.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?Stevens:&nbsp;I’ve wanted to be an owner-operator for a long time, and the more educated I became through my experience with Starbucks and Wendy’s, I learned that franchising would probably be an easier road. When I look at the processes of developing a brand, building brand awareness and managing everything from decor to operations through everything like search engine optimization of a website, managing all of the different pieces can be daunting. Comparing that to a proven system where it’s pretty much set up and, to some degree, turnkey, it’s easy to see how franchising may be the smarter way to go. You have that support system.I would challenge someone who is really thinking about going into franchising to think about where their limits are. What is the level of operation they can lead and deliver? We’re familiar with statistics around owner-operator situations, and a lot of businesses close within the first year because the people going into it aren’t operators.The inverse of that is that the franchisor has laid out about 75% of what you need to know. That’s the best of both worlds for an operator. Now, I have the support of the parent company, but I can also put a little bit of my own flavor into it.Doing your due diligence and vetting the franchise system is incredibly important.Toomer:&nbsp;I own a franchise, so I already knew what to expect. I will say, I think the perception is that the franchise will be completely turnkey. A lot of times, not every process, manual or policy will be there. You may&nbsp; expect to get 75% of the playbook, but the other 25% is on you. It’s critical that people understand that because people go into a franchise thinking that 100% is given to them in this way and they’ll be told exactly what to do, but that’s not always the case.People need to know when they’re thinking of franchising that they need to build a strong team. They will need their “board of directors” going into it. It’s a common misconception that people who have been in operations for decades know it all. We were in operations, but we weren’t the marketers or the finance division or the construction crew.That’s one thing I think Ryan and I did very well at not going into this project alone. Our team members aren’t our business partners, but they are our partners on this project. We have a franchise attorney and a finance consultant that we hired just to tell us whether this was a good project. If they had said no, we may not have ever gone further. That’s one of the things to think about. You don’t know it all, and you don’t cut corners on a venture like this. You need to make sure your interests are first. With any business, be smart and have a team to do their due diligence and make sure that your interests are at the forefront.1851:&nbsp;What made you pick this brand? What excites you most about this company?Stevens:&nbsp;Sometimes, the corporate environment can limit you on the impact you can make. The organization can have a larger impact, but on an individual, grassroots level, you can be limited. This opportunity is different, and that’s what’s exciting to me. We can change lives in profound ways. Not just those of our members, but the lives of the people who will be joining our organization.Tracy used the word “developer” earlier. That’s what we want to do. We’re thinking about how we can craft a vision so compelling that people would love to join us. We want to help everyone in their lives while being respectful and thoughtful of their homes and families. It’s all based on that people-centric focus.Toomer:&nbsp;There are rampant illnesses that plague Black and Brown communities, so this is an important concept that we’re bringing to Carrollton. Of course, it’s centered around helping others — helping them lose weight, reduce inflammation or reduce the amount of medication someone has to take. But this is not just a gym. For us, this is about the city of Carrollton living their best life and making exercise simply a way of life.Whether you’re 15, 25, 45 or wearing silver sneakers at 65 years young, you belong in our gym. This dream to build and have our own legacy for our families is very exciting, but it’s something we’re proud of because it’s not just any business. We’re not bringing a fast food joint that we know is going to weaken the health of our children and families. This is something we’re proud to bring; we’re providing a resource for people as we help them on their journey to living their best lives.1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Stevens:&nbsp;Our big-picture strategy is to get our first location to a place where it’s sustainable from a financial standpoint, then we’ll work on the second and third clubs, but we don’t just want to open locations to say we did.I think proximity to the first location and us being in the community will be important. Our vision is for us to be super present and understand and know the families that are members of our clubs. We want to be community leaders.Toomer:&nbsp;There’s a gym presence in the city of Carrollton already, but there’s nothing like Workout Anytime. When we think of the community and how we want to grow in conjunction with the larger brand, we want to do it organically.We want the Carrollton community to be telling neighboring communities how awesome their&nbsp; gym is to the point that people are asking us to go to the next town over. We want to be the gym where people truly belong and everyone knows everyone’s name. Yes, like Cheers. I am truly dating myself…..1851:&nbsp;What is the one thing about your story you want us to know?Stevens:&nbsp;I really love the idea that we can eat our medicine. I’m a big gardener; I love garden-to-plate and eating organic. I’m also in the space of fitness personally. I’ve been a martial artist and boxer for a few decades.Toomer:&nbsp;I love the Lord. We call out to God when something bad happens, but I want people to know that this has been a lifelong dream of mine to be an entrepreneur and all the praise and glory goes to God.&nbsp; I know my journey has been blessed. I’m thankful that God is using me to be able to help others, myself and my family.I grew up in Los Angeles, California where there were liquor stores and fast food restaurants on every corner; it was a diabetic and high blood pressure breeding site. I remember how I felt when brands like Starbucks came to LA, and I as the District Manager knew that Magic Johnson was trying to bring to the community a safe, nice and fun establishment for the families in LA to have their third place. A place away from home and work. That’s how I feel now with Workout Anytime. We’re going to build these safe, beautiful spaces in the community with state-of-the-art equipment, and there will be no shortcuts. No one will have subpar equipment or subpar service just because of the community they live in. The city of Carrollton will have their own country club and it will be called Workout Anytime Carrollton.1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Stevens:&nbsp;Build your board of directors.Toomer: A lot of times, the value of a Board of Directors is underestimated.The startup costs for a Workout Anytime franchise range from $967,350 to $2,071,550, including the franchise fee. To learn more about franchising with Workout Anytime, visit&nbsp;<a href="https://1851franchise.com/workoutanytime/info">https://1851franchise.com/workoutanytime/info</a>.ABOUT WORKOUT ANYTIME*:Atlanta-based Workout Anytime is a 24-hour, seven-day-a-week fitness concept with 190 units across the U.S. Founded by fitness veterans John Quattrocchi and Steve Strickland, the company was formed to provide members with first-class fitness facilities at the lowest cost possible while delivering a profitable and affordable business model to franchisees. Built on the founders’ motto of “think big, keep it simple and do it with integrity,” Workout Anytime is preparing for significant expansion into new territories across the U.S. and Central America by providing opportunities to business-minded entrepreneurs. Franchise opportunities are available, and more information can be found on<a href="http://workoutanytimefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-starbucks-baristas-to-franchise-owners-with-workout-anytime-2722911" target="_blank" rel="nofollow">&nbsp;http://workoutanytimefranchise.com/.</a>&nbsp;

From Starbucks Baristas to Franchise Owners with Workout Anytime

1851 Franchise

After dreaming of owning their own business and talking daily about their pathway to do so, Ryan Stevens and Tracy Toomer jump feet first into business ownership with the opening of their 24/7 fitness franchise.

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The Junkluggers

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The Junkluggers Franchisees and Leadership Gathered to Build Momentum for 2026

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Lawn Squad

Why Invest in a Lawn Squad Franchise vs. Competitors?

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One Hour Heating and Air Conditioning

Women in Leadership Driving Success at One Hour Heating & Air Conditioning

Women in Leadership and Strong Team Culture Are Driving Success at One Hour Heating & Air Conditioning

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Central Creativity

How Central Creativity Is Closing the Resource Gap in STEAM Education

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Pool Scouts

How a Pool Scouts Owner Built Control and Long-Term Growth

Create Wealth Through Franchising Podcast: How a Pool Scouts Owner Built Control and Long-Term Growth

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Jersey Mike's Takes First Steps Towards Initial Public Offering

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Prince St. Pizza Partners With Dave’s Hot Chicken Franchisee for National Growth

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FTC Settlement Puts New Focus on Franchise Disclosure Standards - 1851 Franchise

FTC Settlement Puts New Focus on Franchise Disclosure Standards

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units - 1851 Franchise

Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units

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Why Skilled Trades Are Emerging as the Economy’s Most AI-Resilient Careers

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When&nbsp;<a href="https://www.linkedin.com/in/burkhartjames/">James Burkhart</a> and his wife, Jenifer, found out they were expecting their first baby, they were four years into living near the West Texas oil fields. For Burkhart, who had previously spent 15 years managing complex facilities for Ascension Seton Medical Center in Austin, it was another way to prove his management skills. The news of the baby, however, brought a sudden clarity: the "road life" of the oil industry wasn't compatible with the father he wanted to be.&nbsp;That intentionality is now the driving force behind&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> of&nbsp;<a href="https://freshcoatpainters.com/locations/bastrop-san-marcos/">Bastrop and San Marcos</a>. By trading the oil fields for franchise ownership, he is working to translate a career’s worth of corporate management experience into a service-oriented business that prioritizes quality, job creation and most importantly, time.&nbsp;For Burkhart, the goal is simple: build the foundation of the business now while his daughter is a newborn, so that by the time she's old enough to have soccer games and school recitals, he’s the one in the stands, not the one stuck on a job site or in another time zone.Burkhart sat down with 1851 Franchise to discuss his franchising journey with&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> and how he’s applying his management background to build a team-first painting business across Bastrop and the surrounding communities. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?James Burkhart:&nbsp;I’m an Austin native, and my roots are deep in Bastrop and San Marcos. For the past five years, I was working the oil fields in West Texas, but everything changed when we had our daughter. I knew I couldn't be away from her and we didn't want to raise her out there. We came home to Austin to be near family. Making that move meant finding a way to provide without sacrificing being a present father.1851: What did you do before franchising, and how did you decide franchising made sense for you?Burkhart:&nbsp;My background is in management. I spent 15 years with a hospital system in Austin before moving into the oil industry. By my third year in the field, I was managing the company. I realized I could translate high-level corporate systems to the "blue-collar" side. I knew I wanted to own my next business. I wanted to create jobs and build something of my own, but I didn't want to reinvent the wheel, so I teamed up with people who already have the answers and the proven systems.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?Burkhart:&nbsp;Initially, I looked at buying into my hobby (fitness) and researched gyms. But once I broke down the costs, I realized we’d be eating ramen for a long time. It wasn't the right move for my family. The biggest thing people should know is that a franchise is exactly what you make of it. You need a massive amount of internal motivation. No one's going to be there to push you; you have to be able and willing to push yourself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Burkhart:&nbsp;I specifically wanted home services, so AI can’t take it over. Computers might paint houses one day, but I just don’t see that happening tomorrow.A lot of brands want you to be the owner-operator, the guy actually holding the brush. I wanted to work&nbsp;on the business, not&nbsp;in it. When I said that to the Fresh Coat team, they said that was exactly what they were looking for. I can manage people. I can build a schedule. I can maintain the day-to-day for a team. It was just an overall good fit.&nbsp;1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Burkhart:&nbsp;I think my ultimate goal is to move into commercial painting. General contractors are the people I'm just used to working with. I’ve spent my career working with them.This is every path I've taken in my life. If I want to start a company, I have to start by building up a team and the business little by little. I want to create jobs and help people. Somebody gave me a chance; that's what I want to do for other people.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Burkhart:&nbsp;Put your heart into it. You have to decide that no one is going to outwork you. The day someone says they’re going to wake up at 5:30 a.m., you wake up at 5 a.m. You can either doubt yourself or you can go make it happen. It isn't easy, but you won't fail if you simply refuse to let yourself.&nbsp;1851:&nbsp;Is there anything else about your story you want us to know?Burkhart:&nbsp;My wife and I had our first baby last fall. She’s too young to know what I’m doing now, but I told my wife by the time she’s old enough to remember, I want to have built something that ensures I never miss one of her games.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

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

After 15 years in health care management and a stint in the West Texas oil industry, James Burkhart is leveraging Fresh Coat Painters’ system to create local jobs and build a business that lasts.

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

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After losing his corporate job, Don Bosko convinced Beef ‘O’ Brady’s founder to take a chance on him and helped turn a single restaurant into a scalable franchise model.

30 Years of Beef ‘O’ Brady’s: How This Franchise Owner Turned His Family’s Favorite Restaurant Into a Multi-Generational Career 

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<a href="https://www.linkedin.com/in/john-bailey">John Bailey</a> has spent most of his career figuring things out as he goes. He started in the automotive industry, where he worked for more than 20 years, before teaming up with his brother to run a home renovation business. When the 2009 recession forced that business in a new direction, he took it as an opportunity to go out on his own. He wasn’t just looking for another job. He wanted something stable, something with a recognizable name behind it and a system he didn’t have to build from scratch. That search led him to&nbsp;<a href="https://franchise.twomenandatruck.com">TWO MEN AND A TRUCK®</a>, the international, full-service franchised moving company.Sixteen years later, that decision has grown into a five-location operation serving Midtown, Downtown, the Beaches, Thornhill and Vaughan. Bailey runs his teams with a simple mindset: He treats his movers like athletes and puts a heavy emphasis on showing up for customers the right way every time. It’s a big reason why most of his business now comes from referrals. Today, his crews handle everything from everyday family moves to high-profile clients like the Toronto Raptors and the Toronto Maple Leafs, while still staying involved in the community through efforts like<a href="https://twomenandatruck.ca/movers-for-moms-program">&nbsp;Movers for Moms®</a>.1851 Franchise sat down with Bailey to discuss his journey as a business owner with&nbsp;<a href="https://1851franchise.com/twomenandatruck">TWO MEN AND A TRUCK</a>. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?John Bailey:&nbsp;I am 63 years old and live in the Scarborough area of Toronto. We opened our TWO MEN AND A TRUCK location at 153 Bridgeland Avenue 16 years ago, and we are moving into our 17th year soon. We run a very team-oriented company culture, and I actually see our business as a sports franchise. Our movers are essentially athletes who lift and move furniture all day.1851: What did you do before franchising, and how did you decide franchising made sense for you?Bailey:&nbsp;Prior to franchising, I worked in the automotive industry for 21 years. After that, I was involved in a home renovations business with my brother, which eventually grew to serve all of Ontario and Alberta. Around 2009, the recession led to a shift in that home renovations business, so I decided to pursue a different direction. I wanted to do my own thing, separate from working with my brother, so I started with one TWO MEN AND A TRUCK franchise and have since expanded to five units.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?Bailey:&nbsp;I initially viewed franchising as just buying into an established brand and system, noticing that many large businesses like McDonald’s and Tim Hortons operate that way. Now that I am in it, I highly recommend becoming a franchisee because of the incredible support system available when challenges arise. However, I want people to know that a good brand does not automatically run itself. Starting a new business requires immense effort and hard work; you have to be actively involved in making it grow.1851: What made you pick this brand? What excites you most about this company?Bailey:&nbsp;I chose TWO MEN AND A TRUCK for the stability and the support system it provides, allowing for communication and problem-solving with other individuals in the system. It has a great brand name, but a key reason for selecting this brand specifically was the ability to work on the business rather than in it. I am most excited by the corporation’s genuine care for its franchisees and their desire for everyone to succeed and achieve a better quality of life.1851: What do you hope to achieve with your business? What are your plans for growth?Bailey:&nbsp;I aim for continued growth and financial stability in my business, and I would be interested in acquiring more territories if they become available. Culturally, my goal is to always exceed customer expectations and create “raving fans” rather than just satisfied customers. That commitment to service has resulted in a consistently high referral rate that often exceeds 96% every year.1851: Is there anything else about your story you want us to know?Bailey:&nbsp;We do a lot of exciting commercial work, maintaining contracts with high-profile clients like the Toronto Raptors and the Toronto Maple Leafs. We handle complex, last-minute moves, like shipping a player’s belongings from Florida to Sacramento during the pandemic, which really demonstrates our commitment to finding solutions for any problem. We are also heavily involved in charity events, including the annual&nbsp;Movers for Moms initiative, and for the last five or six years, we have coordinated Christmas shoebox deliveries for women in shelters and in abusive relationships across Toronto.1851: What advice do you have for other people thinking about becoming franchise owners?Bailey:&nbsp;New owners must be ready to work hard and stay closely involved in the business, especially in the early stages. I have always believed in being available when needed, and I still share my cell phone number for direct contact. Hard work is a big part of success.ABOUT TWO MEN AND A TRUCK:TWO MEN AND A TRUCK is an international, full-service franchised moving company with more than 430 locations and 3,000 trucks operating in 48 U.S. states in addition to Canada, Ireland, and the UK. Each location is independently owned and operated, and together, the TWO MEN AND A TRUCK network has performed more than 10 million moves since its inception in 1985. The moving company has been in Canada for the past 20 years, and more than 30 franchise locations are operating within Canada. In 2024, the Canadian locations moved 26,000 customers while maintaining a 95% referral rating, living up to the brand’s tagline as the Movers Who Care®.&nbsp; TWO MEN AND A TRUCK offers comprehensive home and business moving services, professional packing and unpacking, and storage and junk removal services.

image of franchisee John Bailey Two Men and a Truck owner from toronto 

After losing a business in the 2009 recession, Bailey found a new path, and sixteen years in, his leadership and commitment to service continue to shape the way he runs and grows his business.

 How John Bailey Rebuilt After the Recession and Grew to Five TWO MEN AND A TRUCK® Locations

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image of sweta goyal, puneet mittal, mamta singhal, rajneesh signhal from paris baguette from texas

With five signed locations and their first set to open in January, two entrepreneurial families are turning their love for Paris Baguette into a community-driven business.

How Two Dallas Couples Turned Coffee Runs Into a Five-Store Paris Baguette Deal

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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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Big O Tires Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Big O Tires is a full-service auto care franchise offering tires, brake repair, alignments, oil changes and preventive maintenance under a nationally recognized brand.

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Franchise Opportunity Deep Dive: A fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.


Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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Visiting Angels Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Visiting Angels is a senior home care franchise focused on in-home support for seniors and individuals with disabilities.

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BrightStar Care Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: BrightStar Care is a home health care franchise that provides both medical and non-medical services.

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Amada Senior Care Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Amada Senior Care is a non-medical home care, assisted living placement, and related senior-support services with multiple revenue streams.

From Starbucks Baristas to Franchise Owners with Workout Anytime

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