CR3 was started by deeply experienced franchise strategists who teamed up with successful roofing &amp; exterior remodeling contractors.Together, we clearly understand what is taking place in the exterior remodeling industry and saw an opportunity to enable smart contractors to thrive within an industry that is consolidating under bigger players with deeper pockets.CR3 was formed to enable small-to-midsize contractors to capitalize on a proven franchise model that really works, while establishing a powerful national brand that will make your operation a household name.

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Franchise Highlights

Health and wellness has evolved from a consumer trend into one of the&nbsp;<a href="https://1851franchise.com/The%20Top%20Fitness%20and%20Wellness%20Franchises%20of%202025">most resilient and dynamic categories in franchising</a>. Today's consumers are investing more than ever in their physical health, mental well-being, recovery, aesthetics and longevity, creating opportunities for franchise brands that help people feel and perform at their best.<a href="https://1851franchise.com/fitness-wellness-franchise-guide-2729443">The category has expanded well beyond the traditional gym</a>. Modern health and wellness franchising now includes boutique fitness studios, sports performance facilities, assisted stretching concepts, medical spas, recovery therapies, IV hydration, red light therapy, massage and facial services and personalized wellness experiences. Together, these businesses are redefining what consumers expect from preventive health and self-care.And on the franchisee side, the sector offers several key benefits. Many concepts generate recurring revenue through memberships, for example, while others benefit from repeat visits and higher customer lifetime value. Operators can also capitalize on multiple demographic segments, from athletes and fitness enthusiasts to busy professionals, aging adults and consumers seeking aesthetic or recovery treatments.In this issue, 1851 Franchise is highlighting the brands leading the charge across health, fitness, recovery and wellness. Over the coming weeks, we'll publish individual profiles exploring what makes each concept stand out, how their business models are scaling and why they represent some of the strongest franchise opportunities in one of franchising's fastest-growing industries.<h2>The 15 Hottest Health and Wellness Franchises</h2><a href="https://1851franchise.com/franchise-deep-dive-planet-fitness-franchise-costs-fees-profit-and-data-2723399">Planet Fitness</a> —&nbsp;<a href="https://athletechnews.com/planet-fitness-opened-nearly-200-gyms-in-2025-new-metrics-show/">The global fitness giant opened 181 new clubs in 2025</a>, bringing its footprint to 2,896 locations while earning recognition on Entrepreneur's list of the fastest-growing franchise brands.Club Pilates — Boutique fitness continues its remarkable momentum, highlighted by Xponential Fitness' largest development agreement ever:&nbsp;<a href="https://riserfitness.com/riser-fitness-announces-largest-development-agreement-in-xponential-fitness-history/">a 127-studio expansion with Riser Fitness over the next five years</a>.D1 Training — The athletic training concept finished 2025 with&nbsp;<a href="https://www.prnewswire.com/news-releases/d1-training-closes-landmark-2025-with-eyes-on-its-200th-location-in-2026-302670887.html">more than 90 franchise agreements, over 40 new openings and more than 165 facilities operating, while setting its sights on surpassing 200 locations during 2026</a>.Burn Boot Camp — The community-focused group fitness concept<a href="https://www.franchise.org/2026/01/burn-boot-camp-ends-2025-with-double-digit-growth-and-strong-franchisee-profitability-while-expanding-national-footprint/"> signed 51 franchise agreements and opened 36 new gyms in 2025</a>, with more than 60% of new agreements coming from existing franchisees.Hand &amp; Stone Massage and Facial Spa — One of the largest names in wellness services continues to grow,&nbsp;<a href="https://www.franchising.com/sponsored/20260408_hand__stone_begins_2026_with_nine_agreements_five_openings.html">signing nine franchise agreements and opening five new spas during the first quarter of 2026</a> while operating more than 650 locations across the United States and Canada.<a href="https://1851franchise.com/franchise-deep-dive-vio-med-spa-franchise-costs-fees-profit-and-data-2723625">VIO Med Spa</a> — Demand for aesthetic medicine remains strong.&nbsp;<a href="https://www.prnewswire.com/news-releases/vio-med-spa-adds-10-new-franchise-owners-across-key-us-markets-302773998.html">VIO Med Spa has already signed 10 franchise agreements in 2026, adding 15 locations to its development pipeline across key U.S. markets</a>.FACE FOUNDRIÉ — The facial bar concept continues building momentum with&nbsp;<a href="https://www.linkedin.com/pulse/face-foundri%C3%A9-reports-strong-q1-2026-growth-vosje">nine development agreements covering 13 future locations during the first quarter of 2026</a>, alongside five new openings and additional expansion planned throughout the year.BODY20 — Combining EMS technology with personalized fitness,&nbsp;<a href="https://www.prnewswire.com/news-releases/body20-celebrates-200-signed-franchise-agreements-announces-30-million-franchise-fund-partnership-with-benetrends-301739948.html">BODY20 has surpassed 200 signed franchise agreements and continues attracting attention as one of the wellness sector's fastest-growing opportunities.</a>JETSET Pilates —&nbsp;<a href="https://jetsetpilates.com/press/jetset-pilates-hits-milestone-with-50-franchise-locations-sold/">JETSET reported a 546% increase in memberships during 2025</a> and now operates 36 studios with more than 100 additional locations in development.StretchMed — Assisted stretching continues to emerge as a high-growth wellness category. StretchMed entered 2026 recognized among the fastest-growing emerging franchises, with&nbsp;<a href="https://1851franchise.com/stretchmed-fastest-growing-emerging-franchise-2026-2731329">31 studios operating and another 26 franchises sold for future development</a>.iCRYO — Focused on recovery, cryotherapy and longevity services,&nbsp;<a href="https://finance.yahoo.com/news/icryo-named-third-time-inc-120000147.html">iCRYO was named to the Inc. 5000 list of America's Fastest-Growing Private Companies for the third consecutive year</a>, underscoring sustained demand for recovery-focused wellness concepts.beem Light Sauna — Red light therapy continues gaining mainstream adoption, and beem Light Sauna has positioned itself for national expansion with more than&nbsp;<a href="https://www.franchise.org/2024/01/beem-light-sauna-continues-growth-journey-in-the-south-announcing-multiple-new-deals/">60 locations in development while maintaining a disciplined growth strategy</a>.Hydrate IV Bar — As consumers increasingly embrace preventive wellness and hydration therapy,&nbsp;<a href="https://franchisingmagazineusa.com/special-feature/hydrate-iv-bar-and-the-new-age-of-preventive-wellness-how-a-colorado-startup-became-a-national-franchise-to-watch/">Hydrate IV Bar has earned recognition on both the Denver Fast 50 and Entrepreneur's Top New and Emerging Franchises rankings</a>.Restore Hyper Wellness — One of the category's most recognizable brands,&nbsp;<a href="https://www.businesswire.com/news/home/20250116674511/en/Restore-Hyper-Wellness-Named-1-in-Entrepreneurs-2025-Franchise-500-Ranking">Restore Hyper Wellness earned the No. 1 ranking in Entrepreneur's Miscellaneous Personal-Care Businesses category in the 2025 Franchise 500</a>, reflecting its leadership in preventive wellness and recovery services.StretchLab — Assisted stretching has become one of franchising's breakout categories. StretchLab added 316 locations between 2021 and 2023, representing 209.3% unit growth, while systemwide sales climbed from $50 million to $200 million,&nbsp;<a href="https://www.franchisetimes.com/top-400-2025/">earning the concept the No. 2 spot on Franchise Times' Fast &amp; Serious ranking</a>.Stay tuned throughout the coming weeks as 1851 Franchise takes a closer look at each of these brands, exploring their growth strategies, franchise models, unit economics and competitive advantages.&nbsp;

From boutique fitness and recovery concepts to med spas and longevity brands, these franchise systems are taking advantage of one of the fastest-growing sectors in franchising.

The 15 Hottest Health and Wellness Franchises of 2026

the-15-hottest-health-and-wellness-franchises-of-2026

Franchise Deep Dive graphic with Keke's Breakfast Cafe logo

Franchise Opportunity Deep Dive: Keke’s Breakfast Cafe® is a well-established breakfast and lunch brand serving high-quality, fresh meals in a warm, family-friendly environment.

Keke's Breakfast Cafe® Franchise Costs, Fees, Profit and Data for 2026

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Opening a new&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a> in Federal Way this summer is not just a career milestone for Eric Cao. It’s the destination of a journey that spans continents. Cao studied accounting in Seattle and has managed franchise operations before, but his entrepreneurial ambitions were first shaped by his father in Vietnam. Growing up, Cao watched his dad navigate the business world and dreamed of becoming an owner one day. That dream stayed with him as he moved from Vietnam to Australia, and eventually to Washington.&nbsp;Pursuing franchise ownership with&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> stemmed from a personal connection to the business for Cao, who says the heart of his venture comes from his wife, who loves to bake. It’s what sparked Cao’s interest in the brand. For years, the family imagined building something together that combined Cao’s operational background with his wife’s passion for baking. They hope this new chapter will become a lasting legacy for their children.&nbsp;Turning this dream into reality has required a difficult sacrifice for the family. As Cao is in Washington preparing for the new café opening, his wife and children are in Vietnam enduring a temporary separation. But for Cao, every hour spent preparing for the opening is driven by his anticipation for a new beginning and the realization of his family’s dream.Cao sat down with 1851 Franchise to discuss more about the journey that led him to business ownership. Here’s what he had to say:&nbsp;1851 Franchise: Frame your personal story for us. What do you want us to know?Eric Cao:&nbsp;I used to be an international student in Australia, and I worked for multiple corporations, from a part-time staff member to general manager. I’ve been through a lot of franchises like KFC, 7-Eleven, and a burger franchise back in Australia. I also operated a franchise back in Vietnam from 2014 to 2017. I had three stores similar to Starbucks. In 2017, I moved to the U.S. and pursued my Master’s degree. My dad actually started his own business, and I look at him as my goal. I really want to start my own business, just like my dad.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cao: I got a Bachelor of Accounting in Australia and my Master’s in Administration in Seattle. After graduating, I was looking for a job, and I knew it didn’t suit me to sit in the office, to be honest. My fiancée, who is now my wife, really loved to make cakes and bake stuff. She said once she arrived in the U.S., she would like to have a mini bakery. My uncle in San Jose hooked me up with Paris Baguette. He saw a store in San Jose and brought it to me. I thought it was such a good opportunity for myself, my uncle, and my future wife.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?Cao:&nbsp;I worked for multiple franchises, and I did research on their corporate, the projected revenue, the potential sales, and the profit. Even though we haven’t got the store running yet, the Paris Baguette corporate is really supportive and helpful. They have all the guidance for you to start as a franchisee instead of you starting on your own. As a franchisee, you are not alone. There is a corporate team to support you as well as your family.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cao:&nbsp;Since I knew about Paris Baguette, we visited them back in Vietnam dozens of times. Since I lived in Seattle, there were really not other competitors competing with Starbucks. I think it’s a great opportunity to give Seattle, Washington a new, fresh line of pastry and drinks.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cao:&nbsp;I hope that my store maintains good revenue and keeps growing.1851:&nbsp;Is there anything else about your story you want us to know?Cao:&nbsp;I’m really grateful to have my wife. She has been really helpful searching for the location and everything. We have two daughters, twins, who are only 15 months old. She is looking after them in Vietnam right now for me to do the business. Once the store has been settled down, I’ll bring them over to the U.S.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cao:&nbsp;You’ve got to have determination in yourself and the belief that you can do it. You’ve got to research. It’s going to be challenging, but there are people down the line helping you.ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.&nbsp;

image of eric cao owner of paris baguette Seattle Washington

Eric Cao left his family in Vietnam while he prepares to open a new Paris Baguette in Federal Way, betting that today's sacrifice will create a better future for the people he loves most.

He Hasn't Seen His Wife and Twin Daughters in Months. He's Building the Business That Will Bring Them Together.

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Franchise sales has changed.<a href="https://1851franchise.com/how-to-sell-franchises-in-2026-the-modern-blueprint-for-high-quality-growth-2731085">The prospective franchisee entering the pipeline in 2026</a> is often more informed, more analytical and more prepared than the candidate of even five years ago. Buyers are researching brands before they ever submit a lead form, reading Franchise Disclosure Documents, comparing financial performance, watching franchisee testimonials and increasingly turning to AI to help narrow down their options. Across this year’s Top 25 Franchise Sales Leaders interviews, executives repeatedly described candidates arriving at their first conversation having already completed a significant portion of their research.&nbsp;That shift has changed the job of the franchise sales leader, too.The best development executives are no longer simply gatekeepers of information, walking candidates through a predetermined sales funnel. Increasingly, they are guides, educators and matchmakers tasked with determining whether an opportunity makes sense for both sides.That is the common thread connecting the 25 leaders featured in&nbsp;1851 Franchise’s Top Franchise Sales Leaders of 2026 issue.They come from food service, home services, senior care, education, staffing, wellness and multi-brand franchise platforms. Some have spent more than 30 years in franchising. Others came to development after careers in finance, operations, technology, entrepreneurship or franchise ownership. But across those different backgrounds, several themes emerged about where franchise development is heading next.<h2>The Franchise Buyer Has More Information Than Ever</h2>Perhaps the clearest change is the disappearance of the information advantage once held by the franchisor.<a href="https://1851franchise.com/how-to-do-franchise-due-diligence-2729223">Franchise candidates can now access enormous amounts of information before speaking with a development representative</a>. They are researching competitors, finding FDDs online, studying leadership teams and using AI platforms to compare franchise opportunities.<a href="https://www.linkedin.com/in/markjameson">Mark Jameson</a>, chief development officer for Propelled Brands, said candidates are arriving with more sophisticated questions as AI compresses the research process.&nbsp;<a href="https://www.linkedin.com/in/kevin-brickner-717581a">Kevin Brickner</a>, vice president of franchise sales for Goddard Systems, said his team is developing content around the questions prospects are asking online so reliable brand information can appear in AI-driven search results.&nbsp;&nbsp;The result is a franchise discovery process that increasingly begins long before a candidate ever speaks with a salesperson.For development teams, that means the old strategy of withholding the most valuable information until later in the funnel is becoming less effective. Instead, the leaders in this issue are focused on making credible information easier to find, answering difficult questions earlier and meeting candidates at the point they have already reached in their own research.<h2>Trust and Transparency Are Becoming Competitive Advantages</h2>More information has also made it harder for franchisors to hide behind a polished pitch.Candidates can compare what a development representative tells them with FDD data, online reviews, franchisee validation and information from competing brands. That makes consistency and transparency increasingly important.<a href="https://www.linkedin.com/in/colettebellacehandyman">Colette Bell</a>, vice president of franchise development for&nbsp;<a href="https://1851franchise.com/growth-club/ace-handyman-services-franchise">Ace Handyman Services</a>, put it simply: “Trust starts with transparency.” Her approach centers on giving candidates a realistic view of both the benefits and challenges of ownership and treating development as education rather than persuasion.&nbsp;That philosophy appears throughout this year’s list.The strongest leaders are comfortable acknowledging that no franchise system is perfect. They recognize that candidates are making major financial and professional decisions, often investing savings and changing careers in the process. The objective is not to eliminate every objection. It is to give prospects enough accurate information to decide whether the opportunity truly fits.In 2026, transparency is not simply the ethical approach to franchise development. It is increasingly the more effective sales strategy.<h2>The Best Franchise Sale May Be the One You Don’t Make</h2>One of the most consistent messages from this year’s Top 25 was also one of the simplest:&nbsp;<a href="https://1851franchise.com/when-to-say-no-to-a-franchisee-candidate-2715612">Know when to say no</a>.For decades, franchise growth has often been celebrated through unit counts, territories awarded and development agreements signed. But the leaders featured here repeatedly pushed back against the idea that more sales automatically mean better growth.<a href="https://www.linkedin.com/in/blas-escarcega-4826281a2">Blas Escarcega</a>, chief development officer for&nbsp;<a href="https://1851franchise.com/bonchon">Bonchon</a>, described his philosophy as “quality versus quantity,” arguing that the goal should not be recruiting a particular type of franchisee simply because they fit a demographic or portfolio profile. The goal is finding the right franchisee.&nbsp;That same thinking appears across brands at very different stages of development.<a href="https://www.linkedin.com/in/mike-oberholtzer-72572b4">Mike Oberholtzer</a>, vice president of franchise development for&nbsp;<a href="https://1851franchise.com/growth-club/homevestors-of-america-franchise">HomeVestors of America</a>, warns emerging franchisors not to rush growth simply to satisfy short-term sales goals.&nbsp;<a href="https://www.linkedin.com/in/rscottsutton">Scott Sutton</a>, chief development officer of&nbsp;<a href="https://empowerfranchising.com/">Empower Brands</a>, argues that every wave of franchise sales needs to be accompanied by investments in training, operations, marketing and other support functions.&nbsp;<a href="https://www.linkedin.com/in/matt-kelton">Matt Kelton</a>, vice president of franchise development for&nbsp;<a href="https://1851franchise.com/childrens-lighthouse">Children’s Lighthouse</a>, says emerging brands should build their infrastructure before chasing volume.&nbsp;&nbsp;&nbsp;The message is clear: A signed franchise agreement is not the finish line.<h2>Unit Economics Still Tell the Most Important Story</h2>Technology may be transforming how candidates discover brands, but the fundamentals of a compelling franchise opportunity have not changed. Existing franchisees need to be successful.<a href="https://www.linkedin.com/in/scott-oaks-39396612">Scott Oaks</a>, vice president of franchise development for&nbsp;<a href="https://1851franchise.com/comfort-keepers">Comfort Keepers</a>, said candidates are smart enough to distinguish unit growth from healthy unit economics. They want to see whether existing owners are performing well and whether the franchisor has the infrastructure to help them succeed.&nbsp;Franchise sales, operations and franchisee support cannot operate as separate functions. What development promises must ultimately be delivered by the rest of the organization. When franchisees perform well, reinvest, expand and validate positively, development becomes easier. When they do not, no amount of lead generation can permanently cover the cracks.As&nbsp;<a href="https://www.linkedin.com/in/brent-dowling-/">Brent Dowling</a>, founder and CEO of&nbsp;<a href="https://www.spirefranchise.com/">Spire Franchise Capital</a> and&nbsp;<a href="https://www.betterdaysfranchise.co/">Better Days Franchise Co.</a>, explained, “The unit-level economics have to be there.” But he also argues that economics are only the starting point. The strongest franchise systems pair financial performance with leadership teams that treat franchisees as customers and remain relentlessly focused on their success.&nbsp;<h2>Franchise Sales Is Still a People Business</h2><a href="https://1851franchise.com/ai-franchise-sales-2732234">AI will continue changing franchise development</a>. So will new CRMs, analytics platforms, lead-generation strategies and candidate research tools. But the leaders in this issue overwhelmingly return to something much less technological: relationships.Behind every lead is a person deciding whether to invest their capital, change careers and commit years of their life to a business. The strongest franchise sales leaders understand the weight of that decision.That is why listening, empathy and mutual fit appear so frequently throughout these profiles.&nbsp;<a href="https://www.linkedin.com/in/nesa-opp-3abb07202">Nesa Opp</a>, vice president of franchise development for&nbsp;<a href="https://1851franchise.com/the-glass-guru-franchise-costs-fees-roi-2730691">The Glass Guru</a>, describes herself not as a salesperson but as a guide helping entrepreneurs determine whether an opportunity matches their goals.&nbsp;<a href="https://www.linkedin.com/in/shawn-caric-cfe-bb8a289">Shawn Caric</a>, vice president of franchise development for&nbsp;<a href="https://1851franchise.com/smoothie-king-franchise-costs-fees-profit-and-data-2730990">Smoothie King</a>, says some of the proudest accomplishments of his career are the relationships he has built with the families he recruited into franchise systems.&nbsp;The tools are changing. The candidate is changing. The discovery process is changing.But great franchise development still comes down to putting the right person with the right opportunity and building a system capable of supporting them after the agreement is signed.With that in mind, meet 1851 Franchise’s Top 25 Franchise Sales Leaders of 2026.&nbsp;<ul><li>Scott Oaks — Comfort Keepers</li><li>Mark Jameson — Propelled Brands</li><li>Mike Oberholtzer — HomeVestors of America</li><li>Matt O’Reilly — Layne’s Chicken Fingers</li><li>Jim Stapleton — Caring Transitions</li><li>Mike LaRue — Angry Chickz</li><li>Art Coley — CGI Franchise</li><li>Howard Picker — Floyd’s 99 Barbershop</li><li>Sean Fitzgerald — TruBlue Home Service Ally</li><li>Emily Schneider — Tide Services, Tide Cleaners &amp; Tide Laundromat</li><li>Kevin Brickner — The Goddard School</li><li>Brent Greenwood — Sport Clips Haircuts</li><li>JD Tulloch — Rush Bowls</li><li>Brent Dowling — Spire Franchise Capital / Better Days Franchise Co.</li><li>Tom Monaghan — Central Bark USA</li><li>Dan Brunell — Spherion Staffing &amp; Recruiting</li><li>Nesa Opp — The Glass Guru</li><li>Shawn Caric — Smoothie King</li><li>Blas Escarcega — Bonchon</li><li><a href="https://1851franchise.com/colette-bell-ace-handyman-services-top-franchise-sales-leaders-2026-2732945">Colette Bell — Ace Handyman Services</a></li><li>Erica Tarnowski — Aroma Joe’s</li><li>Sanjay Gehani — Building Kidz Worldwide</li><li>Jamie Cecil — Mellow Mushroom</li><li>Scott Sutton — Empower Brands</li><li>Matt Kelton — Children’s Lighthouse</li></ul>Throughout this issue, 1851 Franchise will explore the careers, strategies and lessons behind each leader, from how they are responding to a more sophisticated franchise buyer to the principles they believe emerging brands need to get right before pursuing aggressive expansion.

From AI-powered research to radical transparency and a renewed focus on unit economics, these 25 leaders are redefining what responsible franchise development looks like.

The Top 25 Franchise Sales Leaders to Know in 2026

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image of said abrouch and douaa touris franchise owner of pigtails and crewcuts Snellville

Said Abrouch is using his finance experience to help his wife, Douaa Touris, pursue her childhood passion for hairstyling as they build a salon for children with sensory sensitivities.

Former Stylist Steps Into Ownership With Pigtails & Crewcuts Franchise

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For an emerging franchise brand, the pressure to sell can be significant. But adding franchisees does not necessarily mean a system is moving closer to becoming what&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a> CEO&nbsp;<a href="https://www.linkedin.com/in/charles-internicola/">Charles Internicola</a> and Chief Strategy Officer&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> define as a unicorn brand.A brand can sell franchises without building the culture, franchisee performance or customer affinity needed to sustain that growth. The bigger question is whether the people entering the system can carry forward what made consumers care about the original business in the first place.“In order to get unicorn status, you have to have a business model that can, in fact, have fans of the brand,” Powills said during a recent&nbsp;<a href="https://www.youtube.com/watch?v=uIsMhyJzpNA">webinar</a>.&nbsp;<h2>Customers Have to Care About the Brand</h2>The industry itself does not determine whether a franchise has unicorn potential. A restaurant may have an easier time creating an emotional connection around its food, but service businesses can build the same kind of affinity.&nbsp;“There’s got to be affinity for the service,” Powills said. “So let's just say you mow lawns. They have to feel that you mow lawns better than everybody else. In order to get unicorn status, you have to have a business model that can, in fact, have fans of the brand.”That distinction matters because the consumer experience is where the cycle begins. A strong franchise system needs franchisees who can preserve and replicate the experience that originally created fans of the business.<h2>The Right Franchisee Is More Than a Qualified Buyer</h2>Finding someone with enough capital to buy the franchise is only one part of franchisee recruitment. Brands also need to understand who is most likely to believe in the concept, become involved in the business and represent it well in the community.Powills used&nbsp;<a href="https://www.magnoliafranchising.com/">Magnolia Soap Company</a> as an example of how a franchisee’s connection to the brand can shape the opportunity. Many of the company's earliest franchisees came to the opportunity because they were already attracted to the brand, its products and its mission. Later candidates who entered through a broker network were more likely to be approaching the opportunity primarily as a business investment.“It doesn't mean the broker network deal is bad,” Powills said. “It just means it's a different level of franchisee. They didn't fall in love with the idea of owning your business. They fell in love with the idea of quitting their job and buying a business.”That difference also showed up in performance, he said. The earlier franchisees brought more of the “grit and hustle” that came from caring about the business itself.That makes defining the ideal franchisee an important part of the foundation. Instead of starting with who can afford the franchise, leadership should determine the characteristics that make someone likely to succeed within the system.<h2>Brokers Need to Know Who the Brand Wants</h2>Working with franchise brokers does not have to mean giving up control over franchisee quality. The franchisor can set expectations for exactly who should enter the sales process.Powills pointed to&nbsp;<a href="https://waterlooturf.com/own-a-franchise/">Waterloo Turf</a>, which took that approach by educating brokers about the candidates it wanted. The brand established expectations around factors such as owner involvement and what franchisees would need to do before opening.“They told the brokers, ‘Here's what they have to fit. They're going to have to work in the business. This is what they're going to do in the business. They're going to have to quit their job before they become a franchisee or before they open up their unit because we need to get them trained and open,’” Powills said.&nbsp;That specificity can benefit both sides. Rather than brokers presenting the franchise to anyone looking for a business opportunity, they can identify candidates who already fit the profile. For the franchisor, better alignment at the beginning can make it easier to move the right candidates through the process.<h2>Protecting the Brand Sometimes Means Saying No</h2>Franchisors can become so focused on adding units that they overlook the long-term impact of each franchisee entering the system. Internicola argued that the franchisees a brand chooses not to onboard can be just as important as those it signs.“Unlocking that unicorn status is also about the franchisees you don't onboard,” he said. “A big takeaway from today's conversation is, if you're an emerging brand, take the moment now. Pause in a genuine way, not from a marketing perspective, but: What is that franchisee persona? That person that your brand can improve their lives, and they can improve the franchise?”That requires resisting the pressure to accept a candidate simply because that person is financially qualified or ready to sign an agreement. An owner who is not aligned with the culture can affect customer experiences, franchisee validation and the broader system long after the initial franchise fee has been collected.<h2>Franchisee Support Has to Mean Something</h2>Support is one of the most common selling points in franchising, but simply promising great support does little to distinguish one opportunity from another. The stronger question is what that support actually enables franchisees to do.“The truth is, it's all in the support, but it has to be legitimate support,” Powills said. “Most brands articulate it as, ‘We have great support.’ They don't break it down.”Franchisors should be able to clearly explain how their systems help owners move from signing an agreement to opening successfully and eventually scaling the business, creating a much more tangible definition of support than simply telling prospects the corporate team will be there for them.<h2>Look for Evidence That the Model Is Working</h2>Every business can claim to provide better service or stronger support than its competitors. The evidence should come from what customers and franchisees actually experience.Customer reviews can provide one indication of whether franchisees are consistently delivering the experience the brand promises. Franchisee satisfaction, performance and the ability of owners to scale can provide others.“Can you maintain the fan of the franchise with the consumer? Can you translate that over to the franchisee?” Powills said.When that happens, the relationship can become a cycle: customers become fans of the business, franchisees believe in the brand they own and those franchisees work to create the same experience for the next customer.<h2>Unicorn Growth Starts With Protecting What Works</h2>A franchise system does not have to follow these principles to sell agreements. Brands can grow their unit count by finding financially qualified candidates and moving them through a sales process. But becoming a unicorn requires something more.“What we're defining as a unicorn brand is something that can grow, that can set expectations, that the franchisees scale, franchisee satisfaction is high,” Powills said.That means taking the time to understand what makes the consumer care about the business, identifying the people best equipped to carry that forward and resisting pressure to sacrifice those standards for faster franchise sales.The work does not necessarily require a massive franchise development budget. It can begin by talking to existing customers and franchisees, studying what separates strong operators from struggling ones and becoming much more intentional about who gets invited into the system.“The fan of the brand, both as franchisees or fans of your brand when they buy, and the consumer before they buy, will give you tremendous insights into whether you have the potential to be a unicorn,” Powills said.Watch the webinar above or on&nbsp;<a href="https://www.youtube.com/watch?v=uIsMhyJzpNA">YouTube</a>.For more information on GoodSpark and its services for developing franchises, visit&nbsp;<a href="https://www.goodsparkfranchise.com/">https://www.goodsparkfranchise.com/</a>.&nbsp;

image of nick powills and charles internecola from francamp

Finding franchisees who believe in the brand, protecting the culture and delivering meaningful support can matter more than simply adding units.

CR3 American Exteriors Franchise Opportunity

CR3 American Exteriors

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