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Franchise Highlights

TAMPA, Fla. —&nbsp;<a href="https://fscfranchiseco.com/">FSC Franchise Co.</a> has announced a new, limited-time incentive program designed to make restaurant ownership more accessible and accelerate development for two of its concepts,&nbsp;<a href="https://beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> and&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a>.Available through the end of 2026, the program provides incentives for both new and existing franchisees opening a new&nbsp;<a href="https://1851franchise.com/beefobradys">Beef ‘O’ Brady’s</a> or&nbsp;<a href="https://1851franchise.com/brasstap">The Brass Tap</a> restaurant, as well as existing restaurant operators interested in converting their location to one of the two&nbsp;<a href="https://1851franchise.com/fsc-franchise-co">FSC</a> concepts.For new and existing franchisees signing a single-unit agreement for a new location, FSC is reducing the initial franchise fee to $5,000, a $20,000 discount from the standard $25,000 fee. Franchisees who open their restaurant within 12 months of signing will also pay 0% royalties during their first year of operation and receive a dollar-for-dollar match on grand opening marketing expenses of up to $2,500.“We want to create a compelling reason for qualified entrepreneurs who have been considering restaurant ownership to make their move,” said&nbsp;<a href="https://www.linkedin.com/in/chris-elliott-7365a6b/">Chris Elliott</a>, CEO of FSC. “Reducing the upfront franchise fee significantly lowers one of the initial barriers to entry, but the bigger opportunity comes from opening quickly. If a franchisee opens their restaurant within 12 months, we’ll eliminate royalties for that first year and invest alongside them in their grand-opening marketing. We want owners focused on building their business and establishing themselves in the community from day one.”FSC is also introducing a separate incentive for existing restaurant owners interested in converting their current location into a Beef ‘O’ Brady’s or The Brass Tap. Qualified operators who sign a single-unit conversion agreement will pay no initial franchise fee, a $25,000 discount. Operators who complete their conversion and open within 9 months of signing will also pay 0% royalties for their first year of operation and receive up to $2,500 in matching grand-opening marketing funds.The conversion incentive is designed to give restaurant operators a lower-cost path to an established franchise system while leveraging existing restaurant space and infrastructure.“There are independent restaurant operators across the country who already have the location, equipment, employees and restaurant experience, but they may be looking for a stronger brand, proven systems and more support behind them,” Elliott said. “For those operators, a conversion can be an efficient way to join Beef ‘O’ Brady’s or The Brass Tap without starting completely from scratch. By eliminating the franchise fee and first-year royalties for operators who move quickly, we’re making that opportunity even more attractive.”Both incentives apply exclusively to single-location agreements signed through Dec. 31, 2026.The new incentive comes as FSC continues to build momentum in development across its restaurant portfolio. Through the first half of 2026, FSC opened seven restaurants, including two Beef ‘O’ Brady’s locations and five The Brass Tap locations, while signing five new franchise agreements. The company expects to open 18 restaurants across Beef ‘O’ Brady’s, The Brass Tap and Newk’s Eatery by the end of the year.“This class of Beef ‘O’ Brady’s and The Brass Tap restaurants is the best we’ve ever opened, and in this environment, we’re very excited about that,” Elliott said.FSC has also continued investing in restaurant development, marketing, technology and operational support while evaluating more efficient prototypes intended to reduce development costs. The new incentive builds on those efforts by reducing initial fees and providing additional support during the critical first year of operation.“We believe strongly in the future of both Beef ‘O’ Brady’s and The Brass Tap, and we’re willing to invest alongside franchisees who are ready to grow with us,” Elliott said. “There is still significant white space available, and we have a development and support team that knows how to get restaurants open and help operators build momentum. This incentive is about making 2026 an especially attractive time to join the system.”ABOUT FSC FRANCHISE CO.Founded in Tampa, Florida, FSC Franchise Co. is a leading multibrand franchisor driving growth and innovation across three dynamic restaurant concepts — Beef ‘O’ Brady’s, The Brass Tap and Newk’s Eatery. With more than 250 locations nationwide, FSC brings together decades of expertise in hospitality, franchising and community engagement under one unified platform. Beef ‘O’ Brady’s, with 120-plus family sports pub locations, serves up classic comfort food and community spirit in a neighborhood-friendly setting. The Brass Tap is a 50-plus-unit craft beer bar and entertainment venue that offers an extensive menu of drinks and food in a vibrant atmosphere. Newk’s Eatery, a 100-unit fast casual brand founded in Jackson, Mississippi, brings fresh, handcrafted food to guests with a focus on quality ingredients, digital convenience and hospitality. Together, FSC’s brands are redefining what it means to grow a scalable, community-driven restaurant portfolio — offering franchisees the opportunity to diversify within a powerful ecosystem of proven concepts. To learn more, visit&nbsp;<a href="https://www.fscfranchiseco.com/">https://www.fscfranchiseco.com/</a>.ABOUT BEEF 'O' BRADY’SBeef ‘O’ Brady’s is a franchise of family sports pubs that provides the perfect atmosphere for friends and families to watch the game and grab a bite. With a focus on providing value without sacrificing quality, the Beef ‘O’ Brady’s menu features delicious family favorites like award-winning wings, fresh Angus burgers, crisp salads, USDA Choice Cut sirloin and grilled salmon, along with a kids’ menu and a full bar for the adults. Beef 'O' Brady's is strongly dedicated to community involvement through ongoing partnerships with local schools, youth sports leagues and other community groups. Beef 'O' Brady's currently operates 120 locations in 21 states. For more information about franchising opportunities, visit&nbsp;<a href="http://www.beefobradysfranchise.com/">http://www.beefobradysfranchise.com/</a>.ABOUT THE BRASS TAPThe Brass Tap is a Tampa-based American tavern and entertainment venue known for its extensive local and regional brewery offerings, specialty cocktails and premium wines paired perfectly with a select menu of upscale shareables. Every location provides a unique space for social gatherings and entertainment, with an unparalleled atmosphere created through live music, trivia, sports, exclusive beer tastings and tap takeovers. For more than 10 years, The Brass Tap has offered franchise opportunities to qualified operators, continuing to grow its family of 50-plus bars in 16 states. For more information, visit&nbsp;<a href="http://thebrasstapfranchise.com/">http://thebrasstapfranchise.com/</a>.

FSC Franchise Co. Launches Limited-Time Franchise Incentive for Beef ‘O’ Brady’s and The Brass Tap

New and existing franchisees can take advantage of reduced franchise fees, first-year royalty relief and grand opening marketing support for qualifying restaurants signed by the end of 2026.

fsc-franchise-incentive-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

franchise-deep-dive-kekes-breakfast-cafe-franchise-costs-fees-profit-and-data

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.

franchisee-feature-eric-cao-federal-way

<a href="https://www.linkedin.com/in/ankurs/">Ankur Sahni</a> and&nbsp;<a href="https://www.linkedin.com/in/megha-arora-sahni">Megha Arora-Sahni</a> had built their careers in banking in Manhattan, and they understood the trade-offs that came with it. The work was demanding, and the days were long. When their son was born, and the pandemic brought work into the home, they began to wonder whether there was another way forward.They found their inspiration at their local&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a> on Long Island, which naturally evolved into their personal oasis, their remote workspace and the centerpiece of their social circle. Recognizing the massive momentum behind the number-one ranked bakery café in North America, a global brand boasting over 300 cafés open, 600 in active development and a stellar $3-million AUV, Ankur and Megha decided to transition from banking to baking. Seizing a rare, sizable market opportunity, they signed an eight-unit development agreement to reestablish the neighborhood bakery café experience across Massachusetts, beginning with their first 4,300-square-foot flagship café in Bellingham.Megha and Ankur sat down with 1851 Franchise to discuss their strategic approach to multi-unit market development, what they discovered about the realities of construction and how they plan to turn their new French-inspired flagship café into the ultimate community hub. Here’s what they had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Ankur Sahni:&nbsp;Megha and I first met at a café near Bryant Park Christmas Market in New York City. That café is special to us because it's also the exact spot where I eventually proposed to her. In many ways, our story began at a bakery café, so entering this business feels incredibly natural.We were blessed with our son, who is practically our third business partner — he comes everywhere with us, including many of our site searches, lease signings and café visits.&nbsp;Outside of our corporate careers, community has always been at the center of who we are. In 2019, we started the Indian-American Community of Long Island as a way to bring families together through social events, sports and volunteer activities. What began as a small Facebook group has grown into a thriving community of more than 4,000 families.For us, Paris Baguette is a natural extension of that passion. We aren't just opening cafés; we're creating places where people can connect, celebrate milestones, meet friends, study, work remotely and feel a sense of belonging. Our goal is to build welcoming neighborhood gathering places that become part of the fabric of the communities they serve.1851: What did you do before franchising, and how did you decide franchising made sense for you?Megha Arora-Sahni:&nbsp;We already knew Paris Baguette from working in the city for many years, but when a café opened near our home on Long Island, it quickly became one of our favorite places to spend time together as a family. We would meet friends there, work remotely, celebrate special occasions and simply enjoy the atmosphere. We fell in love with the warmth of the cafés, the quality of the products and the way people naturally gathered there.What excites me most is the role these cafés play in people's lives. A birthday cake, a cup of coffee with a friend, a family breakfast or an afternoon study session may seem like small moments, but those moments matter. We love the idea of creating a place where people feel welcome, connected and part of a community.Ankur:&nbsp;To add to what Megha said, from a business perspective, Paris Baguette stood out because it combines strong unit economics with significant long-term growth potential. Paris Baguette sits in a unique position where it has strong and growing average unit volumes, an established support infrastructure and substantial brand momentum, while still offering opportunities to develop premium markets and build meaningful multi-unit scale.I also became fascinated by the craftsmanship behind the brand and would often train at 1:00 or 2:00 in the morning at a corporate café in Manhattan just to learn the baking process firsthand. For us, Paris Baguette represents a rare combination of proven performance, operational excellence and the opportunity to create lasting value within the communities we serve.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?Ankur:&nbsp;Coming from a finance background, I initially viewed franchising through the lens of unit economics, margins and growth potential. While those factors are important, what I've learned is that the real opportunity is much bigger than the numbers.As we've gone through the process of opening our cafés, our focus has shifted toward the people and communities we hope to serve. We spend far more time thinking about our team members, our guests and the experiences we want to create than we do looking at spreadsheets.One of the reasons we were drawn to Paris Baguette is its vision of reestablishing the neighborhood bakery café as the heart of the community. We've come to appreciate that a great café is more than a place to buy coffee and pastries — it's where families celebrate milestones, friends connect and neighbors gather. The numbers may spark your interest in the opportunity, but it's the ability to positively impact people and build community that makes the journey truly meaningful.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Ankur:&nbsp;We wanted the opportunity to be meaningful enough to make a complete career transition worthwhile, so we signed an eight-unit development agreement from the start. When we met with the leadership team, we saw a tremendous opportunity to help grow the brand across Massachusetts and bring the neighborhood bakery café experience to some of the state's most vibrant communities.Our vision extends beyond simply opening locations. We want to build places that become part of the fabric of their communities — where families celebrate milestones, students study, friends meet over coffee and neighbors gather together. Our second café is already underway in Mansfield, and over time we plan to thoughtfully develop our remaining territories while maintaining a consistent guest experience and strong culture across every café.Megha:&nbsp;Our first flagship café in Bellingham is nearly 4,300 square feet and will serve as the foundation for everything we build going forward. Because of its size and scale, our immediate focus is on assembling a great team, creating an exceptional guest experience and establishing operational excellence from day one.We are currently building a team of 30 to 40 employees and investing heavily in training and culture. If we can create a place where employees are proud to work and guests are excited to return, we believe the growth will naturally follow.1851: Is there anything else about your story you want us to know?Megha:&nbsp;One thing that excites us about our first café is that it perfectly aligns with our long-term vision for the brand. We were very intentional about choosing a location that serves families, professionals and community-oriented residents who value quality, hospitality and gathering places.The Bellingham café sits in one of the region's premier retail destinations, drawing guests from throughout Massachusetts and neighboring Rhode Island. We also believe the customers who visit the center are a natural fit for the Paris Baguette experience — people who appreciate craftsmanship, quality ingredients and memorable moments shared with family and friends.More importantly, we see this café as much more than a place to buy coffee and pastries. We hope it becomes a gathering place where families celebrate birthdays, students study, local organizations meet and neighbors connect. As parents ourselves, we can already picture children walking through the plaza and asking, "Can we stop at Paris Baguette?" Those small moments are exactly why we decided to pursue this journey.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Ankur:&nbsp;My biggest piece of advice for anyone considering franchising is to conduct thorough due diligence before taking the leap. It's easy to focus on the excitement of opening a business, but factors such as real estate, staffing, financing, supply chain management and day-to-day execution can have a significant impact on the success of your investment.Most importantly, remember that great businesses are built around people. You need to create an environment where employees are excited to come to work, grow and serve others, while also creating a place where customers genuinely want to spend their time. If you can build a strong team and consistently deliver a great guest experience, many of the other challenges become much easier to overcome.Franchising can be an incredible opportunity, but success ultimately comes down to careful planning, asking the right questions, surrounding yourself with great people and being prepared for the unexpected. For us, the goal isn't simply to open cafés — it's to create places where families gather, friendships grow and communities come together.ABOUT PARIS BAGUETTE: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; &nbsp;

franchisee spotlight Ankur Sahni and Megha Arora-Sahni

When Ankur met Megha, their love story began in a café. Now, these former bankers are going from banking to baking with an eight-unit global franchise deal.


Bankers Turn Bakers: Couple Signs 8-Unit Deal to Bring Paris Baguette to Massachusetts, Starting in Bellingham

bankers-turn-bakers-massachusetts-franchise

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><a href="https://1851franchise.com/matt-oreilly-laynes-chicken-fingers-franchise-leader-2026-2732981">Matt O’Reilly — Layne’s Chicken Fingers</a></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

the-top-25-franchise-sales-leaders-to-know-in-2026

Franchise brands spend heavily to generate awareness, attract website visitors, and produce leads. But one of the most important parts of the franchise development funnel happens before a prospect ever fills out a form.A prospective franchisee sees a brand, begins researching the opportunity and eventually decides whether it is worth taking the next step. Understanding what moves someone from impression to inquiry could help franchisors improve conversion without simply spending more money on lead generation.Join me at Coffee &amp; Analytics at 3:30 p.m. CST on September 10 ([<a href="https://streamyard.com/watch/hZFzjNdAus9w">REGISTER HERE]</a>), and learn the insights that will speed up your deals.To get to the seven questions, I reviewed franchisee responses to a single question:“What were your top three deciding factors?”The answers point to a relatively consistent set of considerations.Franchisees cited brand reputation, investment level, market opportunity, territory availability, scalability, franchisor support, culture, personal fit, and the strength of the business model. While individual answers varied, the responses suggest prospective franchisees are trying to answer seven fundamental questions before they inquire (NOTE, this could be the framework for how you set-up your next franchise website – and if you want to learn more about how to build that site in a week or less check out<a href="https://1851franchise.com/franchise-website-marketing">&nbsp;1851’s franchise website builder tool</a>)<h2>Why This Business?</h2>The first question is whether the underlying business is attractive.Franchisees cited brand recognition, differentiation, market demand, category strength, and the ability to compete effectively. One respondent focused on the ability of the brand to differentiate itself from competitors. Another highlighted an underserved market. Another was looking specifically for a business in the trades that could be more resistant to economic downturns.Those responses suggest that broad statements about being part of a “growing industry” may not be enough to motivate serious candidates.Prospects need to understand why the business is positioned to succeed. Many franchisors don’t answer this clearly.Franchisors should be able to explain what problem the business solves, what is changing in the market, how the concept differs from competitors and why customers choose the brand.The objective is not simply to introduce the franchise. It is to establish a reason to believe in the business.<h2>Could I Be Good at This?</h2>Prospective franchisees are also evaluating themselves. And looking at look-alike franchisees for inspiration to answer that question.One respondent said a major factor was finding something that fit their existing skill set. Another said the franchise was something they felt capable of operating.Another candidate evaluated local opportunities but ruled out businesses whose customers did not align with their own experience and interests.That distinction matters.A candidate is not only asking whether the franchise works. The candidate is asking whether the franchise works for someone like them.Franchise development content can help answer that question by showing how different professional backgrounds translate into ownership.​A former corporate executive may want to understand how leadership and management experience apply to the business. A salesperson may want to see how relationship-building skills create an advantage. An operations executive may want to know what systems and teams they would oversee. The faster candidates can recognize themselves in the model, the easier it becomes for them to imagine ownership.<h2>Will It Work in My Market?</h2>Territory was another recurring consideration. Respondents referenced local demographics, population growth, aging populations, competitive density, available markets and access to neighboring territories.These are practical questions, but they are also personal ones.A prospective franchisee may appreciate knowing that a brand has 100 locations. The more immediate concern, however, is whether the concept can succeed in their own community.That suggests franchise development websites should bring market-level information closer to the beginning of the candidate journey.​Rather than relying entirely on a national territory map, brands can help prospects understand the characteristics of a strong market, including target customers, demographics, competition and expansion potential. A call to action such as "Explore Your Market" may also feel more natural to an early-stage prospect than “Request Franchise Information.”The former continues the research process. The latter can feel like the beginning of a sales process.<h2>How Big Could I Build It?</h2>Several franchisees cited scalability as a deciding factor. They considered the ability to acquire additional territories, operate multiple locations and build beyond a single unit.This indicates that many franchise buyers are not evaluating only the economics of their first location. They are considering what the business could eventually become.For growth-oriented candidates, franchisors should make that path visible. Franchisee profiles, for example, can go beyond the traditional biography. Instead of simply introducing a franchisee and their local business, a brand can explain how that owner moved from one territory to multiple territories, built a management team, or expanded across a market.That story helps a candidate visualize the opportunity as a business-building platform rather than a single-unit purchase.<h2>Do I Trust the People Behind the Brand?</h2>Support and culture appeared repeatedly in the responses.Franchisees cited the quality of the franchisor's people, the culture of the organization, the experience of the corporate team and endorsements from existing franchisees.One respondent specifically recalled the attentiveness of the franchisor during the sales process, including members of the corporate team traveling to meet the prospective franchisee. That type of experience can be more memorable than a description of a support system.Franchisors often market their training programs, technology and operating systems. Those elements remain important, but candidates also want to know who will be standing behind those systems. Development marketing should introduce prospects to the people responsible for training, operations, marketing and franchisee support. It should also provide candid examples of how the franchisor works with franchisees when challenges arise.Trust can shorten a buying cycle because it reduces one of the largest perceived risks in franchising: uncertainty about the partner on the other side of the agreement.<h2>Does the Math Make Sense?</h2>Investment was also a recurring consideration.Respondents mentioned startup costs, proven business models, success rates and unit economics.That does not necessarily mean the lowest-cost franchise wins. Instead, prospective franchisees appear to be evaluating whether the potential opportunity justifies the required investment.Franchise brands can help candidates understand that equation by providing greater financial education throughout the development journey. That can include the initial investment, working capital requirements, major operating expenses, revenue drivers and the economics of multi-unit growth, subject to the financial performance representation included in the franchise disclosure document and applicable franchise sales regulations.The objective should be clarity.Candidates are ultimately trying to determine whether the potential return is worth the capital, time and risk required to build the business.<h2>Why Now?</h2>The final question is urgency.A candidate may believe the business is strong, see a fit with their skills, trust the franchisor and understand the economics, and still take no action. There needs to be a reason the opportunity matters now. That reason could be territory availability, changing consumer behavior, demographic shifts, expansion momentum or changes within an industry. It could also be personal. Many franchise candidates begin researching ownership because they have reached a transition point in their careers.Franchisors should help candidates understand both the long-term attractiveness of the opportunity and what makes the current moment relevant.Without a compelling answer to “Why now?” interest can remain interest indefinitely.<h2>Rethinking Impression to Inquiry</h2>The traditional franchise development funnel is often measured as a progression from impressions to website visits, leads, qualified candidates and signed agreements.The candidate's decision-making process is more complicated.Before inquiring, a prospect may need to reach several conclusions:<ul><li>The business is compelling.</li><li>The opportunity fits their capabilities.</li><li>The model can work in their market.</li><li>There is room to build something meaningful.</li><li>They trust the organization.</li><li>The economics make sense.</li><li>There is a reason to act. &nbsp;</li></ul>That suggests franchisors should think about impression-to-inquiry conversion as a process of building confidence rather than simply driving traffic toward a lead form. It also creates an opportunity to measure more meaningful actions before an inquiry occurs.Brands can track whether visitors explore territory information, complete a franchise fit assessment, review investment information, read franchisee stories, watch validation videos or return to the website multiple times.Those behaviors offer clues about where confidence is being established and where the candidate journey may be breaking down.<ol><li>“The Business” -&nbsp; The candidate must believe the market, concept and economics are attractive.</li><li>“The Individual” - The candidate must believe their experience, abilities and interests fit the model.</li><li>“The Future” - The candidate must believe ownership can lead somewhere they want to go, whether that means financial growth, independence, multi-unit ownership, community impact or a career transition. &nbsp;</li></ol>Traditional franchise marketing tends to emphasize the first sale. Improving impression-to-inquiry conversion may depend on doing a better job with all three. The most effective franchise development marketing may not be the marketing that generates the largest number of impressions. It may be the marketing that helps the right candidate reach conviction faster.A franchise prospect does not need to know everything about a franchise before making an inquiry. They need enough information to begin picturing themselves succeeding with it.The brands that answer those questions clearly — why this business, why me, why here, how big, why these people, whether the economics work and why now — can make it easier for prospects to take the next step.Want to dig deeper into how franchise brands can shorten the distance between awareness and inquiry? Join Coffee &amp; Analytics for a discussion on The Seven Questions Every Franchise Buyer Needs Answered Before They Inquire - [<a href="https://streamyard.com/watch/hZFzjNdAus9w">REGISTER HERE</a>]We will break down what franchisee decision-making data tells us about conversion, how franchisors can structure their websites and content around the questions candidates are actually asking, and how brands can measure the signals that happen before a lead is generated.

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In this month’s Coffee & Analytics Live Webinar, 1851 Franchise publisher Nick Powills shares the top factors that moved dozens of franchisees from consideration to inquiry. Register today!

HealthSource America’s Chiropractor Franchise Opportunity

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