1851

One of the key benefits of investing in a franchise is the support you receive. In addition to a proven business model, franchise brands have industry expertise, shared resources and expert teams to propel success. At&nbsp;<a href="https://happinest.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-franchise-marketing-strategy-2730394" target="_blank" rel="nofollow">Happinest Brands</a>, centralized marketing efforts are a key component of this support, allowing owners to focus more energy on the operation of their business and hyper-local initiatives without sacrificing the benefits of larger-scale marketing initiatives.With a data-driven marketing engine designed to empower, not overwhelm, franchisees, Happinest’s in-house partnership model sets it apart.<h2>Built on Partnership, Not Just Support</h2>Many franchisors offer marketing support, but Happinest takes it a step further by handling the more complex, data-intensive work with a central team. This includes things like pay-per-click, paid social media campaigns, TV ads and local service ads.&nbsp;“We centralize efforts that take a higher level of data, knowledge and infrastructure to run at scale,” said&nbsp;<a href="https://www.linkedin.com/in/christinaschmidt1?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-franchise-marketing-strategy-2730394" target="_blank" rel="nofollow">Christina Schmidt</a>, vice president of marketing. “The specifics depend on the brand and the franchisee, but anything that changes, evolves rapidly or requires data testing optimization — those are the types of things we handle in-house.”While&nbsp;what they do is a key benefit for franchisees, how and why they do it is what really matters.“Our process is unique in that we have an internal marketing team that will handle paid marketing on behalf of the franchisees,” Schmidt said. “That’s important because we’re aligned and invested in the true outcomes and benefits to their businesses. We’re not just pushing more spend. We have to be spending in the right place and driving revenue for owners.”Rather than a mandated monthly spend and no other direction, Happinest multiplies franchisees’ marketing investments with real expertise and strategies that are backed by data. By measuring the success of the corporate team in connection with the franchisees’ bottom lines, Happinest creates a true partnership working toward tangible results.With this partnership, franchisees are able to spend more time on crucial local tasks — building community relationships, networking, driving great customer experiences and participating in other business development efforts that just can’t be done from the Happinest home office.<h2>Mastering the Message for Home Services</h2>Marketing takes strategy. Marketing a service that may require a customer to welcome a stranger onto their property, or into their home or business, takes finesse. Similarly, home services marketing is often centered around solving a problem. Building authority and trust over time as an organization that provides trustworthy solutions has long-term benefits.“Home services don’t feel as flashy or exciting sometimes,” Schmidt said. “But that’s actually a positive. If we build our funnel the right way, we’re not only capturing someone who knows they want our services now, but we’re also buying the brain cells, so to say, of people who may need our services later. We’re getting their attention, and when, not if, the time comes that they need one of our services, they already know our brands.”In addition to building authority in its markets, Schmidt says that Happinest also has a clear understanding of the core value proposition. For many customers, the appeal of a home service provider is the opportunity to “buy back time.” Speaking directly to that desire and maintaining clear, consistent messaging ensures a Happinest brand is top of mind when a potential customer ends up in need of a service.<h2>Built for the Future</h2>The most mature brand in the Happinest portfolio, Lawn Doctor*, has been around for decades. While the team takes key insights from previous experiences, it is consistently evolving to embrace the latest and greatest strategies and help franchisees stand out in the busy, largely digital landscape.What worked five years ago may or may not work today, and old “spray and pray” methods are certainly gone. Now, quality marketing employs nuance and supports a customer journey with multiple touchpoints.Happinest Brands stays ahead of the curve by cultivating a culture of innovation and continuous learning. Decades of marketing expertise gained through a well-established brand like Lawn Doctor provide invaluable insights that fuel the growth of newer, emerging brands in the portfolio. Other Happinest Brands such as Pest Hunters, Sparkle Squad, and ecomaids benefit from marketing resources and advantages rarely available to service brands at such early stages of development.“We have a really big test and learn mentality here,” Schmidt said. “Everything we do is based in data and information. We’re consistently looking into new solutions and staying connected to the industry to keep our eyes on what’s coming next. Just because we’re not doing something today doesn’t mean we wouldn’t consider doing it in the future.”For more information on Happinest Brands, visit&nbsp;<a href="https://happinest.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-franchise-marketing-strategy-2730394" target="_blank" rel="nofollow">https://happinest.com/.</a>&nbsp;

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Franchise Marketing Support That Drives Revenue | Happinest Brands

1851 Franchise

With a team of experts and data-driven strategies, the home service franchisor’s centralized marketing strategy helps local owners drive revenue while freeing up time to lead, manage and grow.

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

The Happinest Advantage: A Marketing Partner Invested in Your Bottom Line

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Buddy's Home Furnishings Acquisition - Skyline Investors - 1851 Franchise

Buddy’s Home Furnishings Deal Signals More Private Equity Interest in Franchise Retail

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WellBiz Brands Acquired by Transom Capital, Backing the Platform’s Next Stage of Expansion

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IFA: Momentum Grows for American Franchise Act With Problem Solvers Caucus Endorsement

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Mass Layoffs Are Destabilizing the Labor Landscape; Corporate Escapees May Turn to Franchising as Their Next Step

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Consumer Confidence Is Up, but Customers Are Still Watching Their Wallets

consumer-confidence-is-up-but-customers-are-still-watching-their-wallets

Most franchisors are taught to chase franchise sales. The logic sounds reasonable: more deals mean more revenue, more momentum and more visibility. But the brands that build lasting enterprise value don’t start with sales at all. They start with unit-level profitability.Franchising only works when franchisees are able to build durable, profitable businesses inside each territory. Without that foundation, growth becomes fragile, expensive and difficult to sustain. The most successful franchise brands reverse the traditional mindset and build their entire system around the economics of the unit, not the volume of franchise agreements signed.What follows is a practical framework for founders and franchisors who want to build a system that actually scales.<h2>Step 1: Begin With Franchisee Economics, Not Franchisor Revenue</h2>Franchising is often framed as a way to accelerate growth, but growth without economic alignment quickly creates strain. When franchisees struggle to generate profit, franchisors eventually feel it through support demands, stalled development and weakened brand value.The right starting point is understanding what makes a single franchise location viable, repeatable and profitable. Until that is clear, everything else is guesswork.“You've got to start with the unit economics of your franchisee,”&nbsp;<a href="https://gopreservan.com/">Preservan</a> founder&nbsp;<a href="https://www.linkedin.com/in/tymcbrideokc/">Ty McBride&nbsp;</a>told&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a> CEO&nbsp;<a href="http://linkedin.com/in/charles-internicola">Charles Internicola</a> in a recent episode of the&nbsp;<a href="https://www.youtube.com/watch?v=-3yiNoR60-Y">“Building a Franchise Brand”</a> podcast. “Because ultimately, however your model is designed, their success is going to directly affect whether or not you can be successful financially.”When the unit works, the system works. When the unit struggles, no amount of franchise sales can fix it.<h2>Step 2: Identify the Few Metrics That Actually Drive Performance</h2>Unit economics don’t need to be complex to be effective. In most service-based businesses, profitability comes down to a handful of operational realities that can be measured, improved and scaled.For&nbsp;<a href="https://1851franchise.com/preservan/info">Preservan</a>, the model was built around production capacity rather than abstract growth targets. The focus wasn’t on how many franchisees the brand could sell, but how many productive vehicles could realistically operate within a territory and what those vehicles needed to generate in order for the business to work.“We didn’t think about the number of franchisees,” McBride said. “We thought about the number of vehicles.”<h2>Step 3: Stop Treating Franchise Sales as the Business Model</h2>Many emerging franchisors are drawn to the upfront appeal of initial franchise fees. Early on, those fees can feel like validation and momentum. Over time, they become a distraction.Initial fees are not the value of a franchisee. The value lies in what that franchisee can build, sustain and reinvest over time.“The value of your franchisee is not the initial franchise fee,” McBride said. “It is what they are going to produce for you over the long term.”When franchisees are selected based solely on their ability to pay a fee, the system inherits risk. When they are selected based on their capacity to operate and grow a profitable business, the system gains durability.<h2>Step 4: Evaluate Capital and Capacity, Not Just Fit and Interest</h2>Franchise agreements are long-term commitments. Unlike corporate locations, underperforming franchise units can’t simply be shut down when the economics don’t work. That reality raises the stakes on franchisee selection.Successful systems look beyond personality fit and enthusiasm. They assess whether candidates have the capital, leadership ability and operational capacity to grow into the expectations of the model.“If they don’t have that capital and capacity, you’re really losing traction,” McBride said. “You’re not creating enterprise value. You’re creating a detour.”Growth that looks fast in the short term often slows dramatically once undercapitalized units begin to struggle.<h2>Step 5: Build for Enterprise Value, Not Optics</h2>Franchise brands that focus on enterprise value often appear to grow slowly at first. They pass on attractive markets, delay development pushes and invest heavily in franchisee support rather than visibility.Over a longer horizon, those same brands tend to outperform their peers.“You’re not just selling franchises,” Internicola said. “You’re creating enterprise value.”Enterprise value comes from predictable unit performance, strong reporting, stable royalty streams and a system that can support scale without breaking.<h2>Step 6: Know Your Numbers Before You Franchise — Not After</h2>One of the most dangerous gaps in franchising is the absence of a true franchisor pro forma. Many founders enter franchising without ever modeling what the business needs to look like at scale in order to be viable.That includes understanding how many units must perform at what level in order to support staffing, systems, innovation and ongoing franchisee support.“How do you know if that franchise fee’s enough?” McBride said. “How do you know if the royalties are the right number?”<h2>Step 7: Invest in Franchisee Success Before Accelerating Development</h2>Development dollars are finite. Every dollar spent chasing growth is a dollar not spent strengthening the system.Preservan intentionally pulled back on development activity to focus on helping new franchisees succeed through their first full operating cycles. That decision delayed short-term sales but strengthened long-term positioning.“We can go get more franchises, or we can focus on making sure franchisees have kick-ass years,” McBride said.Strong performance eventually becomes the most effective sales tool a franchise system can have.<h2>Step 8: Think in Multi-Year Horizons</h2>Franchising forces founders to shift from short-term operating cycles to long-term system building. Decisions made today often won’t show up in reported results for 12 to 24 months.“I now do things for results in 2027 or 2028,” McBride said.That mindset shift is uncomfortable for operators accustomed to faster feedback loops, but it is essential for building a sustainable franchise brand.<h2>The Rule That Ties It All Together</h2>Every successful franchise system eventually arrives at the same conclusion: speed amplifies whatever foundation you build. If the economics are flawed, growth magnifies the damage. If the economics are sound, growth compounds the value.“First right, then fast,” McBride said.Franchising rewards patience, discipline and economic honesty. The brands that win aren’t the ones that sell the most franchises early. They’re the ones that build systems capable of lasting long after the initial excitement fades.Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/watch?v=-3yiNoR60-Y">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;

Why Franchise Growth Breaks When Unit Economics Don’t Work

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Selling franchises isn’t just about sharing profit potential anymore. It’s about earning trust. Franchisors need to gain the trust of their candidates, providing fact-based solutions and dismantling the fear associated with a major business investment.Whether they are first-time owner-operators or experienced investors, candidates are operating in an era of heightened economic scrutiny, looking to make the most of each dollar. To win them over, development teams must pivot from a mindset of "selling the dream" to one of "proving the reality."Focusing on the reality over the dream often means proving a reality of stability. Candidates are looking for safety, predictability and partnership. To convert high-quality leads, franchisors must deploy specific trust signals that validate the investment before the contract is even signed.Here is how to leverage transparency, operational data and human connection to sell franchises in the current market.<h2>Lead With Consistency and Resilience</h2>Think about the mindset of a buyer reading a Franchise Disclosure Document for the first time. They’re often looking for holes in the boat, not just doing a casual review.Information about how much it will cost to get started and how much they’ll pay on an ongoing basis is key, but investors also want to know if the concept can survive turbulence. The strongest trust signal you can offer is historical consistency, particularly through economic downturns.<a href="https://www.linkedin.com/in/aworsham02">Adam Worsham</a>, chief franchising officer at&nbsp;<a href="https://viocfranchise.com/">Valvoline Instant Oil Change</a>, says that buyers today prioritize confidence that the business can deliver returns without unnecessary risk.“The first thing we highlight is consistency,” he said. “Valvoline Instant Oil Change has 19 years of same-store sales growth, including growth through the pandemic. That kind of performance gives entrepreneurs, family offices and private equity firms a clear signal that the model is resilient.”In most cases, this will come through in the&nbsp;<a href="https://www.youtube.com/watch?v=aeuHzzXoEQI">Item 19</a>, with historical financial data and the Item 20,&nbsp; if a franchisor can demonstrate steady unit growth and provide contact information for successful, tenured owners.The Strategy: Do not bury your resilience data. If your brand grew during the pandemic or performed well during high-inflation periods, this should be a headline, not a footnote.<h2>Demystify the Operations</h2>If a candidate looks at your model and feels like they need an advanced degree to run day-to-day operations, it’s likely they’ll walk. Franchises that don’t require this level of experience must prove that the operating system is built for scale. For brands that do require a specific level of education or experience, it’s crucial to communicate exactly what kind of knowledge is needed and why.&nbsp;No matter the level, being transparent about exactly what will be required creates clarity for prospective owners, and clarity empowers an educated decision. The feeling of knowing exactly what they’re getting into can significantly reduce perceived risk for entrepreneurs.For example, Valvoline highlights key operational data to paint a clearer picture for candidates.“Most centers run with about eleven employees and generate roughly $1.7 million in average unit volume,” Worsham said. “Those fundamentals help reduce uncertainty and build trust quickly.”The Strategy:&nbsp;Translate your experience requirements and unit-level economics into operational reality. Don't just show the initial investment and profit potential. Show what it takes and how existing franchisees make it happen.<h2>Humanize Success Data</h2>Whether it’s an average unit volume, low-to-no closure count or strong renewal rate, strong statistics can come off as too good to be true for some candidates. Even the best data, when presented incorrectly, can make a skeptical candidate suspicious. For franchisors, the key is to translate abstract information into a more digestible narrative about day-to-day operations and long-term franchisee success.Valvoline, for example, boasts a 100% renewal rate. But highlighting that 100% doesn’t always mean something to a potential owner. According to Worsham, this isn’t just a stat. It’s a number that alludes to a deeper, more powerful pattern.“The 100% renewal rate is impressive, but what matters more is&nbsp;why&nbsp;it happens,” he said. “Franchisees know we’re in their corner, and they feel confident about the future they’re building with us.”Highlighting the “why” behind the “what,” even when the “what” is impressive, can bridge the gap and start building trust with entrepreneurs investigating a franchise opportunity.<h2>Front-Load the Relationship</h2>In a digital-first world, where candidates do deep research before they ever inquire, the human element is the ultimate differentiator. Candidates want to know who will answer the phone when things go wrong.Building a relationship early minimizes the perception of risk. If all other variables are equal —investment cost, return, territory — the candidate will choose the team they feel safest with.“When someone gets to know our team early on, they see how we operate: collaborative, responsive and invested in their long-term success,” Worsham said. “That relationship becomes proof of what it will feel like to be part of the system.”<h2>Address the "Ugly" Head-On</h2>No franchise system is perfect. Franchisors may worry that addressing concerns directly may hurt the sale, but the opposite is true. Attempts to hide or talk around closed units, litigation or disgruntled owners will degrade trust.While franchisors shouldn’t dwell on the negative, confronting it head-on with the facts and a calm, logical approach can actually build trust with the candidate. Not only can they tell that their potential franchise partner doesn’t hide from the tough spots, but they can also get a look at how problems are solved when they arise.When you explain why a unit failed or how you handled a dispute, you control the narrative. You demonstrate that you are a problem solver — a trait that most candidates will celebrate in their future partners.“We don’t hide the hard stuff,” Worsham said. “We address it, learn from it and use it to build an even stronger system for every operator. When something doesn’t go as planned, we explain the context, what we learned and how we strengthened the system because of it.”<h2>Key Takeaways and Next Steps</h2>Contextualize economic risks to silence fear: Don’t wait for the candidate to ask about the economy or the future of your segment. Proactively discuss the future of your industry and how your model performs in a range of economic landscapes.Build trust through radical transparency: Encourage candidates to visit physical locations to observe the culture and pace firsthand. Letting candidates see the real business removes the fear of the unknown.Use franchisees to combat skepticism: Encourage unfiltered conversations between candidates and operators. Hearing directly from current franchisees about the support they receive reduces the risk of "sales talk" and provides social proof that the system works as advertised.Prove systemic safety: It's not just about today's sales, but tomorrow's viability. Demonstrate that you have the infrastructure, like advanced supply chain forecasting or data analytics, to handle future threats.Establish a partnership dynamic immediately: Trust comes from being treated as a partner, not a lead. Have conversations around the candidate’s goals to signal an investment in their success rather than just a commitment to closing the deal.For more information on building trust with franchise buyers, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-franchisors-can-build-a-marketable-item-19-2727750#stories">How To Build a Marketable Item 19</a></li><li><a href="https://1851franchise.com/happy-franchisees-more-leads-why-positive-validation-is-key-for-organic-growth-2719171#stories">Happy Franchisees, More Leads: Why Positive Validation is Key for Organic Growth</a></li><li><a href="https://1851franchise.com/trust-in-franchising-2726050#stories">Trust is the Foundation of the Franchisee-Franchisor Relationship</a></li></ul>

How To Sell Franchises in 2026 — Trust Signals That Reduce Perceived Risk for Buyers

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AI is transforming nearly everything: how we accomplish tasks, how we vent, how we learn, and how we solve problems. But one of the most underestimated shifts is how franchise candidates discover, evaluate, and ultimately choose a franchise opportunity.<h2>The Uncomfortable Truth:</h2>If you — and your brand — are not controlling the narrative, the narrative will control you.That’s exactly what we’re unpacking on Franchising Coffee &amp; Analytics on February 12 at 2 p.m. CST ([<a href="https://streamyard.com/watch/SsKQWqwgBNZY">REGISTER HERE</a>]). And while you’re at it, don’t forget to register for the next FranCamp (<a href="https://1851francamp.com/">1851francamp.com</a>) — real, peer-to-peer franchise growth consulting and planning. (Next stop: New Jersey in June.)In the “olden days” (pre-2015), franchise candidates had limited ways to find opportunities. They went to franchise portals. They attended franchise expos. They read industry media. That exposure introduced brands — and then candidates were largely on their own.My gut says candidates actually moved faster back then. Not because they were more sophisticated — but because they weren’t.<ul><li>Most didn’t know how to read an FDD.</li><li>They didn’t know how to properly compare brands.</li><li>They didn’t understand the depth, incentives, or mechanics of the broker network.</li></ul>So decisions happened with less friction, fewer inputs, and far less “analysis paralysis.”<h2>Then Came the Brokers (and the Blur)</h2>Franchise brokerages already existed — FranNet, FranChoice, and others were doing solid work. They had a steady flow of candidates who needed coaching, structure, and an extra push to get over the finish line.Then the model exploded.Independent brokers entered the market — and many of them were built to sell. Candidates were told they were “coached for free” and that brokers had placed thousands of franchisees.What often wasn’t clearly disclosed was how brokers get paid — and how that compensation can shape recommendations. (Unlike real estate, where commissions are universally understood.)This added another layer of opacity to an already complex decision.<h2>And Now Comes AI (Everything Changes)</h2>AI is about to force a level of transparency the industry hasn’t fully reckoned with yet — legally, operationally, and culturally.The smarter AI gets, the more it will help candidates ask (and answer) questions like:<ul><li>What are the best home service franchises under $100,000?</li><li>Which franchises are actually the most profitable?</li><li>Which ones require the least day-to-day involvement?</li><li>Which brands have availability in my specific market?</li><li>Which franchises have the highest AUVs — and why?</li><li>Who are their real competitors?</li><li>What questions should I ask the franchisor?</li><li>Based on my personality traits, should I buy this franchise?</li></ul>And here’s the part that should make every franchisor pause.<ul><li>AI doesn’t get a commission.</li><li>It doesn’t care who pays whom.</li><li>It doesn’t benefit from steering candidates one way or another.</li><li>Its job is to cut through the BS.</li></ul><h2>So Where Does That Leave Your Brand?</h2>This is the moment where the spotlight turns back on you. Are you doing the basics?<ul><li>Are you clearly answering these questions anywhere?</li><li>Do you have structured, searchable FAQs?</li><li>Is your content actually readable and understandable by AI?</li><li>Are you shaping the answers — or letting others shape them for you?</li></ul>Because whether you like it or not, candidates are already asking AI these questions. The only question is whether your brand shows up in the answers.<h2>What We’ll Cover on Coffee &amp; Analytics on February 12:</h2><ul><li>What franchisors need to understand about AI-driven discovery right now</li><li>How to lift and protect your brand’s AI footprint</li><li>Tactical ways to structure content so your brand is present when candidates search</li><li>Where most brands are already falling behind (and don’t realize it yet)</li></ul><a href="https://streamyard.com/watch/SsKQWqwgBNZY">Register</a> for Franchising Coffee &amp; Analytics — or don’t. Because even if you skip it, competitors won’t. They’ll just ask AI afterward to find it, summarize it, and turn it into an actionable checklist. The difference is whether you’re part of that answer — or not.

AI Will Destroy Your Franchise Learn How To Avoid It

AI Will Destroy Your Franchise - Learn How To Avoid It

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Brand: CBREWebsite:<a href="https://www.cbre.com">&nbsp;https://www.cbre.com</a>&nbsp;Supplier Profile:&nbsp;<a href="https://1851franchise.com/supplier/cbre">https://1851franchise.com/supplier/cbre</a>Service Segment: Real estate site selection, lease negotiation, design-build, portfolio strategy, workplace planning, facilities management, property management and investment advisoryTop Clients: ~90 of the Fortune 100, including global retail, foodservice, and service-based franchise brands<h3>Company Overview</h3>CBRE is the world’s largest commercial real estate services and investment firm, operating in over 100 countries with more than 500 offices and 140,000 professionals. The company delivers real estate solutions across every dimension — including leasing, location strategy, construction, investment, and facilities management — helping franchise brands maximize performance at every stage of the real estate lifecycle.With proprietary technology, deep market insights and dedicated franchise advisory services, CBRE is a trusted strategic partner to some of the most recognized brands in the world.<h3>Innovative Methodology</h3>CBRE’s process begins with discovery — understanding the client’s brand, goals, growth strategy, and customer base. From there, the firm leverages industry-leading data and location intelligence tools to identify optimal markets, sites and lease terms.CBRE’s integrated platform spans multiple service lines, allowing clients to streamline everything from new unit development and site analytics to lease negotiation, construction management and post-opening facilities support. CBRE also brings deep experience in adaptive reuse, omnichannel strategy, and sustainability — helping modern brands future-proof their portfolios.As a result, franchise systems benefit from consistent execution, faster time to open and better long-term value on their real estate assets.<h3>Core Features and Benefits</h3>Site Selection and Location Strategy<ul><li>Proprietary tools to identify high-performing markets</li><li>Real-time labor, demographic and economic data</li><li>Access to on- and off-market retail and commercial properties</li><li>Predictive modeling to optimize footprint decisions</li></ul>Transaction Management &amp; Lease Negotiation<ul><li>National and global brokerage services across all retail and service categories</li><li>Lease negotiation expertise to protect franchise brand interests</li><li>Cost and timeline forecasting to manage rollout plans effectively</li></ul>Design &amp; Build Services<ul><li>Integrated design and construction services for franchise spaces</li><li>“Office Ready” fast-delivery solutions to minimize delays</li><li>Project and program management for multi-site rollouts</li></ul>Property &amp; Facilities Management<ul><li>Property operations, maintenance and energy management</li><li>Experience Services (through Host) to enhance employee engagement</li><li>Tailored landlord and tenant services for better cost control and uptime &nbsp;</li></ul>Franchise Growth &amp; Investment Support<ul><li>Portfolio strategy consulting for franchisors</li><li>Support for corporate-to-franchise conversions and refranchising</li><li>Capital markets expertise for financing and investment planning</li><li>Adaptive reuse and omnichannel real estate consulting</li></ul>Sustainability Solutions<ul><li>Net-zero planning and decarbonization strategies</li><li>Electric vehicle (EV) infrastructure support</li><li>Responsible sourcing and materials innovation</li></ul><h3>Impact and Success Stories</h3>CBRE has executed more leasing transactions than any other real estate firm globally, representing brands from fast casual restaurants to luxury retailers. Its multidisciplinary teams are behind many of the industry’s most successful franchise rollouts — providing everything from pop-up store strategies to multi-state expansions.In 2024 alone, CBRE managed over 16,000 retail transactions and oversaw $44.1 billion in transaction volume, while optimizing the performance of more than 7.3 billion square feet of space.<h3>Future Outlook</h3>As franchise systems embrace digital transformation, workforce evolution and sustainability, CBRE continues to lead the way in modernizing real estate strategy. The company’s ongoing investments in AI-powered forecasting, data visualization tools, and ESG integration ensure clients stay ahead of industry shifts.<h3>Why CBRE Stands Out</h3><ul><li>Global Reach, Local Expertise: 500+ offices in 100+ countries deliver consistent results anywhere</li><li>Franchise-Focused Services: Experience in retail, QSR, wellness, fitness, education and more</li><li>End-to-End Platform: From location strategy to design, build and ongoing operations &nbsp;</li><li>Unmatched Data and Tech: Access to proprietary insights that drive smarter decisions</li><li>Sustainability Leadership: Helping brands build greener, more efficient portfolios</li><li>Trusted by Industry Leaders: Nearly 90% of Fortune 100 companies partner with CBRE</li></ul>For franchise brands seeking to expand, evolve or optimize their real estate strategy, CBRE offers a level of depth, scale, and intelligence that’s unmatched in the industry.1851 Franchise’s Supplier Database is designed to help franchise brands find the right partners. Visit<a href="https://1851franchise.com/supplier">&nbsp;https://1851franchise.com/supplier</a> to explore more.

CBRE: The Global Commercial Real Estate Partner Powering Franchise Expansion

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

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

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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? A Guide for Prospective Franchise Owners

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

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

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

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

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For 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost 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;

Former Project Manager and Executive Assistant Swaps Corporate Life for Fresh Coat Painters Ownership

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LAKEWOOD, Colo.&nbsp;—&nbsp;<a href="https://www.weareradianceholdings.com/">Radiance Holdings</a>, the parent company of both&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the 750-unit salon suites franchise, and&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the over-90-unit luxury day spa franchise, has appointed franchise veteran&nbsp;<a href="https://www.linkedin.com/in/keith-sizemore-85992074/">Keith Sizemore</a> as its new chief development officer. With extensive experience in the franchise industry, Sizemore will support Radiance Holdings in its next phase of strategic expansion.In his new role, Sizemore will oversee the franchise development strategy for both brands, focusing on filling in key markets for&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> and accelerating growth for&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> as it approaches the 100-unit milestone. With consistent momentum in the beauty and wellness sectors and both brands seeing steady growth over recent years, Sizemore joins the brand at a pivotal time for growth.“I’m excited to join Radiance Holdings at such a momentous time in the company’s journey,” Sizemore said. “Sola Salons has built an incredible foundation with 750 locations, and now, we have the opportunity to identify key markets where we can continue strategic growth. At the same time, Woodhouse is perfectly positioned to expand and bring its one-of-a-kind model to new territories nationwide.”Prior to joining Radiance Holdings, Sizemore held leadership roles at Marco’s Pizza and Shipley Do-Nuts, where he identified high-potential markets and supported franchisee growth and success from day one.&nbsp;“Keith’s career trajectory has been impressive, and his expertise in franchise development will be invaluable as we enter this next stage of growth,” said&nbsp;<a href="https://www.linkedin.com/in/benjonessola/">Ben Jones</a>, CEO of Radiance Holdings. “His ability to identify the right markets, attract quality franchisees and drive sustainable growth will be instrumental in achieving our goals.”As Sizemore steps into his new role, the team is focused on key markets for both brands. Sola Salons is targeting expansion in high-potential markets like San Francisco, Los Angeles, Houston and Chicago, while Woodhouse is prioritizing development in major metropolitan areas like Seattle, New York City, Phoenix and Boston. Within these key markets, Radiance is looking to partner with driven, passionate franchisees who are committed to providing an exceptional experience to beauty professionals and guests in their markets and building thriving businesses in the beauty and wellness sectors.ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with 750 locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.&nbsp;ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments, and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing, and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/.">https://www.woodhousespas.com/.</a>&nbsp;

Keith Sizemore headshot, Radiance Holdings

The Happinest Advantage: A Marketing Partner Invested in Your Bottom Line

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