2025’s Top Franchise Legal Players: Harris J. Chernow – Reger Rizzo & Darnall

Legal Player: Harris J. Chernow
Firm: Reger Rizzo & Darnall LLP

Harris J. Chernow is a veteran franchise and corporate attorney whose career in franchising began by chance with an early Subway matter. The work revealed a niche that became his focus for more than 30 years, supported by deep involvement with the American Bar Association and the International Franchise Association. He’s drawn to the way franchise law intersects with daily life and to the variety of segments under the franchising umbrella, from hotels to tax prep to QSR, which keeps the practice grounded and practical.

Chernow brings a collaborative, business-minded approach to the franchise legal landscape. He values clients who engage in real dialogue, marrying legal guidance with operational realities. His counsel prioritizes tackling issues early rather than dismissing them, pacing growth to protect quality, and keeping attention on unit-level performance amid the natural tension between franchisor top-line and franchisee bottom-line goals. As a partner at Reger Rizzo & Darnall, he emphasizes practical, efficient and personal service, giving the same level of attention to single-unit owners as to large operators and building the trust that long-term franchise systems demand.

1851 Franchise reached out to Chernow to learn how franchisors can protect their brand and avoid legal mistakes. Check out his insights below.

1851 Franchise: How did you fall into franchising?

Harris Chernow: It was by accident. I was out for a couple years practicing and a fellow attorney referred a Subway matter to me. I’m not sure why they chose me, but I started looking at it, getting into the franchise issues and the business issues, and I took a liking to it. I realized there’s a niche area of the law and decided to see what a franchise lawyer is all about. One thing led to another and, 30-plus years later, that became my niche area in addition to my corporate practice, purely by accident. Then I got involved with associations related to franchise law — the American Bar Association, the International Franchise Association, etc. — and it became the area I learned and studied.

1851: What do you love most about franchising?

Chernow: It’s a couple of things. One is the diversity of the matters, and these are matters that relate to everyday life. Every day, whether I’m going to or coming from the office, I’m passing a franchise business. Whether it’s a hotel, a tax preparation service or a QSR, it’s out there every day. I’m passing by and going, “Hey, one of my clients is in that industry, that brand, that system.” It’s not just a plain old widget. It’s something you get to see, taste and use in our own lives, and it’s kind of neat that way. I also like the diversity of the various industry segments under the umbrella of franchising. All that together makes it more fun, at least in my opinion.

1851: What makes a great client?

Chernow: A great client is one who hires a lawyer and then listens to what the lawyer has to say. I also consider a great client one who challenges the lawyer, pays attention to what the lawyer is saying and combines the legal advice with the business aspects and how the two mesh. There’s good dialogue going back and forth, not simply someone who just says, “OK, the lawyer said this, I guess this is what I’ll do.” It’s nice to have that dialogue where the client is taking into account what the lawyer is doing for them. Yes, there’s a point where it’s like, why did you hire a lawyer? It’s a fine line. Can lawyers get frustrated when clients aren’t listening or you tell them to do X, Y and Z? Sure. But that’s different from pushing back and analyzing what was said — asking how it will apply to this or that. At that point, I know the client is fully engaged and values what they’re paying for.

1851: What are some common legal mistakes brands are making in 2025 and how can they address them?

Chernow: I’m not sure it’s just a 2025 question. The answer is probably the same no matter the year. From the franchisee perspective, sometimes brands are quick to be dismissive of an issue or a claim. By doing so, it can grow into a bigger issue later because the franchisor took the position that it’s nothing or that it’s the fault of the franchisee, and it gets brushed under the rug. It could have been dealt with head-on at the very beginning. 

I also see brands — more so startups and even those a little beyond startup — growing too fast and losing their touch, looking for units rather than quality. There are systems doing great jobs, but even the best make mistakes. Many systems lose sight of unit metrics at the franchisee level because there’s an inherent conflict: The franchisor gets money from the top line and the franchisee gets money from the bottom line. Sometimes they lose sight of wanting franchisees to be successful, and I’m not saying they don’t want that, but the top line versus bottom line conflict can get in the way.

1851: How does Reger Rizzo & Darnall stand out as a franchise law firm?

Chernow: I hope it starts with me — not in a pompous way. We have a specialty in franchise law, and we hope we’re doing it in an exceptional, personal, effective and efficient manner. We take an interest in our clients. They’re not strictly just a client. Whether you’re a single-unit owner or a 100-unit owner, you’re getting the same attention and service no matter who you are or what size you might be. We provide practical advice in the most efficient and effective manner for you. We may not necessarily become friends, but there is a relationship where you can call upon us because you trust us to do what we’re supposed to do.

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