1851

It’s no secret that the frozen yogurt and gourmet burger industries are hot right now. These concepts have intrigued the interest of consumers and prospective franchisees alike, but what are companies doing to set themselves apart from the competition?

16 Handles: Mom is always right

As a veteran to the restaurant and hospitality industry, Solomon Choi had always had his hand on the pulse of the frozen dessert industry. After his mother told him of a mom and pop self-serve frozen yogurt shop that she thought was an interesting concept, Choi learned two things - where the frozen dessert industry was headed, and that mom is always right.

“Once I walked into the store, a light bulb flashed on in my head. The concept was the future of frozen yogurt, and it was a franchisor’s dream,” said Choi. “Everything would be easy to execute and could be replicated.”

Choi then ventured to the opposite end of the country, where self-serve frozen yogurt had yet to find its legs. At just 27 years old, Choi opened the very first <a href="http://16handles.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-to-make-a-splash-in-a-booming-industry-152" target="_blank" rel="nofollow">16 Handles</a> in New York City in 2008.

“There were several other frozen yogurt concepts, but we were the first to offer self-serve. You can call it brave or being foolish but I thought we were better than the other guys, so I thought, we have to go big or go home,” Choi said. “New York was the perfect place to launch the brand.”

Luckily for Choi, the risk paid off, as 16 Handles has grown to 25 locations in the eastern United States. But Choi recognizes that being the first can only get you so far. 16 Handles has established itself as a place in the community to gather and lounge.

“We want to be a lifestyle brand, which can be challenging for a food concept,” Choi explained. “But by creating an inviting environment, people don’t just pick up their food and then leave – they want to stay and hang out with friends at 16 Handles.”

16 Handles has also established itself as a company devoted to giving back. Through a partnership with Trees for the Future, every 16 Handles location helps plant 16 trees every day. They also use biodegradable packaging and cornstarch spoons in every store.

Through selling packaged 16 Handles branded food – from granola to frozen yogurt sandwiches – the brand has found a way to extend its food and flavors outside the store.

“We have a corporate chef who is continuously coming up with new flavor combinations and products to bring to our customers.”

So how will 16 Handles stand the test of time and avoid being a fad? Choi says he’s not worried about it.

“Frozen dessert will never go away, especially in the US, because it’s a pastime. Frozen yogurt will only continue to grow since it’s a dessert that has health benefits. This is a way to enjoy oneself without the guilt.”

32 Degrees: The Secret Weapon

After establishing itself as the nation’s largest Great American Cookies franchisee, operating more than 35 stores, Pizitz Management Group decided to make the leap from franchisee to franchisor and launched <a href="http://www.32yogurt.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-to-make-a-splash-in-a-booming-industry-152" target="_blank" rel="nofollow">32 Degrees</a>, a Yogurt Bar.

After 28 years of experience as a franchisee, the family-run business saw the self-serve frozen yogurt trend growing. In 2010, Jeff Pizitz led the charge for Pizitz Management Group into this growing industry and opened the first 32 Degrees location in Birmingham, and has since opened 15 stores across the southeast.

“We were very confident that our company’s quarter century of experience in the franchising industry would allow us to become a big player in the category,” Pizitz said. “As retail and food franchise veterans, we witnessed the frozen yogurt boom and bust of the 1990s. We saw where those concepts went wrong and have developed the solutions that will create a robust and long-lasting system.”

The 32 Degrees franchising opportunity comes with a secret weapon – a franchisee-focused approach. They not only plan to share their expertise, knowledge and resources with their franchisees, but have also committed to not escalate the cost of goods purchased by franchisees.

“Any product we offer our franchisees will have no mark up,” Pizitz said. “Many franchisors sell food, paper goods and equipment to their franchisees at a higher rate as a way to turn an extra profit, but we’re not going to follow that trend. Our responsibility is to help them become successful franchisees, not to make money off of the basic tools they need to run a business.”

32 Degrees has also developed several proprietary products including the Twister, where customers select fresh yogurt and their favorite toppings and a 32 Degrees staff member twists them together. Gearing up for the cooler fall months, 32 Degrees is introducing Bottomz - a baked dessert, served warm. With flavors such as Chocolate Lava Cake, Fudge-filled Chocolate Chip Cookie and Apple Pie, they make the perfect complement to their customers’ favorite yogurt flavors.

Burger 21: Beyond the Better Burger

With more than 25 years of experience behind them, the owners of The Melting Pot Restaurants, Inc. envisioned a fast-casual, “beyond the better burger” restaurant. Thus <a href="http://www.burger21.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-to-make-a-splash-in-a-booming-industry-152" target="_blank" rel="nofollow">Burger 21</a> was founded in 2009. Staying true to its name, the concept includes 21 chef-inspired burgers that range from the traditional “Burger 101” to the more eccentric “OMG” burger, as well as chicken, seafood and turkey options. The company has since opened two locations with multiple franchised locations set to open in Atlanta, New Jersey and Orlando.

In an ever growing burger world, Burger 21 has recognized how to tap into one of America’s most American meals. “America has a love affair with burgers,” said Dan Stone, Vice President of Franchise Development for Front Burner Brands, the restaurant management company for Burger 21. “In developing the Burger 21 concept, the Johnston family saw an opportunity to fill a void in the burger business, which has plenty of quick-service burger joints, a number of traditional, better burger establishments and even upscale, full-service burger restaurants. The Burger 21 concept defines its own category – beyond the better burger – offering quality, premium ingredients, innovative recipes and a gourmet experience without the gourmet price.”

Has being different paid off? For Burger 21, the answer is yes.

“Burger 21 fills a void in the burger business,” said Stone. “This is evident in the fact that 40 percent of the burgers we sell are our non-beef burger creations and 69 percent of our total sales are derived from non-beef menu items including our salads and shakes. While there are plenty of other burger concepts out there, we believe there is a need for a restaurant that goes beyond the better burger.”

1851 Franchise

It’s no secret that the frozen yogurt and gourmet burger industries are hot right now. These concepts have intrigued the interest of consumers and prospective franchisees alike, but what are companies doing to set themselves apart from the competition?

16 Handles: Mom is always right

As a vete.....

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KKR Nears Deal for Nothing Bundt Cakes at $2 Billion

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

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For&nbsp;Sandeep KesiReddy and his business partner,&nbsp;Siddhartha “Sid” Parepally, the decision to enter the franchise world was less about a career change than the fulfillment of a 20-year-old promise. Having known each other since their teens, the duo always envisioned building a business together.While life momentarily interrupted their plans — sending KesiReddy into the world of Bay Area tech startups, and Parepally into high-level operations — the desire to build something for themselves never faded. When they finally got serious about scouting for the right opportunity, they found&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a> in a sea of process-heavy legacy brands.&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> resonated with their own generation and offered an attractive approach to operational strategy.&nbsp;Now, KesiReddy and Parepally are looking to lead the brand’s growth in the Seattle market. Despite being told by corporate and construction teams that a store build-out would take six to eight months, the duo utilized their business and operations backgrounds to navigate permits and construction in just under three months. Starting with their flagship location in Bellevue, the partners are already looking to expand the brand’s footprint across Washington.&nbsp;KesiReddy 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?Sandeep KesiReddy:&nbsp;My business partner Sid and I go back a long, long time. We have known each other for 15 plus years.We went to college together and always had this thing about opening a business together. Then, our paths diverged for a while; I went into entrepreneurship, running a startup in the Bay Area, and Sid became a head of operations for a global company on the West Coast. We were scouting for what we could do, and then came Paris Baguette. They just lined up so well for us as a rising brand that resonates with the current generation.1851: What did you do before franchising, and how did you decide franchising made sense for you?KesiReddy: I run a startup in the Bay Area and Sid manages operations for a global company. We realized Paris Baguette vibes very well with our synergies. They are an “ops-ish” restaurant rather than “ops-heavy.” You bake in the morning and sell in the afternoon, so it boils down more to a numbers and strategy problem rather than a time-efficiency problem that most restaurants have. That made it much more comfortable for us to jump into.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?KesiReddy:&nbsp;Before entering this, we were not keen on looking at franchising or the food business at all. Typically, our perception was that franchising involved a lot of red tape and processes that take away freedom from the owner to add their own flavor. Now, I want people to know that franchising can be very attractive if you find a brand that plays to your strengths. Seldom do you find a concept that has processes that actually empower you, help you run it right, and push towards higher revenues and profit margins. Paris Baguette has a unique combination of making the kitchen and the front of the store run as two independent operations, taking away most of the complexity of a restaurant.1851: What made you pick this brand? What excites you most about this company?KesiReddy:&nbsp;They were not one of those old-school brands stuck with lots of processes; they were flexible and quick in responding. What excites me most is the branding and the presence the brand has with Gen Z and millennials. Also, the flexibility the team had to understand our unique location was nice to have. I could just text my construction manager and have her fly in to help us out; I don’t see that happening often with other franchise brands.1851: What do you hope to achieve with your business? What are your plans for growth?KesiReddy:&nbsp;We want it to be one of the top-performing stores. Our goal is to make Bellevue a top-quartile store for Paris Baguette. We are already looking at expansion in the next fiscal year. You’ll see another store open in the Bothell/Woodinville region, and there is more to come.&nbsp;1851: Is there anything else about your story you want us to know?KesiReddy:&nbsp;Having a brand that has an appetite to grow is very important when you have similar ambitions. Most brands look at their franchisees through a single lens, but there are a thousand variables that make every location unique. Having an ear to listen to the story and being flexible while working toward a common goal is very important, and that is what Paris Baguette gave us. We navigated through the curveballs of construction and permits to launch our first store in three months, which the corporate team challenged us on, saying it would take six to eight. We’re excited to keep that momentum going.1851: What advice do you have for other people thinking about becoming franchise owners?KesiReddy:&nbsp;The power of a franchise is the process, the setup, and the safety net that comes with it. For a first-time business owner, there are very few things to figure out because there is always someone you can call and ask a question. There are many other franchisees who have been through similar situations. That mentorship is very important. Anyone trying to get into franchising should look at a brand that is ready to mentor them rather than just having them open a restaurant.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://ownaparisbaguette.com">https://ownaparisbaguette.com</a> or&nbsp; <a href="https://1851franchise.com/parisbaguette">https://1851franchise.com/parisbaguette</a>.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>.

image of Sandeep KesiReddy and Siddhartha Parepally, paris baguette franchise owners

By leveraging backgrounds in tech and operations, Sandeep KesiReddy and Siddhartha Parepally bypassed industry timelines to bring the global bakery brand to Bellevue.

Meet the Two Best Friends Opening a Paris Baguette Franchise in Record Time

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<a href="https://www.linkedin.com/in/robert-campbell-0006ab45">Robert Campbell</a> has spent his life in service. After growing up in poverty and serving more than two decades in the Marine Corps, Campbell went on to lead a growing church and develop affordable housing for seniors and veterans. When he began searching for a business that could support his long-term vision for workforce development and community impact, he wasn’t looking for just another company. He was looking for purpose.That search led him to&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a>, a premium handyman franchise focused on helping seniors and busy adults stay safe, comfortable and confident in their homes. For Campbell,&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a> is an extension of who he is, how he serves and the five-star standard he believes people deserve.1851 spoke with Campbell to learn more about his inspiring story, what drew him to TruBlue and his plans for the future. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Robert Campbell:&nbsp;I have always wanted to give back. I grew up in Missouri in poverty. I joined the Marine Corps and served in two wars. I spent over 20 years and retired as a major with a master’s degree. It wasn’t easy.After that, I came down to Wilmington, North Carolina, and became a pastor at a small church. We grew that church and built a multi-million-dollar complex. Since I got here, I’ve always been trying to help people.I had a vision for building affordable housing. We built affordable housing for senior citizens using low-income tax credits. We went on to buy and build a couple of multifamily homes and lowered the rent. In trying to buy housing and build affordable housing, I was also looking to start workforce development. I thought I would train people to fix houses and give them jobs.1851: What did you do before franchising, and how did you decide franchising made sense for you?Campbell:&nbsp;As I started writing up that workforce development program, it was really hard. But one day I saw TruBlue, and I thought, “Wow — this is a business with a purpose.” You can merge service and community, and that’s my sweet spot. I decided to look into TruBlue, and I really liked the ethos, the integrity — all of those things. We decided to go ahead and invest in the franchise.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?Campbell:&nbsp;What I’ve learned is that franchising gives you structure. TruBlue gave us everything — the way it’s structured, the onboarding, and the understanding that we are a premium handyman service. That matters.1851: What made you pick this brand? What excites you most about this company?Campbell:&nbsp;When I was starting our church, we were in the inner city. We had bars on the windows, and people were afraid to come there at night. But I shared with our people that we were going to build a five-star church.And TruBlue is a five-star premium service. We go a step above. We sweat the details. We come into people’s homes, and we respect it. It’s not finished until we do our five-star walkaround.In the last 21 years, I’ve been involved in several things, but TruBlue gives me the opportunity to not only help our premium customers, but also to help the marginalized. I know how to write grants. I know how to serve people. The name of my non-profit is New Hope CDC. I want to help ordinary people excel.I thought I would buy this business for myself and use it for hope.1851: What do you hope to achieve with your business? What are your plans for growth?Campbell:&nbsp;TruBlue did a great job of helping us understand that a Silver Tsunami is coming. I’m a Baby Boomer myself, and I know that 65 is just getting in the game nowadays.I’ve ensured that our team learns about senior citizens. As a senior, we sometimes forget that we’re not 21 anymore. People know about the risk of falling, but they still get on ladders.I went to change a light bulb the other day on a step ladder, and when I was coming down, I almost broke my neck. I can afford to have somebody come over and do the maintenance plan. They can come by every quarter. That fall was fitting — I’d never had that happen before.We don’t age in our minds as much as we age in our bodies. It’s just not worth it. Sometimes you can have a fall and get injuries that you never recover from.1851: What does your background bring to the TruBlue model?Campbell:&nbsp;I’m a senior. I’m in real estate. I own personal real estate in five states. I understand the entrepreneur who has to get his house ready for a flip, and I understand providers. We provide a premium service. What’s going to determine how the client feels about the job is how they feel about you. That’s why I teach five-star service. It’s about relationships. If we make good relationships, we can bring in repeat customers.1851: What are your long-term goals with TruBlue?Campbell:&nbsp;I’m writing grants to build houses and getting ready to build 34 units for veterans — permanent housing for chronically homeless veterans. It’s a $10 million project. We’re also starting a all boys school, HOPE Technology Preparatory Academy, a high school for boys 9-14th years. What’s different about this school is it’s culture over curriculum and giving them the chance to belong to a brotherhood. If we don’t give them a place to belong in the school, they will find a place to belong in a gang. With TruBlue, I can have them working for us being exposed to different skills, environments, people, doing work and awakening their perspective to so much more. These young men won’t be in a traditional school with a workforce program; the school is the workforce program and a stabilizing institution in the community as it will host a head start program, daycare center, and learning labs for adults and to get their GED, high school diploma and learn new trades and skills.My goal is to expand with TruBlue into other states. I believe that when I talk to them this time next year, we’re going to outperform most franchisees. I’m an overachiever, that’s what I do. We’re starting out slow but we will excel to lead, it’s just a matter of time.1851: Is there anything else about your story you want us to know?Campbell:&nbsp;We are a home service ally for people. One call does it all. Our school is creating young men of character, education and leadership for life, and the good part about it is we can employ these young men and help them reach their dreams. This is part of my life’s work, it’s who I am — and I’m loving it!To learn more about franchising with TruBlue, visit:&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">https://1851franchise.com/trubluehomeserviceally/info</a>.About TruBlue Home Service Ally:TruBlue Home Service Ally® provides a unique and affordable approach to helping busy adults and seniors live a worry-free life by offering trustworthy handyman, home maintenance and senior modification services. Helping you maintain your home both inside and out, TruBlue’s services include handyman projects and to-do list chores, preventative home maintenance programs, kitchen and bath remodels, seasonal work and senior modification services, all handled by professional, bonded and insured Tru-Pro® Technicians. TruBlue franchise owners are required to complete senior home safety certification programs through the NAHB and Age Safe America. As certified specialists, TruBlue franchisees are able to perform aging in place home safety assessments and can make recommended safety modifications as needed.All locations are independently owned and operated. Service offerings, certifications and licenses vary by location.

1851 Franchisee Spotlight graphic with photo of Robert Campbell, TruBlue Home Service Ally

A retired Marine Corps major and community builder, Robert Campbell found a business in TruBlue that allows him to merge premium service, integrity and community impact.

Why This Philanthropist and Pastor Is Starting a TruBlue Franchise in Wilmington, North Carolina

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<a href="https://www.linkedin.com/in/nancy-williams-b942874/">Nancy</a> and&nbsp;<a href="https://www.linkedin.com/in/mike-williams-83bba2396">Mike Williams</a> loved visiting&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the national fondue franchise, with their kids. During one particular visit, Nancy casually asked, “Wouldn’t it be great to own one of these?” Mike didn’t hesitate to inquire, and he had a response from the franchise development team before they even left the restaurant that night.Now, the pair is beginning development for their new restaurant in Memphis, Tennessee, with hopes to build a family business and legacy with the brand. With plans to launch in early 2027, the Williamses are combining their interest in the hospitality industry with a desire to build a family asset while bringing a beloved fondue experience to the community.The Williamses sat down with 1851 Franchise to talk about their family franchising venture with&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a>. Here’s what they had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Mike Williams:&nbsp;I have had a very varied career. I was a member of the Tennessee General Assembly, a government relations executive and a whiskey maker. I’ve always been fascinated by and loved the hospitality industry. When Nancy and the kids expressed interest in doing this, I was all on board. We see this as a way to set up something for our family to carry on — something they can always count on.Nancy Williams:&nbsp;We are lifelong residents of the Southeast and have spent our lives in Middle Tennessee. My professional background is in economic development and downtown revitalization. I served as the director of the Tennessee Main Street Program and the executive director of Downtown Franklin. Even though I’ve retired from the directorship, I still consult and have worked all over Tennessee helping communities thrive.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?Nancy:&nbsp;I knew that we didn’t know enough about restaurants to create one on our own. If I had been in the restaurant business all my life, I might feel differently, but the franchise experience is very comforting.Mike:&nbsp;This team obviously knows what they’re doing, and it means we don't have to reinvent the wheel each time.&nbsp;I think people should know that franchising allows you to focus on the execution and the customer experience rather than worrying about the structural components of the business model.1851:&nbsp;What made you pick this brand? What excites you most about this company?Mike:&nbsp;The story actually starts in Orlando. We were sitting in a Melting Pot having dinner, and Nancy said, "Wouldn't it be great to own one of these?" I pulled out my phone, Googled “Melting Pot,” and found a contact email. I emailed them right there from the table. Before we even got up to leave, we had a response!The greatest thing about Melting Pot is that it's not just going to dinner. It’s an experience — something you can enjoy with friends. It changes what would be another chicken-fried steak into an experience and an event with your loved ones.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Nancy:&nbsp;We’re currently looking at locations in Memphis. We’re excited about the St. Jude connection, and our son, Keel, who graduated from the University of Memphis, will be living there to help manage the business alongside a general manager.Mike:&nbsp;We are looking at a first-quarter 2027 opening. We would love to get it open for the holidays in 2026, but realistic timelines point to early 2027. In the future, we would love to have a couple more. We just really love the concept.1851:&nbsp;Is there anything else about your story you want us to know?Nancy:&nbsp;This is truly a family venture. Our kids, Keel and Emma, really wanted to do this. We are doing this to build a future for them.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Nancy:&nbsp;Assess your own skill sets honestly. If you don't have the background in a specific industry, lean on the expertise of a franchisor who does. Visiting their corporate headquarters and working with them for several months, we’ve been really impressed with their history, the data they provide and the attention to detail. All of that is very comforting when you're investing.About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 50 years. As the premier fondue restaurant franchise, Melting Pot has 93 restaurants in 31 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. The Melting Pot Restaurants, Inc. (TMPRI), headquartered in Tampa, Florida, is the franchisor of Melting Pot. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting Pot, please visit&nbsp;<a href="http://www.meltingpotfranchise.com">www.meltingpotfranchise.com</a>.

1851 Franchisee Spotlight with photo of Nancy Williams and Melting Pot logo

After sending a franchise inquiry from their Melting Pot table while on vacation in Orlando, Mike and Nancy Williams decided to partner with their children to open a location in Memphis.

Longtime Melting Pot Fans Sign To Bring Fondue Franchise to Memphis

melting-pot-memphis

When&nbsp;<a href="https://www.linkedin.com/in/mark-garlington-9244a9113/">Mark Garlington</a> left his longtime plant job in Calcasieu Parish, Louisiana, it wasn’t a spur-of-the-moment move. After years in a steady role that never quite felt like the right fit, the U.S. Army veteran made a conscious decision to look for something that offered ownership, deeper community ties and a clearer sense of purpose. That search led him to&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a>, where he soft opened his franchise in November in&nbsp;<a href="https://freshcoatpainters.com/locations/calcasieu/">Calcasieu</a>, with a grand opening planned for February of 2026.That intentional mindset shows up in how Garlington is building the business from day one. He is investing heavily in marketing, trying out new crews even when it means losing money on early jobs and focusing on training and loyalty with the people who work alongside him. His approach reflects a personal standard for how he wants his customers to be treated. “One thing they can know about me is, if something isn’t right — if something does go wrong for whatever reason — I’m going to get another paint crew out there and I’m going to make sure it’s to their liking,” he said. “Whether or not they pick out the next crew, I’ll pay for it. I’m going to make sure I leave them right.”For people thinking about franchising, Garlington’s story shows what can happen when a career change is driven by values instead of impulse. With&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat’s</a> systems and coaching behind him, he is using the franchise model to step out of a job that never fit and into a business he can shape around his family, his team and the community he calls home.1851 Franchise sat down with Garlington to discuss his franchising journey with Fresh Coat, his commitment to community and his ambitious plans for growth. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Mark Garlington: I’ve spent most of my life working with people and trades, so Fresh Coat Painters feels like a natural next step for me. I grew up here, graduated from Sulphur High School in 2000 and later served as a cavalry scout in the U.S. Army, supporting coalition efforts in Iraq.When I came home in 2005, I went to SOWELA Technical Community College and then spent about 15 years working as an operator with RNCI Carbon and Cheniere LNG. Along the way, I worked alongside a lot of skilled tradespeople and found that what I enjoy most is helping people reach their goals and making sure the job gets done the right way — safely, on time and to a standard I can be proud of.1851: What did you do before franchising, and how did you decide franchising made sense for you?Garlington: In this area, the plants are a big part of our community. I worked at LNG, which is natural gas plants, and that has been the real big thing in the United States over the last 10 years. Oil and gas is really big around here, so it is almost a no-brainer. If you want to make money in this area, you go work for the plants.Coming out of the military, the transition was either into law enforcement or the plants, but there’s no money in law enforcement, so you gravitate where the money is. I went there, and that is where I had been working. I kept moving up, and no matter where they moved me in the plant, I was never happy.My boss even had that conversation with me when I was resigning. He said, “Mark, we pretty much moved you everywhere we could put you and you’ve never been happy.” He meant it in a good way — they knew that wasn’t where my mind was at and that I wanted more than what those jobs had to offer.It has always been me wanting to run my own business. My dad runs his own A/C business. My sister does her own thing. It is just a part of me. Something kept pulling me away, like, I don’t want to work 20 or 25 years for somebody else. Even though it’s a good retirement, it’s just not what I wanted. I like having some kind of stake and ownership in the decision-making process.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?Garlington: Working in the plants, you have a lot of spare time sometimes, especially on nights, so I had plenty of time to research. I think I kind of already knew what I was getting into. I knew it had its positives and its negatives. Obviously, a lot of the money goes to the franchise, but at the same time, you’re getting a lot of support.I didn’t want to mess this up. I wanted to make sure I was going to be successful. The success rate is something in the 70% range, and I think it is still at 50% even at year five. I knew that if I put everything I had put into my careers prior into this, I should be in that top 50%.I want people to know that, because I get support from coaches, I have a responsibility to make sure the job is done well. I am always going to have my background checks done and I am going to honor my warranties because I basically have a corporate office that I have to answer to. That accountability and support are important parts of franchising that people might not see from the outside.1851: What made you pick this brand? What excites you most about this company?Garlington: I first started exploring Fresh Coat nearly 15 years ago and began doing my research early on. As I continued to learn about the brand over time, it became clear how much Fresh Coat has built out its support, resources, and owner community. Having access to a strong system and the ability to connect with other franchisees played a big role in my decision to join.The first thing was narrowing down what I wanted to do. I knew I wanted something in construction, especially in this area with all the hurricanes and things that need to get repaired and rebuilt. I was mainly looking into roofing at first. I despise finance. I hate credit cards. I didn’t want to go the finance route because I feel like people don’t trust those types of people, so that was off the table.With roofing, I didn’t want to be responsible for a guy that falls off a roof. I was trying to get as safe of a career as I could, too. A buddy of mine, Wes, over in Lafayette owns a Fresh Coat franchise there. He’s my neighbor about an hour and a half from here. He made a comment to me that made a lot of sense: No one is ever in a rush for paint. It’s never an emergency to paint something.A roof, on the other hand, if you have a leaking roof, you need it now. At the plants, you have emergencies almost daily. Something could blow up, a valve closes or something, and you always have an emergency. With painting, this has been great. I don’t have to run anywhere. There are no fires anywhere — and if there are, I’m leaving. That lower level of emergency, plus the support and the network of other owners, is what really drew me to Fresh Coat.1851: What do you hope to achieve with your business? What are your plans for growth?Garlington: I think about growth way ahead of time. I’m trying to make sure I don’t scale too fast. I want to make sure I’ve got the reins on and I’m holding back a little bit where I need to.Mainly, I’ve been spending money on marketing and trying to get our name out there. I feel like as soon as we come out of the holiday season and warm up a little bit, it could snowball based on the marketing efforts I’m putting in.I actually have two painters right now. I subcontract them. One of them is working on my duplex right now doing full construction, not even paint. He does full remodels, but he’s a painter also. I’ve got another person who works for me right now, and she’s not painting yet. I’ve got her doing marketing. She’s going out and putting door hangers out, so we’re hitting that part hard first.I’m spending extra money and I’m going to lose money on a job coming up, but I’m trying out two other painters from a guy who runs a crew of four. I’m going to bring them in, and I’m going to pay my girl to work with them. I’m going to lose on her pretty much on that job, but she’s going to help with the work and learn more about sanding and things like that because it’s a ceiling sand. She did mostly new construction before, so I’m tying her in with them because they’re more professional on the repaints and then re-sanding and staining.I think I’m building my basis right now. I’m building loyalty with other paint crews and with the two people working for me by giving them my rental house work as well, keeping them busy until more paint jobs come. I truly do care about people, and I want to make sure everybody gets paid, so I don’t think that will be an issue as we grow.1851: Is there anything else about your story you want us to know?Garlington: I have a full commitment to the community. I really want to meet people and make them happy and leave them happy once the projects are complete.What I told my last customer we just did is that one thing they can know about me is, if something isn’t right — if something does go wrong for whatever reason — I’m going to get another paint crew out there and I’m going to make sure it’s to their liking. Whether or not they pick out the next crew, I’ll pay for it. I’m going to make sure I leave them right.1851: What advice do you have for other people thinking about becoming franchise owners?Garlington: I feel like some people don’t realize the amount of money they’re about to spend, and they really need to have that knowledge. I knew what to expect because I researched it, and the brand does show that the investment can be somewhere up to around $180,000. Even though the franchise fee itself is small, in the $42,000 range, I think people don’t fully understand that part.I also don’t know if people come in really understanding how long it might take before you’re getting enough jobs to actually support the business. I did enough of my own research to know that, and I came in all in. I have a 401(k) I’m willing to go through if I need to. I came in prepared for the unexpected.I didn’t actually know if I could trust the amount of support I would get, and I feel like it has been way better than my expectation was. That’s something on the positive side that I would want people to know when they are thinking about becoming franchise owners.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.

1851 Franchisee Spotlight with photo of Mark Garlington and Fresh Coat Painters logo

For Mark Garlington, franchising offered a way to trade steady plant work for ownership, community impact and a values-driven path that better fit his long-term goals.

Why This Army Veteran Walked Away From a Steady Plant Job To Open a Fresh Coat Painters Franchise

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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