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Pizza industry veteran <a href="https://www.linkedin.com/in/bill-stayduhar-83249324?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-toppers-pizzas-franchisee-bill-stayduhar-continues-to-grow-with-the-franchise-after-two-decades-2715478" target="_blank" rel="nofollow">Bill Stayduhar</a> has been a part of <a href="https://www.toppers.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-toppers-pizzas-franchisee-bill-stayduhar-continues-to-grow-with-the-franchise-after-two-decades-2715478" target="_blank" rel="nofollow">Toppers Pizza</a>, the pizza chain with 69 corporate- and franchise-owned locations in 12 states, since before the brand even started. Stayduhar met <a href="https://www.linkedin.com/in/scottgittrich?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-toppers-pizzas-franchisee-bill-stayduhar-continues-to-grow-with-the-franchise-after-two-decades-2715478" target="_blank" rel="nofollow">Scott Gittrich</a> — Toppers’ eventual CEO and founder — back when the two entrepreneurs worked at Domino’s. When Stayduhar heard about Gittrich’s plan to launch Toppers with a focus on fast service, technology, menu innovation and quality ingredients, he knew he had to jump aboard. Since joining the brand in 1997, Stayduhar has expanded to four locations and is still growing today. In fact, despite the challenges of the last year, he even saw a whopping 50% increase in customers in 2020.Today, Toppers has become one of the fastest-growing pizza chains in the country as the brand continues to appeal to qualified entrepreneurs like Stayduhar looking to <a href="https://1851franchise.com/topperspizza/franchise-times-toppers-pizza-ranked-in-franchise-times-fast-serious-list-10596#stories">franchise with a thriving brand</a>.<h4>The Journey To Toppers Pizza</h4>Stayduhar started out as a pizza driver with Domino’s in 1984 while attending Winthrop University in Rock Hill, South Carolina. During that time, he mastered the ins and outs of the pizza industry and in 1993, he coupled his experience with entrepreneurship and opened his first Domino’s franchise in Pittsburgh. Stayduhar and Gittrich had stayed in touch over the years, and when Gittrich started Toppers, Stayduhar knew the concept offered an unmatched growth opportunity. In 1997, Stayduhar traveled to Toppers’ corporate headquarters to meet with Gittrich and learn more about the business opportunity.“The original differentiator that sold me on Toppers was the incredible menu — the recipes, the food, the high-quality toppings,” said Stayduhar. “I had experience in the pizza segment, and I could see, hands down, Toppers had the best house pizzas. They used made-from-scratch dough, a proprietary sauce recipe, 100% Wisconsin cheese and more. That definitely remains a huge selling point today.”Toppers prides itself on taking the quality ingredients and extensive menus often limited to fast-casual and bringing them to customers through the convenience and affordability of the quick-service delivery segment.&nbsp;<h4>How Toppers Pizza Supports Franchisees and Encourages Continued Growth</h4>In September 1997, Stayduhar took a leap and sold his Domino’s franchise, moved to Fort Mill, South Carolina and opened his first Toppers in Charlotte, North Carolina. A second location followed in October 1998. After operating those locations for nearly two decades, Stayduhar opened his third location a few years ago in South Carolina. Now, Stayduhar shows no signs of slowing down and even opened a fourth location in Tega CAy, South Carolina just this past month.&nbsp;Stayduhar says his continued growth is only possible because of Toppers’ incredible support infrastructure. The brand’s robust corporate team, which is much larger than most brands its size, includes eight developers in a massive IT department.“The Toppers team is incredibly hands-on when needed. People in every department, including operations, training, marketing and social media are just a phone call away,” said Stayduhar. “In addition, franchisees receive evaluations four times a year from the corporate team. While that support is there, they also listen to our feedback and give us the freedom to make decisions based on our individual stores. That support foundation, which is much more advanced than many brands our size, has really allowed us to continue thriving over the past year. That is another thing that is impressive about Toppers — as small as we are, we do things big.”<h4>How Toppers’ First-Party Delivery and Family-Driven Value Positions Franchisees for Success in a Post-Pandemic World</h4>When the pandemic hit, Stayduhar says Toppers found itself in <a href="https://1851franchise.com/two-toppers-pizzas-executives-on-why-pizza-delivery-remains-the-best-bet-in-franchising-2713096">a uniquely well-positioned place</a>. Although many restaurant brands had to scramble to adapt to the changing consumer demand, Toppers has always been committed to providing convenience to customers through advanced technology, which includes a proprietary <a href="https://www.toppers.com/order-setup/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-toppers-pizzas-franchisee-bill-stayduhar-continues-to-grow-with-the-franchise-after-two-decades-2715478" target="_blank" rel="nofollow">first-party delivery platform</a> and digital POS system. These differentiators have always positioned franchisees for success, but they have become more essential than ever as the pizza delivery segment booms.“We’ve been doing this for 24 years, but when the pandemic hit, our offering happened to meet customers exactly where they were,” said Stayduhar. “We deliver the safest and freshest food and specialize in fast and convenient off-premise offerings. We also enhanced this framework by rolling out contactless delivery and curbside pick-up.”In addition to off-premise services, Stayduhar says the pandemic validated the brand’s family-driven value proposition. “As people spent more time at home, families were all together in the house and were ordering more and more family-size meals,” he said. “This not only increased our sales but gave us the opportunity to show&nbsp; people in my area that Toppers not only has an extensive menu but was and is proud to offer families affordable and high-quality pizza during tough times.”As a result of this well-positioned business model, Toppers same-store <a href="https://1851franchise.com/topperspizza/franchise-times-toppers-pizza-featured-for-pandemic-driven-sales-surge-2715308#franbuzz">sales are up 20% to 30%</a> on a weekly basis. Stayduhar notes he has also continued his five-year stretch of record-breaking sales despite the challenges of the year. In fact, his locations have seen 25% to 50% more customers than last year. This success allowed Stayduhar to open his fourth location this month, and he hopes to continue opening one new Toppers restaurant every year.“Bill Stayduhar is a perfect example of a Topper’s franchisee who is growing during the pandemic because of his incredible dedication to his customers,” said Gittrich. “He is a true franchisee leader and has continued to share best practices and resources for the franchisee community at Topper's during this crisis. As Bill expands his footprint, we are excited to watch him grow after all these years and are proud to have him on the team.”Now, Gittrich says the demand for high-quality pizza delivery isn’t going anywhere, and Toppers is offering <a href="https://1851franchise.com/topperspizza/the-great-franchisee-ryan-tepsa-toppers-pizza-superior-wi-2714526#brand-latest-stories">smart, experienced operators</a> like Stayduhar the opportunity to capitalize on the well-positioned concept and add a scalable business to their portfolio.The investment range for a Toppers Pizza franchise is $314,075-530,000. The AUV for the fiscal year 2020 was $1,050,000+ for stores open five years or more.&nbsp;For more information on franchising with Toppers Pizza, visit: <a href="https://www.toppers.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-toppers-pizzas-franchisee-bill-stayduhar-continues-to-grow-with-the-franchise-after-two-decades-2715478" target="_blank" rel="nofollow">https://www.toppers.com/franchise/</a>

How Toppers Pizza’s Franchisee, Bill Stayduhar, Continues To Grow With the Franchise After Two Decades

1851 Franchise

Since starting with the brand more than 20 years ago, the longstanding Toppers veteran has continued to expand his footprint and see an increase in sales thanks to the brand’s extensive menu, first-party delivery platform and franchisee support infrastructure.

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The Junkluggers

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The Junkluggers Franchisees and Leadership Gathered to Build Momentum for 2026

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Women in Leadership Driving Success at One Hour Heating & Air Conditioning

Women in Leadership and Strong Team Culture Are Driving Success at One Hour Heating & Air Conditioning

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Central Creativity

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Pool Scouts

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When&nbsp;<a href="https://www.linkedin.com/in/burkhartjames/">James Burkhart</a> and his wife, Jenifer, found out they were expecting their first baby, they were four years into living near the West Texas oil fields. For Burkhart, who had previously spent 15 years managing complex facilities for Ascension Seton Medical Center in Austin, it was another way to prove his management skills. The news of the baby, however, brought a sudden clarity: the "road life" of the oil industry wasn't compatible with the father he wanted to be.&nbsp;That intentionality is now the driving force behind&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> of&nbsp;<a href="https://freshcoatpainters.com/locations/bastrop-san-marcos/">Bastrop and San Marcos</a>. By trading the oil fields for franchise ownership, he is working to translate a career’s worth of corporate management experience into a service-oriented business that prioritizes quality, job creation and most importantly, time.&nbsp;For Burkhart, the goal is simple: build the foundation of the business now while his daughter is a newborn, so that by the time she's old enough to have soccer games and school recitals, he’s the one in the stands, not the one stuck on a job site or in another time zone.Burkhart sat down with 1851 Franchise to discuss his franchising journey with&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> and how he’s applying his management background to build a team-first painting business across Bastrop and the surrounding communities. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?James Burkhart:&nbsp;I’m an Austin native, and my roots are deep in Bastrop and San Marcos. For the past five years, I was working the oil fields in West Texas, but everything changed when we had our daughter. I knew I couldn't be away from her and we didn't want to raise her out there. We came home to Austin to be near family. Making that move meant finding a way to provide without sacrificing being a present father.1851: What did you do before franchising, and how did you decide franchising made sense for you?Burkhart:&nbsp;My background is in management. I spent 15 years with a hospital system in Austin before moving into the oil industry. By my third year in the field, I was managing the company. I realized I could translate high-level corporate systems to the "blue-collar" side. I knew I wanted to own my next business. I wanted to create jobs and build something of my own, but I didn't want to reinvent the wheel, so I teamed up with people who already have the answers and the proven systems.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?Burkhart:&nbsp;Initially, I looked at buying into my hobby (fitness) and researched gyms. But once I broke down the costs, I realized we’d be eating ramen for a long time. It wasn't the right move for my family. The biggest thing people should know is that a franchise is exactly what you make of it. You need a massive amount of internal motivation. No one's going to be there to push you; you have to be able and willing to push yourself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Burkhart:&nbsp;I specifically wanted home services, so AI can’t take it over. Computers might paint houses one day, but I just don’t see that happening tomorrow.A lot of brands want you to be the owner-operator, the guy actually holding the brush. I wanted to work&nbsp;on the business, not&nbsp;in it. When I said that to the Fresh Coat team, they said that was exactly what they were looking for. I can manage people. I can build a schedule. I can maintain the day-to-day for a team. It was just an overall good fit.&nbsp;1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Burkhart:&nbsp;I think my ultimate goal is to move into commercial painting. General contractors are the people I'm just used to working with. I’ve spent my career working with them.This is every path I've taken in my life. If I want to start a company, I have to start by building up a team and the business little by little. I want to create jobs and help people. Somebody gave me a chance; that's what I want to do for other people.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Burkhart:&nbsp;Put your heart into it. You have to decide that no one is going to outwork you. The day someone says they’re going to wake up at 5:30 a.m., you wake up at 5 a.m. You can either doubt yourself or you can go make it happen. It isn't easy, but you won't fail if you simply refuse to let yourself.&nbsp;1851:&nbsp;Is there anything else about your story you want us to know?Burkhart:&nbsp;My wife and I had our first baby last fall. She’s too young to know what I’m doing now, but I told my wife by the time she’s old enough to remember, I want to have built something that ensures I never miss one of her games.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.&nbsp;

1851 Franchisee Spotlight graphic with photo of James Burkhart and Fresh Coat Painters

After 15 years in health care management and a stint in the West Texas oil industry, James Burkhart is leveraging Fresh Coat Painters’ system to create local jobs and build a business that lasts.

Painting a New Life: Why This Seasoned Management Leader Walked Away From the Oil Industry to Scale a Fresh Coat Painters Franchise

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After losing his corporate job, Don Bosko convinced Beef ‘O’ Brady’s founder to take a chance on him and helped turn a single restaurant into a scalable franchise model.

30 Years of Beef ‘O’ Brady’s: How This Franchise Owner Turned His Family’s Favorite Restaurant Into a Multi-Generational Career 

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<a href="https://www.linkedin.com/in/john-bailey">John Bailey</a> has spent most of his career figuring things out as he goes. He started in the automotive industry, where he worked for more than 20 years, before teaming up with his brother to run a home renovation business. When the 2009 recession forced that business in a new direction, he took it as an opportunity to go out on his own. He wasn’t just looking for another job. He wanted something stable, something with a recognizable name behind it and a system he didn’t have to build from scratch. That search led him to&nbsp;<a href="https://franchise.twomenandatruck.com">TWO MEN AND A TRUCK®</a>, the international, full-service franchised moving company.Sixteen years later, that decision has grown into a five-location operation serving Midtown, Downtown, the Beaches, Thornhill and Vaughan. Bailey runs his teams with a simple mindset: He treats his movers like athletes and puts a heavy emphasis on showing up for customers the right way every time. It’s a big reason why most of his business now comes from referrals. Today, his crews handle everything from everyday family moves to high-profile clients like the Toronto Raptors and the Toronto Maple Leafs, while still staying involved in the community through efforts like<a href="https://twomenandatruck.ca/movers-for-moms-program">&nbsp;Movers for Moms®</a>.1851 Franchise sat down with Bailey to discuss his journey as a business owner with&nbsp;<a href="https://1851franchise.com/twomenandatruck">TWO MEN AND A TRUCK</a>. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?John Bailey:&nbsp;I am 63 years old and live in the Scarborough area of Toronto. We opened our TWO MEN AND A TRUCK location at 153 Bridgeland Avenue 16 years ago, and we are moving into our 17th year soon. We run a very team-oriented company culture, and I actually see our business as a sports franchise. Our movers are essentially athletes who lift and move furniture all day.1851: What did you do before franchising, and how did you decide franchising made sense for you?Bailey:&nbsp;Prior to franchising, I worked in the automotive industry for 21 years. After that, I was involved in a home renovations business with my brother, which eventually grew to serve all of Ontario and Alberta. Around 2009, the recession led to a shift in that home renovations business, so I decided to pursue a different direction. I wanted to do my own thing, separate from working with my brother, so I started with one TWO MEN AND A TRUCK franchise and have since expanded to five units.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?Bailey:&nbsp;I initially viewed franchising as just buying into an established brand and system, noticing that many large businesses like McDonald’s and Tim Hortons operate that way. Now that I am in it, I highly recommend becoming a franchisee because of the incredible support system available when challenges arise. However, I want people to know that a good brand does not automatically run itself. Starting a new business requires immense effort and hard work; you have to be actively involved in making it grow.1851: What made you pick this brand? What excites you most about this company?Bailey:&nbsp;I chose TWO MEN AND A TRUCK for the stability and the support system it provides, allowing for communication and problem-solving with other individuals in the system. It has a great brand name, but a key reason for selecting this brand specifically was the ability to work on the business rather than in it. I am most excited by the corporation’s genuine care for its franchisees and their desire for everyone to succeed and achieve a better quality of life.1851: What do you hope to achieve with your business? What are your plans for growth?Bailey:&nbsp;I aim for continued growth and financial stability in my business, and I would be interested in acquiring more territories if they become available. Culturally, my goal is to always exceed customer expectations and create “raving fans” rather than just satisfied customers. That commitment to service has resulted in a consistently high referral rate that often exceeds 96% every year.1851: Is there anything else about your story you want us to know?Bailey:&nbsp;We do a lot of exciting commercial work, maintaining contracts with high-profile clients like the Toronto Raptors and the Toronto Maple Leafs. We handle complex, last-minute moves, like shipping a player’s belongings from Florida to Sacramento during the pandemic, which really demonstrates our commitment to finding solutions for any problem. We are also heavily involved in charity events, including the annual&nbsp;Movers for Moms initiative, and for the last five or six years, we have coordinated Christmas shoebox deliveries for women in shelters and in abusive relationships across Toronto.1851: What advice do you have for other people thinking about becoming franchise owners?Bailey:&nbsp;New owners must be ready to work hard and stay closely involved in the business, especially in the early stages. I have always believed in being available when needed, and I still share my cell phone number for direct contact. Hard work is a big part of success.ABOUT TWO MEN AND A TRUCK:TWO MEN AND A TRUCK is an international, full-service franchised moving company with more than 430 locations and 3,000 trucks operating in 48 U.S. states in addition to Canada, Ireland, and the UK. Each location is independently owned and operated, and together, the TWO MEN AND A TRUCK network has performed more than 10 million moves since its inception in 1985. The moving company has been in Canada for the past 20 years, and more than 30 franchise locations are operating within Canada. In 2024, the Canadian locations moved 26,000 customers while maintaining a 95% referral rating, living up to the brand’s tagline as the Movers Who Care®.&nbsp; TWO MEN AND A TRUCK offers comprehensive home and business moving services, professional packing and unpacking, and storage and junk removal services.

image of franchisee John Bailey Two Men and a Truck owner from toronto 

After losing a business in the 2009 recession, Bailey found a new path, and sixteen years in, his leadership and commitment to service continue to shape the way he runs and grows his business.

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image of sweta goyal, puneet mittal, mamta singhal, rajneesh signhal from paris baguette from texas

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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.

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How Toppers Pizza’s Franchisee, Bill Stayduhar, Continues To Grow With the Franchise After Two Decades

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