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Entrepreneurism is present in any successful business, but it is at the heart of small and mid-sized business.
And so that we&#8217;re on the same page, let&#8217;s look at small to mid-sized businesses for what they are: If you are operating a company with revenues between zero and $300 million in the United States, you&#8217;re probably running a small to mid-sized business.
That&#8217;s purely my definition. There&#8217;s nothing scientific about it. Those simply are numbers to frame the context of the thinking I am about to borrow from the insights of others and share with you.
The entrepreneur that is building his or her business from scratch is a fascinating character with so many incredible traits, and embodies what many could hold up as the portrait of the American success story.
Entrepreneurs can find themselves in a difficult and unfamiliar space within franchising. That may seem somewhat counter intuitive, but it plays out time and time again and is among the foremost reasons behind the value that franchise brands place on finding multi-unit owners.
In Michael Gerber&#8217;s book, &#8220;The E-Myth Revisited: Why Most Small Businesses Don&#8217;t Work and What to Do About It,&#8221; which remains a fascinating read some 11 years since it was published, he suggested that The Entrepreneur in us, &#8220;lives in the future, never in the past, rarely in the present.
&#8220;He&#8217;s happiest when left free to construct images of &#8220;what-if&#8221; and &#8220;if-when&#8221; &#8230; In business, the entrepreneur is the innovator, the grand strategist, the creator of new methods for penetrating or creating new markets, the world-bending giant &#8211; like Sears Roebuck, Henry Ford, Tom Watson of IBM (not the golfing great), and Ray Kroc of McDonald&#8217;s.
&#8220;The entrepreneur is our creative personality &#8211; always at its best dealing with the unknown, prodding the future, creating probabilities out of possibilities, engineering chaos into harmony. Every strong entrepreneurial personality has an extraordinary need for control. Living as he does in the visionary world of the future, he needs control of people and events in the present so that he can concentrate on his dreams.&#8221;
Gerber goes on to suggest that the entrepreneur also, &#8220;creates a lot of havoc around him, which is predictably unsettling for those he enlists in his projects,&#8221; and, as a result, &#8220;often finds himself rapidly outdistancing the others.&#8221;
Sound like anyone you know? Ah, it should. If you are an entrepreneur, you are in some ways a madman (or madwoman &#8211; this never was meant to be gender-biased).
But that&#8217;s what makes for great businesses: A highly driven, highly focused person is going to be fixated on the future in such a way that they can see the end in mind. It&#8217;s extremely personal territory and the quest to succeed can be all encompassing.
The small/mid-sized business owner is not walking a tightrope in today&#8217;s economic times, they are sprinting across the wire as arrows are being launched at them from all directions &#8211; bobbing and weaving, while making their way across a wire that doesn&#8217;t always have a clear platform on the other end.
As 1851franchise.com is a publication that serves to provide content specifically to the franchising industry, it would seem relevant to intersect the ideas from Gerber&#8217;s thinking and apply it to the business methodology that connects all within the franchise industry.
It reasons that, especially in franchising and with franchise brands, the pure and unbridled entrepreneur isn&#8217;t necessarily the best fit for franchising &#8211; especially if they view their franchise as their business in the way that non-franchise business owners view most going concerns.
The business, defined as the operational activity that they endeavor under the auspice of the brand system they have joined, is theirs. However, it is theirs only to the extent that they have bought into a specific system. And although the franchisee holds rights within a trade area and operates a business that could succeed or fail, the brand itself has rules, guidelines and specific operational practices that are designed to be closely followed &#8211; not expanded upon or experimented with &#8211; by the individual franchisee.
Does that mean that a franchisee can&#8217;t be an entrepreneur? No, not by a long shot. The true opportunity for the entrepreneur in franchising is to not view their franchise as their business to tinker with, adjust or in some specific way deviate from the system, but to manage against guidelines to ensure best outcomes.
That controlled focus might be turned over, as Gerber would suggest in his book, to the second and third personalities of the small/mid-sized business owner: The Manager and the Technician.
The manager is, of course, the pragmatist who takes the vision and channels all of those wild dreams into specific activities to be accomplished. The technician then becomes the person that is the doer of those tasks set forth by the manager.
And the best small/mid-sized business owner, as Gerber so astutely asserts, is the rare person who can balance the three distinct personalities of what many perhaps consider solely to be &#8220;the entrepreneur,&#8221; but in reality must be composed of The Entrepreneur, The Manager and The Technician.
The most likely to succeed are those that can rationalize those traits as soon as possible &#8211; if not from the outset of their business journey.
Best of luck.
&#8226;&nbsp;&#8226;&nbsp;&#8226;
If you are interested in reading all of Gerber&#8217;s thoughts in the near-perfect clarity of straightforward writing, pick up a copy of his book via Amazon.com through this <a href="http://www.amazon.com/The-E-Myth-Revisited-Small-Businesses/dp/0887307280/ref=sr_1_1?ie=UTF8&amp%3Bqid=1400596708&amp%3Bsr=8-1&amp%3Bkeywords=e-myth&utm_source=1851franchise.com&utm_medium=article&utm_campaign=krug-harnessing-your-inner-entrepreneur-can-be-a-challenge-619" target="_blank" rel="nofollow" target="_blank">link</a>.
&#8226;&nbsp;&#8226;&nbsp;&#8226;
As always, stay classy.
Chris Krug is president of the progressive media communications firm No Limit Agency* in Chicago. No Limit is a full-service agency whose practice focuses on strategy, brand management, creative campaigns and delivering unparalleled earned placement in the media. No Limit Agency works with some of the best-known and fastest-growing brands in North America, and that&#8217;s not a coincidence. Contact Krug by calling 312-526-3996 or via email at&nbsp;<a href="&#109;&#97;&#105;&#108;&#116;&#111;&#58;&#107;&#114;&#117;&#103;&#64;&#110;&#111;&#108;&#105;&#109;&#105;&#116;&#97;&#103;&#101;&#110;&#99;&#121;&#46;&#99;&#111;&#109;" target="_blank" rel="nofollow">krug@nolimitagency.com</a>.

1851 Franchise

Entrepreneurism is present in any successful business, but it is at the heart of small and mid-sized business.

And so that we’re on the same page, let’s look at small to mid-sized businesses for what they are: If you are operating a company with revenues between zero and $300 million in the Unite.....

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

Krug: Harnessing your inner entrepreneur can be a challenge  

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Caring Transitions

Why Couples Are Choosing to Own a Caring Transitions Franchise Together

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TruBlue Home Service Ally

TruBlue Home Service Ally Closes Out 2025 With Record Growth and Accelerating Demand for Aging-in-Place Services

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Strategic Franchising

The Power of Mentorship in Franchising With Strategic Franchising Systems

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The Benefits of Owning a Caring Transitions Franchise: Why Entrepreneurs Are Choosing the Senior Services Industry

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Comfort Keepers

Comfort Keepers franchise, Comfort Keepers Salt Lake City, Comfort Keepers Utah

Why Utah Is a Top Expansion Market for Senior Care Franchises: Comfort Keepers® Targets Growth in Salt Lake City and Beyond

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Restaurants Stand Out in 2025 Hiring as Consumers Look for Simple Treats

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Photo of SONIC franchise logo against blue sky backdrop

KBP Brands Acquires 78 SONIC Locations Across Five States

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IFA Releases 2026 Franchising Economic Outlook Report, Predicting Over 12,000 New Franchised Businesses This Year

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Restaurants Eye $1.55 Trillion in 2026 Sales as Value and Cost Pressures Define the Year

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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<a href="https://kbpbrands.com/">KBP Brands</a>, the multi-brand franchisee group with over 1,100 restaurants across 32 states,&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">has announced</a> its acquisition of 78 additional SONIC units. The new units are spread across Ohio, Kentucky, North Carolina, Tennessee and Virginia.This is the second SONIC acquisition KBP has completed in less than two years, and it makes KBP the fourth-largest SONIC franchisee in the system with 164 total locations across eight states.“We’ve had a successful five-year partnership with Inspire Brands and have seen strong results from our initial SONIC purchase,” KBP CEO&nbsp;<a href="https://www.linkedin.com/in/mike-kulp-820820">Mike Kulp</a> said in a statement. “We look forward to expanding that with a larger footprint and additional operational efficiencies.”KBP is one of the country’s largest franchisee groups, reporting approximately $1.5 billion in annual sales across its portfolio, which includes KFC, Taco Bell and Arby’s, another Inspire Brands franchise."Our relationship with KBP Brands continues to grow due to their operational excellence and our shared commitment to guest satisfaction and a culture that champions innovation," said&nbsp;<a href="https://www.linkedin.com/in/john-kelly-b48426b">John Kelly</a>, brand president at SONIC. "KBP's expansion with SONIC demonstrates their dedication to our vision and the brand's long-term growth."Read the full press release&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

As the health and wellness business in America continues to fill out, the fitness industry is growing alongside it. The industry now generates&nbsp;<a href="https://www.ibisworld.com/united-states/industry/gym-fitness-franchises/5599/">over $7 billion</a> in annual revenue, with a revenue increase of nearly 3% in 2023 alone.Rebounding since COVID, both big box and boutique franchises have shown&nbsp;<a href="https://athletechnews.com/fitness-franchising-by-the-numbers-10-key-stats/">membership growth</a>, with premium establishments up 21% compared to a whopping enrollment bump of almost 70% on the budget gym side.&nbsp;&nbsp;<h3>The Pros And Cons Of Big Box Gyms</h3>When it comes to choosing the right fitness franchise, there are pros and cons to each.Big box gyms are able to cast a wider net, attracting a clientele ranging anywhere from newbie to seasoned veteran, with a lower cost of entry potentially attracting even the marginally curious to the idea of a well-established, properly marketed brand.&nbsp;Big box and other low-cost fitness franchises are also able to capitalize on services like personal training and retail amenities, increasing revenue.Driven by recurring membership fees, big box gyms generally cost less. However, the wider net cast in terms of building a clientele, tends to require more equipment in a bigger space, increasing costs like rent. And with a wider array of workout machines to both service and maintain, additional costs tend to follow.<h3>The Pros And Cons Of Boutique Fitness Concepts</h3>On the boutique side, franchises are typically able to offer a more personalized fitness experience, catering to niche markets with an eye on community, quality and loyalty. However, a more hands on approach to management and day-to-day operations may also be necessary to deliver the more customized, immersive experience often demanded of the more boutique environment.As a result, boutique fitness concepts are typically able to capitalize on a more premium pricing model driven by the idea of exclusivity.But, while less equipment in a smaller space can help rein in expenses, it can also be difficult to build the more specific clientele required by the boutique experience, rendering selection of proper location crucial.<h3>Finding The Right Fit</h3>As potential franchisees assess the available opportunities in the fitness franchise realm, it’s important to ponder a number of factors which can impact the bottom line.In terms of budgeting, a full understanding of both initial investment and ongoing operational costs is crucial.&nbsp;Getting to know the customer and surrounding area can help franchisees assess just how much the consumer is looking to pay for a gym membership, helping clarify the big box versus boutique decision when it comes to the question of how to buy a franchise.There’s also market saturation, with big box gyms in particular becoming an increasingly crowded marketplace.On the management side, it’s important for franchisees to seize upon a specific approach, whether it’s applying a more hands on style to the level of personal interaction required on the boutique side or focusing on the moving parts in play in the larger, more complex big box environment.&nbsp;When it comes to buying a fitness franchise, an understanding of the consumer, proper assessment of the marketplace and specific approach to management can go a long way towards avoiding potential risk, helping franchisees find success as they ponder entrepreneurship via fitness franchises.For more info on fitness franchises, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/fitness-franchises-2025-trends-opportunities-2729600">The Rise of Fitness Franchises in 2025: Trends, Opportunities and What to Expect</a></li><li><a href="https://1851franchise.com/top-health-and-wellness-franchises-2729821">Top 15 Health and Wellness Franchises Opportunities for 2025</a></li><li><a href="https://1851franchise.com/fitness-wellness-franchise-guide-2729443">How To Choose the Right Fitness or Wellness Franchise for You</a></li></ul>

Buying a fitness franchise, people exercising

Boutique vs. Big Box Gym Franchises: Which Offers Best ROI in the $7 Billion Fitness Market?

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The&nbsp;<a href="https://www.franchise.org/">International Franchise Association</a> has released its annual&nbsp;<a href="https://www.franchise.org/franchising-economic-outlook/">Franchising Economic Outlook</a> report for 2026, painting the picture for a positive year of growth after notable economic turbulence in 2025.“The resilience of franchising has enabled our model to adapt, endure and thrive in the face of challenging macroeconomic headwinds,”&nbsp;<a href="https://www.linkedin.com/in/matthewhaller">Matt Haller</a>, IFA president and CEO, said in a release. "After a year of recalibration, franchising is better positioned to navigate an improving economic environment than independent businesses due to tax certainty, lower interest rates and investments in AI that will propel brand growth, franchisee unit-level economics and wage growth for the franchise workforce."The report features key industry projections for the year, including:<ul><li>The addition of over 12,000 new franchised businesses</li><li>The addition of over 150,000 jobs — meaning the industry will represent nearly 8.9 million jobs</li><li>An increase in total franchise GDP from $549.9 to $558.4 billion</li><li>An increase in multi-unit ownership as current single-unit franchisees pursue scale</li></ul>In addition to the strength of the industry as a whole, the organization highlighted segment-specific trends.&nbsp;<ul><li>This year, child services and commercial and residential services are recognized as top performers, expected to achieve a 3.2% year-over-year growth rate.</li><li>A focus on experiential dining, rather than value alone, may drive full-service restaurants to outpace quick-service brands in output growth.</li><li>Preventive health care has risen to be the third-largest franchised industry, and it represents strong opportunities as consumer awareness surrounding preventive health care persists.</li></ul>In terms of growth markets, Texas continues to lead the country as the fastest-growing state for franchising, followed by Florida, Georgia, Arizona and North Carolina. Michigan, Ohio and Utah have joined the top 10 this year thanks to their relative affordability and the potential they offer for market leadership and long-term growth.The outlook for 2026 is upbeat, and the drivers behind it look different than they did a few years ago. More brands are putting AI and automation to work in day-to-day operations, which helps franchisees move faster on basics like scheduling and inventory and stay tighter on margins.The growth in multi-unit ownership points to a shift in how people are approaching franchising. More operators are treating it like a scalable investment, focused on building an asset, not just buying themselves a job.As the year ramps up, IFA’s data suggests growth in 2026 will be driven by those leveraging the scale of the franchise model, embracing a tech-forward approach to business ownership, and staying agile in an evolving business landscape.Find the full 2026 Franchising Economic Outlook report&nbsp;<a href="https://www.franchise.org/franchising-economic-outlook/">here</a>.

McDonald’s is tightening its franchising standards to make “value” a new performance metric. It will soon judge franchisees not just on operations and service standards, but perceived value, too,&nbsp;<a href="https://www.cnbc.com/2025/12/08/mcdonalds-value-franchising-standards.html">CNBC reports</a>.“Effective January 1, 2026, we are enhancing our global franchising standards across all Segments to reinforce accountability for value leadership,”&nbsp;<a href="https://www.linkedin.com/in/andrew-gregory-1644a376/">Andrew Gregory</a>, McDonald’s senior vice president of global franchising, development and delivery, wrote in a memo issued Monday and obtained by CNBC. “With enhanced standards, we aim to provide greater clarity to the system to ensure every restaurant delivers consistent, reliable value across the full customer experience.”Conversations around&nbsp;<a href="https://1851franchise.com/mcdonalds-franchisees-feel-the-pressure-as-sales-decline-and-expansion-continues-2728574#stories">McDonald’s traffic and value</a> have been consistent this year, and this appears to be yet another attempt to drive success throughout the system.While franchisees will still technically set their own prices, under this new review structure, “value” becomes part of the franchise’s standards. If franchisees don’t comply, they may be subject to penalties like early termination of the franchise agreement or not being allowed to scale to additional locations.&nbsp;Value is no longer a marketing slogan or a temporary promotion. It is a key expectation of guests, and it’s becoming a contractual obligation for franchisees.Read the full article&nbsp;<a href="https://www.cnbc.com/2025/12/08/mcdonalds-value-franchising-standards.html">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

CNBC: McDonald’s Will Assess if Franchisees Are Offering Value for Customers Under New Standards

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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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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&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.”

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