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When it comes to indoor air quality,&nbsp;<a href="https://www.linkedin.com/in/lane-martin-7377a114/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=lane-martin-modern-purair-franchise-american-expansion-interview-2731001" target="_blank" rel="nofollow">Lane Martin</a> has built a strong name for himself by blending innovation and technology alongside a thorough understanding of the service industry. Growing up in the duct cleaning business in Canada, Martin watched his father navigate both independent operations and life as a franchisee, an experience that would shape his own approach to franchising when he founded the indoor air quality franchise&nbsp;<a href="https://modernpurair.com/franchising/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=lane-martin-modern-purair-franchise-american-expansion-interview-2731001" target="_blank" rel="nofollow">Modern PURAIR</a> nearly two decades ago in Canada.&nbsp;In 2005, Martin found himself reading an article about 1-800-GOT-JUNK, which inspired him to explore franchising more seriously. A chance meeting with founder&nbsp;<a href="https://www.linkedin.com/in/scudamore/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=lane-martin-modern-purair-franchise-american-expansion-interview-2731001" target="_blank" rel="nofollow">Brian Scudamore</a> helped Martin reverse-engineer the steps necessary to build a successful franchise system by combining operational excellence with a focus on customer experience.&nbsp;Today, as the founder of Modern PURAIR, Martin oversees a rapidly growing network of franchises across Canada and has just opened the first U.S. location in Texas, delivering the franchisor support he found to be lacking in his early franchising days.Martin recently joined 1851 Franchise Publisher&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=lane-martin-modern-purair-franchise-american-expansion-interview-2731001" target="_blank" rel="nofollow">Nick Powills</a> on the&nbsp;<a href="https://www.youtube.com/watch?v=Dnjar7RiT4s&utm_source=1851franchise.com&utm_medium=article&utm_campaign=lane-martin-modern-purair-franchise-american-expansion-interview-2731001" target="_blank" rel="nofollow">“Meet the Franchise” podcast</a> to discuss his entry into franchising, how he built a national indoor air quality franchise, his use of technology and what he learned franchising in Canada as he eyes further U.S. expansion for Modern PURAIR. A transcript of Martin’s interview with Powills, edited for length and clarity, has been provided below:&nbsp;Nick Powills:&nbsp;All right, Lane. I said not scripted, but there is one scripted question I'm going to ask, and then we go unscripted. You have the simplest LinkedIn, among the simplest I've ever seen — it says one job — so that's where the answer is going to be intriguing. How did you accidentally fall into franchising? What's your franchise backstory?Lane Martin: Honestly, I grew up in this industry. My dad's the godfather of duct cleaning here in Canada — I say that respectfully. He started in 1970 in a duct cleaning truck, so I grew up in the industry. Anyone who knows me knows I've tried to leave the industry multiple times and continually got pulled back in.The true story is, in 2005 I was reading an article in Canadian Business magazine on a similar business model. A guy had three trucks (I had three duct cleaning trucks at the time) but he set out to be the FedEx of junk removal. It turned out to be Brian Scudamore from 1-800-GOT-JUNK!, and that brand just exploded in North America.His head office in Vancouver is a 45-minute flight or three-hour drive from me. Every day I would come home and tell my wife, April, about this magical story. She got me an hour with Brian Scudamore in 2006. I sat down with him at a Starbucks in Vancouver and asked, “What did you do right in franchising in the first few years? What did you do wrong?” We reverse engineered from there. That's how I got into franchising.And I'm thankful because my brain is about the relentless pursuit of perfection in franchising, the rate of change. The first five to 10 years are difficult as a new franchisor. There’s still some hardship, but I continually get to set the vision for where the brand is going six to 12 months out, with technology at the core. The name is Modern PURAIR for that reason. We have a great tech stack and excellent customer experience. That’s the key.&nbsp;So, that's a short answer for what my resume is — little on LinkedIn.Powills:&nbsp;A few things there. Your dad, obviously, the godfather of duct cleaning – but was he in franchising or did he stay independent?Martin: He stayed independent. His first business was in Calgary, Alberta. He was a licensed gas fitter and plumber. Some commercial clients asked for duct cleaning in the 1970s. He had to research and find a duct cleaning truck. He grew that to five or six duct trucks and sold it independently.Then we moved to the Okanagan Valley in British Columbia. He bought a franchise on resale. I was eight at that point in Kelowna. Back then, franchising was different. He literally walked in and bought it – no interview. After I graduated high school, I bought into that business with him and ran a duct truck.I remember doing our royalties – not even an Excel spreadsheet. There was no franchise performance coach, no site audit, no technology. The only support was an annual convention in Winnipeg in January at minus 30 degrees. That was my dad's experience. We sold it and, in 1996, we had a five-year non-compete – which is when I got pulled back into the industry. I grew it as an independent model and started franchising in 2007.Powills:&nbsp;Winnipeg probably represented how they treated franchisees.Martin: They took us to a hockey game. The old Jets, NHL. The franchisors had a limo – but they put us on a school bus with a broken heater. It was minus 30 out. Then they put us in the nosebleeds. I had never been to an NHL game. But I was excited.Powills:&nbsp;So, you graduate high school and join your dad. Did you understand franchising at that point?Martin: No. Franchising was getting a name and paying a fee. There were no systems, no support. My mom answered the phone. Later, after meeting Brian Scudamore in 2006, we hired a brand designer and agency to build our brand. About nine months in, they pointed out a conflict: duct trucks emit pollution while cleaning inside. Portable technology wasn't available then, so we developed our PURAIR vacuum: more suction than a duct truck, zero emissions, exclusive to our brand.Powills:&nbsp;How monumental is that, showing customers what comes out?Martin: Huge. Clean trucks, uniform technicians, upfront pricing, 30-day satisfaction guarantee. We show clients what we get from every residential job. Customer experience is critical. We've passed 12,000 five-star Google reviews in Canada. Competitors are around 2,000.Powills:&nbsp;During your five-year non-compete, what were you doing?Martin: I applied for a job at a furniture store, became assistant manager, then district manager. Opened eight locations with 450 people reporting to me. Later, I co-founded Sklar Peppler Sofa Shop in Western Canada with high school friends. We raised about a million. First day, my ex-employer challenged me for conflict of interest. Six months in court. I won. But we lost the store. I lost money, went through a divorce and became a cell phone rep at Rogers Wireless. Then a restoration company owner called. Restoration is 30% of our revenue now. My dad wasn’t interested in scaling, so we bought a $130,000 truck in 2001. So, I was back on the truck – hated it – but eventually scaled to franchising.Powills:&nbsp;Every franchise buyer looks at culture and business model. Your story shows silver linings. How did that shape Modern PURAIR?Martin: A hundred percent. It's how we handle challenges every day.Powills:&nbsp;How many units do you have today?Martin: 22 franchises across Canada, 75 territories. We recently opened in the U.S. The first franchise is in North Houston, Texas.Powills:&nbsp;Do you look at expanding into other areas or stick to indoor air quality?Martin: Stick to what we know. Indoor air quality is huge in the U.S. and Canada. Adding services like irrigation would be a distraction. Specialization is key. We three to five times outperform similar brands because we focus only on our services.Powills:&nbsp;How do you control the entrepreneurial urge to diversify?Martin: Rate of change drives us. The brand evolves constantly. New technologies in the next 12 to 18 months could open new verticals – but we stay focused now.Powills:&nbsp;How do you reach potential franchise buyers?Martin: Nobody dreams of owning an indoor air quality franchise. We get to be the first. Brian Scudamore cemented that for me: stick to what you do best. We're the FedEx of indoor air quality in the U.S., building from rural Canada to national scale. Finding the right owners is key.Powills: So, in closing, what does it cost to get in? How much I can make? How do you answer that?Martin:&nbsp;We have an amazing 25 page item 19 in our financial disclosure document (FDD) that is great.&nbsp;Powills: 25 pages?Martin:&nbsp;A&nbsp;25 page item 19 that rocks – full transparency. It looks great. So, that's the biggest thing that I would look at as far as what it costs.Powills: I think you're doing fantastic stuff. To anybody that's even considering home service, they should put you in the mix.Martin:&nbsp;This has been a tremendous help. I love it. Thank you.Powills: For Lane, I'm Nick. This is another episode of&nbsp;Meet the Franchise. Go check out Modern PURAIR.Watch the full interview&nbsp;<a href="https://www.youtube.com/watch?v=Dnjar7RiT4s&utm_source=1851franchise.com&utm_medium=article&utm_campaign=lane-martin-modern-purair-franchise-american-expansion-interview-2731001" target="_blank" rel="nofollow">here</a>.

Lane Martin and the Growth of Modern PURAIR | Franchise Interview

1851 Franchise

https://www.youtube.com/embed/Dnjar7RiT4s

Modern PURAIR founder Lane Martin discusses growing up cleaning ducts with his father, learning from 1-800-GOT-JUNK’s Brian Scudamore and scaling Modern PURAIR as it expands from Canada into the U.S.

How Lane Martin Built Modern PURAIR Into a North American Indoor Air Quality Franchise

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units

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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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Is franchising better than starting a business from scratch? For many&nbsp;<a href="https://1851franchise.com/a-beginners-guide-to-franchising-how-the-model-works-2724686">prospective entrepreneurs</a> weighing the idea of ownership, the answer to that question can be both yes and no. Franchising offers a proven system and built-in support. Starting from scratch allows greater flexibility and control. And a proper understanding of the trade-offs can help potential owners decide which path is most aligned with their business goals.According to&nbsp;<a href="https://drymedicfranchise.com/">DRYmedic Restoration</a> franchisee&nbsp;<a href="https://www.linkedin.com/in/keith-carlson-29b0a930/">Keith Carlson</a>, the appeal of franchising often starts with structure. “The yes is that you have an automatic blueprint,” he said. “You’re in. You don’t have to think of everything. You don’t have to come up with your business plan or your marketing plan.”As Carloson noted, franchisors generally provide detailed guidance on everything from licensing and certifications to business structure. “All of those things are done. Or they’re in a list or part of a large checklist,” he said. “From that perspective, it’s simpler on the back end.”<h2>Franchising Vs. Starting From Scratch: Key Considerations</h2>So,&nbsp;<a href="https://1851franchise.com/buying-a-franchise-vs-starting-from-scratch-2725815">is franchising better than starting a business from scratch</a>? Here are five areas to consider:1. Built-In Systems Vs. Total Control Franchising provides a tested playbook. But it comes with rules. “If you’re in a franchise, every time you want to do something that’s outside their playbook, you have to ask permission,” Carlson reminds. Independent owners, on the other hand, can pivot freely but must build systems from the ground up (which takes time and resources).2. Fees and Royalties Franchise fees and royalties are part of the deal. It’s important to both understand and plan for them accordingly.3. Experience and Support One of franchising’s biggest advantages is access to experienced operators. Carlson recalled his first job after signing his initial work order: “I was nervous. But I had somebody on the phone within 10 minutes saying, ‘You’ve got to do this, this and that,’” he said. “It was so easy to get through that first job because there was no guesswork.”4. Following The System (With Local Flexibility) While local nuances aren’t always captured in a national system, the strength of a proven system remains a franchising hallmark.5. Long-Term Upside Starting a business from scratch can be more lucrative. “But it depends on the level of effort you want to put in,” Carlson reminds potential zees.<h2>The Bottom Line</h2>So, is franchising better than starting a business from scratch?&nbsp;<a href="https://1851franchise.com/franchising-and-the-american-dream-2730380">Franchising</a> can reduce risk, shorten the learning curve and provide critical support (especially early). Independent startups can offer more autonomy and, potentially, greater long-term rewards. Therefore, an honest assessment of tolerance for structure, fees and self-direction can help those considering entrepreneurship to properly assess the ownership situation best aligned with one’s goals for success in the business opportunity.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.

Is franchising better than starting a business from scratch?

Is franchising better than starting a business from scratch? Franchising offers a proven system and support. Starting from scratch provides flexibility and control. Here’s how to assess the tradeoffs.

Is Franchising Better than Starting a Business from Scratch? A Guide

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When evaluating a franchise opportunity, there’s an important early step: how do I research franchise complaints? Understanding the issues both current and former franchise owners have experienced can help prospective franchisees make better-informed decisions that increase the likelihood of selecting a brand aligned with their business goals.Franchise consultant&nbsp;<a href="https://www.linkedin.com/in/franchise-guru/">Lisa Welko</a> of&nbsp;<a href="https://integrityfranchisegroup.com/">Integrity Franchise Group</a> emphasizes the importance of validating information through direct research. “The most important thing about researching any franchise is the opportunity to validate with franchise owners personally,” Welko said. “Use the reviews to formulate your questions and opinions. And then validate those findings with actual owners in the system.”<h2>Start With The Basics: Public Records And Online Tools</h2>How do I research franchise complaints?&nbsp;It starts with sources that are accessible and objective.<ul><li>Franchise Disclosure Document (FDD):&nbsp;<a href="https://1851franchise.com/understanding-item-3-of-the-franchise-disclosure-document-litigation-history-2703061">FDD Item 3</a>, litigation history, lists pending litigation or past legal issues involving franchisees that can be potential&nbsp;<a href="https://1851franchise.com/red-flags-to-look-out-for-when-doing-franchise-research-2723769#stories">red flags</a>. &nbsp;</li><li>State Regulatory Agencies: Many states publish franchise or business complaints (including the Attorney General’s office). &nbsp;</li><li>Online Reviews and Forums: While helpful for providing additional context, they should not be used as the only source of research. “Just like anything on the internet, we need to remember ‘Buyer Beware,’” said Welko. “Online reviews can be a helpful tool. But we need to remember that it’s one tool in the arsenal. So, don’t let one bad review torpedo your research.”</li></ul><h2>Speak Directly With Franchise Owners</h2>Nothing replaces firsthand insights. Contacting current – and former – franchise owners to ask about their experience with franchisor support, operations and growth potential is a critical part of the validation process. It’s essential to pay attention to recurring themes in their feedback, both positive and negative, to identify potential risks (or opportunities) correctly.&nbsp;<h2>Practical Takeaways For Evaluating Franchise Complaints</h2><ol><li>Verify Patterns, Not One-Offs – A single complaint may be an isolated incident. Look for repeated issues that may indicate systemic challenges. &nbsp;</li><li>Check The Age Of Complaints – Older complaints may reflect resolved issues or changes in leadership (while recent complaints can indicate ongoing issues). &nbsp;</li><li>Ask Specific Questions – When speaking with franchisees, ask about areas like training, corporate support and general operational challenges. &nbsp;</li><li>Evaluate The Brand’s Response – How a franchisor addresses complaints can reveal the level of transparency, responsiveness and commitment provided to franchise owners. &nbsp;</li><li>Integrate Findings Within Decision-Making – Use complaint research as part of a larger due diligence process (along with financials, market analysis and personal goals).</li></ol><h2>The Takeaway</h2>So, how do I research franchise complaints?&nbsp;Doing so is essential. Utilizing a combination of public records, online insights and&nbsp;<a href="https://1851franchise.com/what-is-the-value-of-franchisee-validation-in-the-franchise-sales-process-2703208">direct validation with franchisees</a> (past and present), potential franchise owners can better evaluate both risk and opportunity. By following a structured approach, actionable insights that build confidence in the franchise decision-making process can be identified.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 do I research franchise complaints? In this guide with expert tips, learn how to uncover patterns, validate insights with franchisees and make informed franchise investment decisions.

How Do I Research Franchise Complaints? A Guide For Prospective Franchisees

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What should I look for in franchise leadership? It’s a big question. For prospective franchise owners, understanding the qualities and support provided by corporate leadership can ultimately be a deciding factor in long-term success. Strong, accessible leadership can make all the difference between a thriving franchise and a challenging experience.<h2>Why Leadership Matters</h2>Franchise leadership sets direction by establishing a tone for operations, growth and daily support.&nbsp;<a href="https://www.zaxbys.com/franchise">Zaxby’s</a> franchisee&nbsp;<a href="https://www.linkedin.com/in/richard-schott-b17436a7/">Richard Schott</a> emphasizes that effective corporate support can be “one of the most empowering relationships – they fight for you and support you in a multitude of ways.” Conversely, disconnected or overextended leadership can leave franchise owners at the local level feeling isolated, hindering the ability to scale.<h2>Key Qualities To Look For</h2>So, what should I look for in franchise leadership?&nbsp;Schott recommends placing a focus on four critical traits: authenticity, experience, objectivity and accessibility. “When you can relate to senior leadership that isn’t trying to blow you away with business jargon… it tends to draw the franchisee closer and develop the trust that is crucial for a successful relationship,” he said. Whether conveying good or bad news, communication that’s both timely and genuine can help establish strong rapport, setting the stage for mutually beneficial collaboration.<h2>Practical Takeaways For Prospective Franchisees</h2><ol><li>Assess Support Systems – Determine whether leadership provides consultants or field visits to observe operations firsthand (rather than just reviewing reports). &nbsp;</li><li>Evaluate Responsiveness – Look for leadership that is accessible through calls, emails or franchise committees. Schott notes that participation in subcommittees “drives a very responsive dialogue between my group and the brand.” &nbsp;</li><li>Prioritize People Over Rapid Growth – Franchisors that prioritize the careful vetting and selection of franchise owners with strong operational capabilities over rapid expansion can create a more sustainable form of success. &nbsp;</li><li>Understand Financial Focus –&nbsp;<a href="https://1851franchise.com/leadership-tips-for-franchise-owners-2726313">Effective leadership</a> balances growth with franchisee cash flow, ensuring discussions aren’t solely about revenue or royalties. &nbsp;</li><li>Seek Authentic Engagement – Leadership that is relatable, honest, proactive and experienced fosters trust, which enables franchise owners to approach challenges openly and with confidence.</li></ol><h2>Making An Informed Choice</h2>Knowing&nbsp;<a href="https://1851franchise.com/guide-to-buying-another-franchise-how-to-evaluate-the-leadership-of-a-brand-2726422">what to look for in franchise leadership</a> can help potential franchise owners to make informed decisions.&nbsp;So, what should I look for in franchise leadership?&nbsp;By evaluating support systems, accessibility, growth philosophy and communication style, prospective franchisees can better align themselves with brands that help cultivate long-term success.Strong leadership isn’t just a benefit. It’s a cornerstone of franchise success. A proper understanding of just how a franchisor engages, supports and communicates can help zees select a properly aligned partner that prioritizes growth and stability.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.

What should I look for in franchise leadership?

What should I look for in franchise leadership? In this guide with expert tips, discover the key qualities and support systems helping owners succeed and grow with confidence in their franchise.

What Should I Look For in Franchise Leadership? A Guide For Prospective Franchisees

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How Lane Martin Built Modern PURAIR Into a North American Indoor Air Quality Franchise

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