Lawn Doctor

<a href="https://www.linkedin.com/company/happinestbrands/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">Happinest Brands</a>, the multi-brand home services franchisor with over 850 locations nationwide, has closed the first quarter of 2025 with some of the strongest results it’s seen in recent years. Thanks to thoughtful growth strategies and the implementation of new and improved franchisee support structures, the franchisor welcomed over a dozen new owners to the system and saw continued success in its established owners.“I really feel that we at Happinest are coming into our own,” said&nbsp;<a href="https://www.linkedin.com/in/ericmartinfranchisedevelopment/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">Eric Martin</a>, senior vice president of franchise development. “Building a multi-brand platform, especially with multiple brands in different stages of maturity, is challenging. By utilizing centralization and shared services, we’ve done a great job of establishing Happinest as the mothership, so to say, and treating the system as one without sacrificing the individuality of each brand.”<h2>Strategic Transformation for Pest Hunters-Mosquito Hunters-Holiday Humbug Lighting</h2>A significant milestone for the company has been the evolution of Mosquito Hunters into the more comprehensive<a href="https://mosquitohuntersfranchise.com/?utm_source=1851franchise&amp%3Butm_medium=referral&utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow"> Pest Hunters-Mosquito Hunters-Holiday Humbug Lighting</a> brand, marking the official launch of the three-in-one model. While the rebrand offers a range of benefits, the most notable is the expansion of market share available to franchisees. Rather than existing in the $2 billion mosquito management space, owners can now address the $26 billion pest control market.“A lot has gone into this. It's been a two-year process with different licensing and strategies and marketing tools," Martin said. "Now we have a business that's year-round, and we’re attracting a different type of owner. This is no more side hustle or seasonal 'backpack Bob' type of business. This is a year-round business that offers continuity and requires owners to build a team. It positions owners to build empires.”To support this growth, Happinest welcomed&nbsp;<a href="https://www.linkedin.com/in/miguel-diaz-34a19519/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">Miguel Diaz</a>, an experienced pest control executive who brings over 20 years of experience at Orkin, as its new director of operations.“Miguel is a key hire who is leveling us all up here,” Martin said. “He will help us drive a lot more business in the $26 billion a year pest control space.”The rebrand has also supported further franchise growth, offering an even more attractive opportunity to prospective owners.“We’ve asked our new owners whether they would’ve been interested in the franchise opportunity if it had not been for the rebrand and new service lines, and we’ve heard a resounding ‘No,’” said&nbsp;<a href="https://www.linkedin.com/in/pam-murdoch-a3745713/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">Pam Murdoch</a>, franchise development support manager. “They were looking for a year-round business with seven-figure potential, and they knew they could achieve that with this new model.”<h2>ecomaids Shows Promise with Two New Franchisees</h2>After taking time to restructure operations under new leadership,&nbsp;<a href="https://ecomaidsfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">ecomaids</a> has welcomed its first new franchise owners in some time, expanding in Richmond, Virginia, and Toms River, New Jersey, as well as leveraging the corporate flagship location in Lexington, Kentucky, for testing and training.“<a href="https://1851franchise.com/ecomaids/info">ecomaids</a> is a whole new story,” Martin said. “We’ve completely revamped our programs, products, operating systems and marketing. Our owners have noticed the difference, and they’re getting excited about it.”With a strong start to the year, ecomaids is looking to welcome four more new franchisees to the system, focusing on quality rather than quantity as it works to continue its expansion efforts.“It’s not about volume,” Martin said. “Our mission is ensuring these newer owners come on board and have a great experience. We’re setting modest goals intentionally to maintain satisfaction throughout the system.”<h2>Lawn Doctor Expands in Western States</h2>As a decades-old brand,&nbsp;<a href="https://lawndoctorfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">Lawn Doctor</a> has established a strong network of owners across the U.S. However, it continues to grow steadily, and this year, that has meant building traction in Western states like California, Oregon, Utah and Nevada.To further support the growing system,&nbsp;<a href="https://1851franchise.com/lawndoctor/info">Lawn Doctor</a> also revamped its mentorship program, launching what it calls the “Ladders Program.” This pairs franchise owners with mentors who are just one revenue band above them, allowing for more effective collaboration and accelerating growth more effectively.&nbsp;“For example, if you’re at half a million, we’ll have you meet with the owner doing a million,” Martin said. “This sets the stage for more productive conversations rather than pairing the new owner who is at $300,000 with the person exceeding a million. The new owner is more focused on the strategy to reach half a million than they are thinking about how they’re going to get to $1.5 million.”<h2>Implementation of the Entrepreneurial Operating System</h2>While changes across all of the brands, ranging from nuanced to notable, supported the forward momentum of the Happinest Brands system, larger-scale initiatives like the implementation of the Entrepreneurial Operating System further standardized practices throughout the system.“With EOS, everything is becoming very streamlined,” Martin said. “We’re hyper-organized, and we have A players in the right seats.”Leaders at the brand level, including ecomaids CEO&nbsp;<a href="https://www.linkedin.com/in/rachelsouthard/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">Rachel Southard</a> and Lawn Doctor Vice President of Operations&nbsp;<a href="https://www.linkedin.com/in/david-newman-95b8b93/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">David Newman</a>, affirmed the value of the EOS, sharing excitement about the opportunity to share best practices across brands within the organization and create additional structure for working efficiently as a team.Looking toward the remainder of the year, the Happinest Brands team is excited to maintain the momentum built in the first quarter, pursuing meaningful growth across all of its brands. With explosive growth for&nbsp;<a href="https://sparklesquadfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">Sparkle Squad</a> in its first full year of franchising, the leadership team is focused on ensuring proper support for owners at all stages. For Lawn Doctor, the team is looking to bring on 10 or more new franchise owners before the end of the year.&nbsp;<a href="https://1851franchise.com/mosquitohunters/info">Hunters-Humbug</a> has the capacity to support nine new franchisees by end of year, and the ecomaids team has set a modest goal of four more new owners.Behind all of Happinest’s development is a steadfast commitment to the franchise model and the entrepreneurs who have invested in it. As each brand grows, Martin reiterated that the team will focus on ensuring franchisees have access to the support necessary to succeed, prioritizing healthy growth over high numbers.“The first quarter has been good. We’re always very thoughtful with our growth,” Murdoch said. “There’s definitely been a lot of growth and activity, but it’s not without a thoughtful, well-planned strategy. Staying true to that strategy, we have another great year ahead of us.”To find out more information on Happinest Brands, please visit&nbsp;<a href="https://www.linkedin.com/company/happinestbrands/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-q1-2025-growth-2729124" target="_blank" rel="nofollow">https://www.linkedin.com/company/happinestbrands/.</a>&nbsp;

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Happinest Brands Reports Franchise Growth and Strategic Evolution in Q1 

1851 Franchise

With new franchisees, a rebranded business model and operational upgrades across its portfolio, the multi-brand franchisor is poised for continued success throughout 2025.

This brand page has been paid for by LAWN DOCTOR. 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

Happinest Brands Closes Strong Q1 With Strategic Growth, System-Wide Enhancements

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Navy Veteran, Former Field Service Engineer Celebrates Early Success With Lawn Doctor Franchise

Former Lawn Doctor Employees Journey Back to Ownership Led to Succession Success Story

Entrepreneur: For 47 Years, This Brand Has Kept Up With McDonald's and Dunkin. Have You Heard of It?

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Lawn Doctor Franchise Costs, Fees, Profit and Data for 2026

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Happinest Brands Turns the ‘Off-Season’ Into a Bright Spot for Franchisees

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Happinest Brands Powers Through 2025 With Strong Franchise Growth Across Multiple Brands in the Portfolio

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After 11 years of ownership in Hot Springs, Arkansas, and more than 20 years with the brand, Todd and Janis Rucker have exited their&nbsp;<a href="http://lawndoctorfranchise.com">Lawn Doctor</a> franchise. In January, the pair officially closed a seven-figure deal as the business was acquired by their former general manager,&nbsp;<a href="https://www.linkedin.com/in/russell-dunning-218b1962/">Russ Dunning</a>, and his wife, Kalin, who will lead the next era of growth in the community.“When I hired Russ about six and a half years ago, I hired him with the intention of replacing me,” Todd said. “I feel like the transition with Russ was great because he’s been involved in a lot of the day-to-day decisions, and again, ultimately, we both knew that he and Kalin were going to acquire it.”While the Ruckers have spent the last few years actively preparing for a healthy exit from the Hot Springs territory, their journey with&nbsp;<a href="https://1851franchise.com/lawndoctor/info">Lawn Doctor</a> goes back much further.<h2>A Decades-Long History With the Brand</h2>The Ruckers’ first introduction to Lawn Doctor was over 20 years ago when they purchased a territory in another part of Arkansas, which they built from the ground up.“We had that up and running for about five or six years before we moved to Hot Springs,” Todd said. “After about a year there, I went to work for the local Hot Springs franchise and worked there for about five years. I was just thinking, ‘Let me get my kids through school, and we’ll see what happens.’ Then we ended up having an opportunity to buy it. We purchased that in 2015 and had it until early this year. It’s kind of a roundabout way of getting here, but had we not had the experience of learning and making a few mistakes [with our first territory], I don’t think this one would have gone quite as well.”When Todd learned of the opportunity to acquire the Hot Springs territory, he was confident that, using his prior experience as an owner and time spent as a team member in Hot Springs, he would be able to not just successfully acquire but continue to grow the business.&nbsp;<h2>A Thoughtful Ownership Journey Rooted in Stewardship</h2>A few years into leading the Hot Springs territory, Todd began looking to hire his eventual replacement, knowing the business would eventually change hands.“Our philosophy is that we don’t really own anything in this world anyway. We’re just a steward over it for a period of time,” he said. “So, when we took this business over, even though our names were on everything and we were the ‘owners’ of it, I knew we were a steward of it for a period of time. We did not know how long that was going to be. It’s a good mentality to realize that you’re not going to own anything forever. That’s freeing, in my opinion.”Though he never dodged the responsibility or accountability associated with business ownership, Todd knew that something would change down the line.“You manage it well and take care of it, but also think, down the line, what happens if I had a stroke? I want someone in there so that the business would continue on,” he said. “To make sure Janis would be alright until she could sell it, but also for everybody else that’s involved. There were 19 other families that were dependent on me being a responsible business owner. So I felt an obligation to have, at a minimum, somebody in there who would keep the day-to-day going. If we can find someone that could do the day-to-day but also transition to ownership one day — that’s even better.”When Russ joined the team, Todd took this approach. He knew that Russ would eventually take over, and he worked diligently to ensure Russ had the experience and expertise necessary to facilitate a seamless transition whenever that time came.<h2>The Road to the Exit</h2>While Todd had been working with Russ consistently to prepare him for the eventual transition, he embraced a more structured approach in early 2025.“I knew the energy had gone out of me,” he said. “I could have continued on for a couple more years with Russ running things day-to-day, but I didn’t think that was healthy for the business. I knew it was time to transition; I thought it was the fairest thing to do for everybody involved. I didn’t want the business to decline because my energy had waned.”After making the decision, though, Todd stayed engaged with Russ. He let Russ know in early 2025 that it would be their last year together, and they took on the next 12 months with intention.“That was leading into our spring season,” Todd said. “At that point, we both had to get over the shock. So we just went back to work, and throughout the year, I tried to show him the things that we did each time of the year — sales, advertising and things of that nature. He was already deeply involved, but we got him a little more involved with things like ‘Here’s who I talk to about the advertising,’ or ‘Here’s what’s going on in my mind.’”Ensuring Russ had the experience necessary and taking a step back to truly let him lead, the Ruckers set the stage for a smooth transition. While the existing team didn’t know exactly what was going on behind the scenes, Todd says they were getting accustomed to Russ being the leader and Todd and Janis popping in on occasion rather than being there all the time.Earlier this year, Todd and Janis officially exited the business, and Russ and Kalin took it over.Now in their early 60s, the Ruckers are taking time to travel, focus on their bucket list and take a bit of a breather.“Janis is happy to be a full-time grandmother. I intend to work at least part-time in the future, but I’m not sure what that will look like,” Todd said. “The immediate future is to travel and then see… I’m using this as my gap year.”As for the future of the business, the Ruckers are proud of what they’ve built and optimistic about what’s to come in Hot Springs.“Over the years, Russ has helped vet people, so they’re as much his team members as they were ours. And the fact that he was involved in the day-to-day decisions for several years was also good. It has worked out wonderfully,” Todd said. “I think Lawn Doctor of Hot Springs is in better hands now than it was when we had it. I hate to say that, but they’re very qualified. They’re great. And that’s what you want to do! You want it to get better.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/lawndoctor">https://1851franchise.com/lawndoctor</a>.&nbsp;

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Drawing on lessons from their first stage of ownership, Todd and Janis Rucker built a sustainable Lawn Doctor model that ultimately led to a seven-figure sale to their longtime general manager.

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Each year, Entrepreneur’s Franchise 500 ranking is published, highlighting the strongest franchise brands in the industry. The list is prepared through the evaluation of over 150 data points spanning categories like growth, support and financial strength. In other words, size or rapid growth alone won’t guarantee a brand a spot in the ranking.&nbsp;For many franchise brands, being included in the ranking is an important achievement. According to a&nbsp;<a href="https://www.entrepreneur.com/buying-a-franchise/for-47-years-this-brand-has-kept-up-with-mcdonalds-and-dunkin-have-you-heard-of-it">recent Entrepreneur article</a>, only three brands have enjoyed the honor every year since the ranking started 47 years ago. McDonald’s and Dunkin’, two industry giants, make sense. The third is&nbsp;<a href="https://lawndoctorfranchise.com/">Lawn Doctor</a>, a smaller brand but clearly just as strong.Part of the larger&nbsp;<a href="http://happinestbrands.com">Happinest Brands</a> portfolio,&nbsp;<a href="https://1851franchise.com/lawndoctor/info">Lawn Doctor</a> is a 665-unit lawn care brand. While the brand has evolved over the years, CEO&nbsp;<a href="https://www.linkedin.com/in/scottfrith">Scott Frith</a> told Entrepreneur that the brand’s commitment to taking care of its franchisees has also been a key contributor to its success.“My father once said, ‘Treat a franchisee as if they can leave you tomorrow and you’ll be okay.’ In other words, make sure you understand their value in building this business alongside you. And that’s been a guiding principle,” Frith said. “So a real differentiator for us is how we’ve created the structures to help every franchisee unlock [success]. We’ve really ramped up training. For new franchisees, we have pre-training with digital content, then class for a week, practical training in the field — and then it’s ongoing with new initiatives. You also have a dedicated person with you for two years.”As Frith looks toward the future, he’s transparent about what has and hasn’t worked for Lawn Doctor, and he recognizes how the brand’s strength and history benefit owners across the Lawn Doctor system and larger Happinest Brands network.“Lawn Doctor, almost 60 years old now, is bringing a lot of operational experience — nearly 4,000 years between our franchisees and our team — across the platform,” he said. “So certainly that brings value to emerging brands that are small and learning.”Read the full article&nbsp;<a href="https://www.entrepreneur.com/buying-a-franchise/for-47-years-this-brand-has-kept-up-with-mcdonalds-and-dunkin-have-you-heard-of-it">here</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/lawndoctor">https://1851franchise.com/lawndoctor</a>.&nbsp;

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Only three brands have been included in Entrepreneurs highly competitive Franchise 500 ranking every year. Lawn Doctor is one of them, standing next to some of the biggest names in franchising.

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For&nbsp;<a href="https://www.linkedin.com/in/dominick-pennella-9918a448/">Dominick Pennella</a>, the journey to becoming a franchise owner with&nbsp;<a href="http://lawndoctorfranchise.com">Lawn Doctor</a>, the 700-plus-unit national lawn care franchise, has unique ties back to his childhood and family. Growing up in Brooklyn in a traditional Italian family, Pennella was involved in the family landscaping business from a young age. He also saw just how important family was. As he approached adulthood, he wanted to explore other paths, which led him to the Navy“I was the baby of three kids. The family culture was already set; landscaping was the thing, and we were Italians who lived in Brooklyn,” Pennella said. “I just felt like there was so much more world to see. I’m appreciating all of these things now, in hindsight, but as an 18-year-old, I just wanted to get going. So I joined the military, and it was the scariest thing I ever did.”<h2>The Military to Corporate Transition</h2>For Pennella, the military was a way to fast-track personal growth, in a way, allowing him to explore what it would mean to go out on his own. It meant leaving his hometown and taking on the adventure without familial backing.He spent about four years in the Navy, working on submarines and doing things like monitoring nuclear reactors through a keyhole. In addition to meeting new people and seeing new places, his time in the Navy set Pennella up with a technical foundation that would define his corporate journey.This military background and technical proficiency opened doors for Pennella as he transitioned to civilian life. He was hired as a field service engineer for a biomedical company before even completing a college degree, but he was already looking toward the “next rung” of the ladder.“I was looking up at the next rung. I thought, ‘I can do that, and to do that, I would need an education directly in management,’” he said. “I decided to sign up for distance learning and see if I could work full-time and go to school at the same time. I did that for about five years. My master’s was in business management.”As he continued to climb the corporate ladder, Pennella returned to lessons he learned in his early landscaping years.“Whether you're showing up to someone's home to take care of a lawn or whether you're showing up to a hospital mid-surgery to take care of a blood gas instrument, the end result is still the same,” he said. “You still have to deal with people who are discontent. They don’t like the current situation, and they need to believe in you. You need to convey a plan, communicate throughout that process and close the loop at the end.”“Regardless of the perceived severity of what you’re fixing, any type of field service is similar,” he continued. “When I worked for my father as a landscaper, it was the exact same thing. A different product, but the exact same customer-facing experience. They want to know what you can do for them. ‘I’m in this situation. How can you help me? And can I contact you if I need anything?’ If you answer all those questions, they're happy. It was the same thing in medical device field service. So, I did well by literally copying the same tenets my father taught me.”Throughout his corporate career, Pennella’s approach earned him and his teams multiple awards and widespread recognition. But as he advanced, it also began to demand more from Pennella in terms of travel. When these requirements began to overshadow his family time, he knew it was time for a change.“I was successful, but my family is so important to me, and they were not more than 20% of my week in any given week in that life,” he said. “I knew it was time for a change.”Today, Pennella says that decision was fueled by the people who matter most — his wife of 14 years, Maria, who is also his partner in running the business, and their two daughters, Dora (11) and Gigi (7). He describes them as his daily inspiration and the driving force behind his decision to build something that would allow him to be present, ambitious and rooted at home all at once.“I didn’t even think of landscaping again, because that was what my dad did,” he continued. “I did electronics in the Navy, and that was my thing. But my father and I, one thing we have in common is the love of family. He couldn’t wait to get home and spend time with us when I was young, and I share that same view.”So, when he first began searching for his next opportunity, Pennella was looking for other roles in the same industry. He wanted to stick with “his thing,” just in a capacity that would require less travel and allow for more family time. After realizing that, at his level of seniority, any new role would be more of the same, he went to step two: franchises.<h2>Identifying Lawn Doctor: The Return to the Lawn Care Business</h2>“There are about a billion franchises for anything you could possibly think of, so how do you choose one?” he said. “I ended up finding some really great people — some franchise brokers. I took the Zorakle Assessment, and two days later, they called and said, ‘Hey, have you ever heard of&nbsp;<a href="https://1851franchise.com/lawndoctor/info">Lawn Doctor</a>?’”At this point, Pennella had not mentioned Lawn Doctor to the brokers, but he remembered it from childhood. He saw the green thumb logo and vehicles in the community and, as a child, asked his father how the business model worked since he never saw them cutting anyone’s lawn. At the time, his father explained that fertilization was one of the more profitable services in the lawn care space, but the conversation stopped there.So, when Pennella was presented with the Lawn Doctor franchise opportunity decades later, it almost felt meant to be.“When I started doing some research, I realized it might be the perfect fit. It tied in with my nostalgia, my culture, my history, my skill sets — everything,” he said. “And again, it’s field service. It wasn’t a straight line, and I don’t know where I would be if it wasn’t for the folks who guided me in the selection process. But when they said ‘Lawn Doctor,’ I thought, ‘Are you kidding me? I used to joke about comparing Lawn Doctor to the type of work I did in my father’s business.’ And here I am, the owner of a Lawn Doctor franchise! And I couldn’t be happier with the choice.”<h2>Building Momentum Through a Culture of Collaboration</h2>As Pennella launched&nbsp;<a href="https://www.lawndoctor.com/naples-fl/">Lawn Doctor of Naples-LaBelle-Marco Island</a>, he applied a sophisticated management lens to a local service model. This approach has already yielded impressive results, driving Pennella to blow his first-year projections out of the water within a couple of months. By focusing on communication and personal outreach, including knocking on clients’ doors himself, he was able to build trust and set the business up for an amazing first year.“It’s a simple, scalable model, and it sets you up to make your money back in a fairly short time frame,” he said. “It’s a great choice for a calculated risk-taker.”In addition to his own analytical lens, Pennella’s success has been driven by the support of the entire franchise system. Previously accustomed to a “dog-eat-dog” atmosphere in corporate America, Pennella was pleasantly surprised by the collaborative nature of the Lawn Doctor system. While he has worked diligently to educate himself on all facets of the business, he realized that, with the franchise system behind him, he didn’t have to absorb all of the information immediately and completely.“In the corporate world, everyone is looking for their own win. Here, a rising tide floats all ships,” he said. “I have at least five other owners and a dedicated mentor that I can call any time for any reason, and they’ll have an answer. I’m not scared to take on things I might not be an expert on yet because I have the backup to help me find those answers if needed.”&nbsp;Pennella is quick to credit those who have walked beside him during this first year. He highlights&nbsp;<a href="https://www.linkedin.com/in/scottspitz/">Scott Spitz</a> of&nbsp;<a href="https://www.lawndoctor.com/lakeworth-fl/lawn-care-in-west-palm-beach/">West Palm Beach</a>, who has served as a dedicated mentor, providing the institutional knowledge that only a veteran owner can offer. He also expresses deep gratitude for the ongoing support from&nbsp;<a href="https://www.linkedin.com/in/rafael-valle-a92584103/">Ralph Valle</a> in&nbsp;<a href="https://www.lawndoctor.com/jacksonville-fl/lawn-care-in-jacksonville/">Jacksonville</a> and the&nbsp;<a href="https://www.lawndoctor.com/fortmyers-fl/home/">Duffy family in Fort Myers</a>, whose insights helped him navigate the nuances of the Florida market, illustrating just how valuable it is to be a part of the Lawn Doctor system, which functions as a true team.As he prepares for continued growth, Pennella recognizes that there will be additional learning and growth opportunities as a Lawn Doctor owner, but he’s ready for them, and he encourages others in a similar position to consider taking the leap, as well.“If you are willing to learn agronomy and work closely with the franchisor, this can change your life,” he said. “It gave me the one thing I couldn’t find in the corporate world: the ability to put my family first without sacrificing my ambition. It’s the best decision I’ve ever made.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/lawndoctor">https://1851franchise.com/lawndoctor.</a>&nbsp;

Photo of Lawn Doctor franchisee Dominick Pennella and family

After making the switch to franchising for better work-life balance and to prioritize his family, Dominick Pennella exceeded his first-year projections by 50% in his first few months of operations.

Happinest Brands Closes Strong Q1 With Strategic Growth, System-Wide Enhancements

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