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How This Franchisee Continues to Thrive with Comfort Keepers® 20 Years Later

FSC Franchise Co. Builds Midyear Momentum Across Beef 'O' Brady's, The Brass Tap and Newk's Eatery

Paris Baguette Donates More Than 685,000 Pounds of Food, Expands Fight Against Hunger Through City Harvest and No Kid Hungry

Can I Own a Fresh Coat Painters Franchise Without Industry Experience?

America’s Swimming Pool Co. Multi-Unit Franchisee Sets First-Year Sales Record in Tennessee

How HomeTeam Inspection Service’s Team-Based Model Outperforms Traditional Home Inspection Franchises

Franchise Opportunity Deep Dive: Newk’s Eatery is a fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.

Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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Franchise Legal Player:&nbsp;<a href="https://www.linkedin.com/in/frank-robinson-2646422b/?originalSubdomain=ca">Frank Robinson</a> Firm:&nbsp;<a href="https://cassels.com/">Cassels Brock &amp; Blackwell LLP</a><a href="https://chambers.com/lawyer/frank-robinson-canada-20:1546303">Frank Robinson</a> has built a reputation as a trusted advisor to franchise brands navigating growth, compliance and long-term risk. With experience advising emerging, scaling and mature franchisors across restaurants, hotels, consumer products, automotive, home care, fitness, home services and other consumer-facing industries, Robinson brings a practical, business-minded approach to franchise law. Their work focuses on helping brands scale responsibly while protecting both the franchisor and franchisee experience.1851 Franchise connected with Robinson to discuss what franchisors often overlook, where legal risk hides during expansion, and the lessons that continue to shape his advisory philosophy.1851 Franchise: What originally drew you to franchise law, and what has kept you engaged in the space over time?Frank Robinson:&nbsp;The practice of franchise law is dynamic, the clients we serve are talented, creative and diverse, and the franchising sector continues to evolve and create new opportunities for all stakeholders. As a franchise lawyer, our clients require advice and support in a broad range of areas, including franchise compliance, intellectual property, M&amp;A, real estate, litigation and so on. This keeps the practice varied, interesting and never dull. Our clients span an immense spectrum of industries, from restaurants and hotels to consumer products, automotive, home care, fitness, home services and more. We benefit from being able to participate in so many different businesses. More recently, increased interest in the franchise model from private equity, public markets and other capital partners has fostered areas of growth and opportunity that pull our clients — and us with them — into new and exciting places. It has never been a better time to be a franchise lawyer.1851: As franchising continues to evolve, what legal issue do you see brands most often underestimating today?Robinson:&nbsp;Whether it has to do with the evolution of franchising, or not, an often-overlooked area — that can create downstream legal risks — is the tolerance of deviations from quality standards, often small to start, that erode the integrity of the system and relationship dynamics over time. Many new franchisors regret or resist having to “police” their franchisees, but a failure to enforce a healthy degree of respect for franchise protocols and contractual compliance can transform pesky nuisances into a widespread undermining of the system. Oversight, communication, mutual respect — and the occasional hard conversation — go a very long way.1851: In your experience, where do emerging franchisors tend to get tripped up from a compliance or documentation standpoint?Robinson: Do it once. Do it right. This is what should guide any emerging and responsible franchisor when considering documentary compliance. As a franchisor, your primary assets are the revenue-generating franchises that follow the model and receive value for their adherence to standards. While much of this is sustained by the quality of the business and relationship, it is rooted in the franchise documents, especially the franchise agreement. Mistakes in the documents are multiplied by the number of franchises in the system and can compound over time. Reversing course once agreements are signed is challenging. Franchise systems should invest in quality documents from the start, and know how to use them.1851: What distinguishes your approach or philosophy when working with franchise clients?Robinson:&nbsp;Never losing sight of the client’s goals, whatever they are, however they evolve. Most clients desire growth and sustainability of the franchise system and the franchisees who make it up. Our philosophy is to fully align with clients on that path. In many ways, we see ourselves as a part of their franchise development teams, facilitating the sale and support of their networks. In all cases, our approach is founded on a deep and intimate knowledge of the business of franchising, understanding the needs and goals of our clients, offering practical, responsive and actionable advice, and sharing in and taking responsibility for the outcomes of our clients, whether celebratory or disappointing.1851: Looking back, what lesson from your legal career has had the greatest impact on how you advise clients today?Robinson:&nbsp;Working in a law firm, most problems are answered with a legal response. But, our clients operate in a dynamic and integrated environment in which the legal implications to any problem are one of a multitude to be considered when choosing a way forward. The effectiveness of a lawyer is increased dramatically when he or she can develop the sense and confidence to understand the place and limitations of the law in the context of a complex business problem — and then offer solutions that work in real time.Every great franchisee had help buying a franchise. 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.

Frank Robinson — Cassels Brock & Blackwell LLP

1851 Franchise’s annual roundup of the Top Franchise Lawyers You Should Know is back for 2026, spotlighting the legal minds helping shape the future of franchising. 

2026 Top Franchise Lawyers You Should Know: Frank Robinson — Cassels Brock & Blackwell LLP

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Franchise development has a measurement problem. Brands obsess over lead volume, cost per lead, and funnel conversion rates. Dashboards look clean. Campaigns look optimized. Reports show progress.But behind those metrics is a harder truth: most franchisors are optimizing a system that doesn’t reflect how buyers actually behave.We recently analyzed a dataset of real franchisees, their discovery paths, decision timelines, fears, and what ultimately pushed them to say yes. The findings are not subtle. They challenge some of the most common assumptions in franchise marketing.In a recent episode of <a href="https://www.youtube.com/watch?v=YE1fn5hlaSE">Coffee &amp; Analytics</a>, 1851 Franchise publisher <a href="https://www.linkedin.com/in/powills/">Nick Powills</a> shared 20 lessons every franchisor should internalize if they want to attract better operators and grow sustainably.<h2>1. Discovery Is Often Accidental</h2>Franchisees rarely follow a linear path into a brand. Many discover opportunities through travel, as customers, or through casual exposure. This means your brand is being evaluated long before a prospect ever fills out a form.Takeaway:&nbsp;Your growth strategy should extend beyond lead generation. Discovery is happening whether you design for it or not.<h2>2. The Physical Experience Still Wins</h2>A consistent pattern emerged: prospects visited locations, tried the product, and evaluated the experience in person. That moment often carried more weight than anything digital.Takeaway:&nbsp;Your units are your most important marketing asset. If they don’t convert customers into believers, nothing else will.<h2>3. Brokers Still Matter</h2>Despite the rise of digital channels, brokers remain a meaningful part of the early funnel for many buyers.Takeaway: Ignoring broker relationships is not a strategy. It is a blind spot.<h2>4. Buyers Consider a Small Set of Brands</h2>Most franchisees evaluated between five and ten concepts, not dozens.Takeaway: You are not competing in a broad market. You are competing in a tight, high-stakes consideration set.<h2>5. Websites Validate, They Don’t Convert</h2>Not one franchisee cited a website as the reason they chose a brand.Takeaway: Your site’s role is credibility, not persuasion. If you expect it to close deals, you’re asking it to do the wrong job.<h2>6. Financial Clarity Is the Biggest Gap</h2>Franchisees repeatedly asked for clearer expectations around investment, returns, and what is actually included.Takeaway: The issue is not the absence of data. It is the absence of storytelling around the data. If your Item 19 exists without context, it creates hesitation instead of confidence.<h2>7. Timelines Are Consistently Underestimated</h2>Many buyers entered the process without a clear understanding of how long it would take to open or reach profitability.Takeaway:&nbsp;Overpromising speed or underexplaining process creates friction later. Transparency upfront builds trust.<h2>8. “Support” Is Too Vague</h2>Franchisees expect strong support, but often describe it as unclear or inconsistent.Takeaway:&nbsp;If you cannot define support in concrete terms, your buyers will define it for you, and usually not in your favor.<h2>9. Lifestyle Matters as Much as ROI</h2>Freedom, flexibility, and building something personal in their community were common motivators.Takeaway:&nbsp;Buyers are not spreadsheets. They are people making identity-driven decisions.<h2>10. Fear Is Real and Predictable</h2>Financial risk, wiring capital, and uncertainty surfaced repeatedly.Takeaway:&nbsp;Every deal faces the same three barriers: funds, fads, and fear. The brands that win address all three directly.<h2>11. Validation Drives Confidence</h2>Conversations with existing franchisees were among the most influential parts of the process.Takeaway:&nbsp;Your operators are your most credible sales force. Invest in them accordingly.<h2>12. There Is No Standard Timeline</h2>Some buyers inquired within a week of discovery. Others took nearly a year.Takeaway:&nbsp;A rigid funnel ignores reality. You need systems that capture urgency and nurture patience.<h2>13. High-Intent Buyers Move Fast</h2>When the right buyer meets the right brand, decisions accelerate quickly.Takeaway:&nbsp;Your process should not slow down serious operators.<h2>14. Slow Buyers Need Long-Term Engagement</h2>Many prospects require months of exposure and education.Takeaway:&nbsp;Franchise development is not just acquisition. It is sustained relationship building.<h2>15. Consumer Brand Strength Matters</h2>Many buyers were already customers or fans of the concept.Takeaway:&nbsp;Strong consumer brands create built-in franchise demand. Weak ones rely entirely on marketing.<h2>16. Media Is Not a Primary Research Tool</h2>Buyers relied more on search, lists, and peer input than traditional media coverage.Takeaway:&nbsp;Awareness does not equal influence. Trust is built elsewhere.<h2>17. Buyers Want Honesty, Not Perfection</h2>Franchisees consistently indicated a desire for clearer, more realistic expectations.Takeaway:&nbsp;The brands that stand out are the ones willing to say what is hard, not just what is attractive.<h2>18. Not All Buyers Are the Same</h2>Experienced operators evaluate differently than first-time franchisees.Takeaway:&nbsp;One message cannot serve both audiences. Your strategy must segment accordingly.<h2>19. Decisions Are Personal</h2>Life stage, career transitions, and personal goals often triggered action.Takeaway:&nbsp;The final decision is rarely made on logic alone. It is made when the opportunity aligns with a moment.<h2>20. Marketing Channels Rarely Get Credit</h2>Not a single franchisee pointed to ads or campaigns as the reason they chose a brand.Takeaway:&nbsp;This does not mean marketing is irrelevant. It means its role is misunderstood.<h2>The Bigger Problem</h2>Franchise systems are built to optimize measurable inputs. Leads, clicks, conversions.Buyers operate on something entirely different: experience, trust, validation, and timing.When those two systems are misaligned, performance suffers. Not because the marketing is ineffective, but because it is aimed at the wrong target.<h2>What Needs to Change</h2>Franchisors who want to grow should rethink their approach in four ways:<ul><li>Design discovery, not just capture it</li><li>Turn locations into conversion engines</li><li>Build structured validation into the process</li><li>Communicate financial reality with clarity and confidence &nbsp;</li></ul>Growth is not about increasing activity. It is about aligning strategy with behavior.The brands that win the next decade of franchise development will not be the ones with the most leads. They will be the ones that understand how decisions are actually made and build systems around that truth.Because if your strategy does not match reality, it does not matter how well you execute it.The truth is, all of the above can be overwhelming. In fact, when assessing brands, we deliver a playbook that reaches 100 pages. Franchisors look at it with blank stares and say, “Now what?” Millions of dollars takes millions of hours (or a lot of work). But, over the course of two years, if diligent and organized, a brand can leverage the above learnings to turn up the momentum.Watch the full episode <a href="https://www.youtube.com/watch?v=YE1fn5hlaSE">here</a>.&nbsp;Growing and selling franchises is difficult. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you.

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1851 Franchise publisher Nick Powills presents 20 lessons every franchisor should know to attract better operators, pulled from a dataset of real franchisees and what ultimately made them say yes.

20 Lessons on Franchisee Behavior that will Change Your Marketing Strategy

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Franchise Legal Player:&nbsp;<a href="https://www.linkedin.com/in/lanefisher/">Lane Fisher</a> Firm:&nbsp;<a href="https://fisherzucker.com/">FisherZucker</a><a href="https://fisherzucker.com/our-practice/our-attorneys/lane-fisher/">Lane Fisher</a> has built a reputation as a trusted advisor to franchise brands navigating growth, compliance and long-term risk. With experience advising early-stage and growth-oriented franchisors across multiple franchise-driven industries including health and beauty, home services, fitness, food and senior care, Fisher brings a practical, business-minded approach to franchise law. His work focuses on helping brands scale responsibly while protecting both the franchisor and franchisee experience.1851 Franchise connected with Fisher to discuss what franchisors often overlook, where legal risk hides during expansion, and the lessons that continue to shape their advisory philosophy.1851 Franchise: What originally drew you to franchise law, and what has kept you engaged over time?Lane Fisher:&nbsp;Franchise law is inherently multidimensional; it sits at the intersection of licensing, trademarks, corporate work, regulatory compliance and dispute resolution. That’s what drew me in initially, but what’s kept me here is the people and the growth curve. Franchising attracts entrepreneurial founders and strong operators, often in family-run businesses, and I enjoy helping them scale in a disciplined way. And because franchising cuts across so many industries — health and beauty, home services, fitness, food and senior care, just to name a small sample — you’re always learning. If your client’s brand grows, your work grows with it, and you can be part of that story from launch through an exit.1851: As franchising evolves, what legal issue do you see brands most often underestimating today?Fisher:&nbsp;If I had to pick only one, I’d say the impact of AI, and the jury’s still out on how the issue develops.Brands are racing to use AI in marketing, franchise development, screening, pricing, scheduling, performance benchmarking, etc. But a lot of franchise documents were written pre-AI and don’t clearly address who owns the data, who can aggregate it and how it can be used or monetized.There’s also a risk layer people miss: AI tools can create real-world expectations. If prospects rely on AI-generated performance projections or comparisons, you can end up with disclosure and misrepresentation issues, including “implied” financial performance claims.1851: Where do emerging franchisors tend to get tripped up from a compliance or documentation standpoint?Fisher:&nbsp;The biggest mistake is treating the FDD like a marketing brochure instead of a regulated disclosure document. Early-stage brands sometimes plug in estimates for initial investment without real calculations and then don’t update those numbers as actual experience comes in. They also underestimate training, especially around what salespeople can and can’t say and how to handle financial performance representations. If you’re offering Item 19, you need clean data, clear assumptions and documentation behind it.1851: How should franchisors think about risk management as they scale into new markets or add new growth strategies?Fisher:&nbsp;Prioritize quality over quantity. The fastest and easiest way to create long-term risk is awarding franchises to undercapitalized or mismatched operators. Strong franchisee selection and validation solve a lot of problems before they start.1851: What distinguishes your approach or philosophy when working with franchise clients?Fisher:&nbsp;I’m not interested in being an “FDD factory.” A franchise system should reflect a real, replicable business, so we’re candid with clients about readiness, and sometimes that means telling someone to wait. We also spend real time understanding the underlying unit economics. If a client is making an Item 19 disclosure, our job is to help them normalize the data, define the assumptions clearly and communicate it in a way that’s accurate and useful.More broadly, we coach clients to grow smart. Initially, that might mean selling smaller deals to better operators, disciplined expansion and, of course, documentation that matches how the business actually runs.1851: Looking back, what lesson has had the greatest impact on how you advise clients today?Fisher:&nbsp;Two things: (1) franchising isn’t for everyone and (2) preventable problems are expensive.The best systems respect the reality of independent business owners and are designed to motivate and support them, not just control them. And when disputes happen, the quality of the documents and the advice you got early on really matters. So we really counsel clients on disciplined growth: resist the temptation to “sell the most” and instead award franchises to better-capitalized, more capable operators. A little restraint upfront saves a lot of pain later.Every great franchisee had help buying a franchise. 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.

2026 Top Franchise Lawyers You Should Know: Lane Fisher — FisherZucker

1851 Franchise’s annual roundup of the Top Franchise Lawyers You Should Know is back for 2026, spotlighting the legal minds helping shape the future of franchising.

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Franchise Legal Player:&nbsp;<a href="https://www.linkedin.com/in/leslie-curran-28b877b/">Leslie Curran</a> Firm:&nbsp;<a href="https://plavekoch.com/">Plave Koch PLC</a><a href="https://plavekoch.com/attorney/curran-leslie-d/">Leslie Curran</a> has built a reputation as a trusted advisor to franchise brands navigating growth, compliance, and long-term risk. With experience advising emerging and growing franchisors across a wide range of consumer-facing and service-based brands, Curran brings a practical, business-minded approach to franchise law. Her work focuses on helping brands scale responsibly while protecting both the franchisor and franchisee experience.1851 Franchise connected with Curran to discuss what franchisors often overlook, where legal risk hides during expansion, and the lessons that continue to shape their advisory philosophy.1851: What originally drew you to franchise law, and what has kept you engaged in the space over time?Curran: I found my way into the franchise practice by accident. At a large D.C. law firm, my office was with the lawyers in that practice group, but I didn’t start out working with them. I got to know the lawyers who sat near me, and they were great people, as well as talented lawyers. The practice was very interesting. They were working with brands I knew, and they were helping those brands grow and expand into new markets.And 25-plus years later, I am still working with franchisors and other brand owners to achieve those same goals of growth and expansion, alongside building great legal and business systems to support that growth. I have stayed engaged because of the people who have crossed my path along the way — the people I work with at Plave Koch, the clients who have trusted me to be part of their teams, suppliers I have built relationships with and, yes, even many franchisor-attorney competitors and franchisee attorneys I have had the pleasure of collaborating with over the years in a variety of contexts. For me, this practice and what we do is about building great relationships all around and helping build up an industry that knows no limits in terms of growth with integrity.1851: As franchising continues to evolve, what legal issue do you see brands most often underestimating today?Curran:&nbsp;Franchise sales have gotten tighter and tighter from an absolute numbers perspective. Each year, we see more brands enter the market that want to sell franchises. However, there does not seem to be a corresponding increase in the number of prospective franchisees who want to buy franchised businesses. In a competitive franchise sales environment, in addition to traditional in-house franchise sales teams, we see a variety of outside franchise sales organizations and other third parties pushing to help franchisors close deals.&nbsp;The legal challenges presented by this intersection include ensuring disclosure documents are not only legally compliant but, where possible, also provide information that can assist with the franchise sales process. It also includes ensuring all franchise sales groups are following legal requirements, including possible upcoming broker regulation, and indemnifying the franchisor for any issues arising from sellers’ actions. It also means ensuring the brand is actually ready, from a legal and business standpoint, to onboard prospects. Brands should be aware of the legal and business issues that surround the various players in the franchise sales process and carefully review the agreements with all third-party sellers.1851: In your experience, where do emerging franchisors tend to get tripped up from a compliance or documentation standpoint?Curran: They fail to do due diligence on the legal, financial, business, franchise sales and other advisors they bring on board to help them get started. Each aspect of the startup is important, and mistakes can be very costly for an emerging franchisor. The franchisor team should take time to vet and interview each service provider and get comfortable with the people you will be working with. It’s an expensive endeavor and it’s not quick, so you’d better like those folks. Also, reach out to other franchisors and service providers for advice and recommendations.For the legal documents, franchise agreements often have a term of 5 to 10 years, so documentation that is poorly drafted is going to stick with the brand for a bit.1851: How should franchisors be thinking about risk management as they scale into new markets or add new unit growth strategies?Curran: First, ensure that the brand is able to enter the market from a franchise sales and disclosure law standpoint, either by use of registration or exemption or exclusion. From the business side, some considerations are: Does the franchisor have the operational systems in place to support the new markets or growth strategy? Has the franchisor assessed the financial viability of the new market or the growth strategy? Does the franchisor know what possible brand changes may be necessary for the franchisee to succeed in the new market? Have systems standards, including supply chain issues, been reviewed and updated as necessary?The risk of failure in a new market, especially for an emerging brand, is very significant. Failure in one growth market beyond a brand’s core current market can make it very difficult to expand further in later efforts. In addition, a lack of planning can lead to increased complaints from franchisees who sign up and assert that the franchisor’s foresight and support may be less than anticipated. Those failures and complaints can divert resources and are likely to make additional growth plans take a back seat.1851: What distinguishes your approach or philosophy when working with franchise clients?&nbsp;Curran: Hospitality is important to me. By that, I mean focusing on what is important to each client. I strive to meet clients where they are in terms of knowledge and expertise. No two clients are equal in that sense. While every client is different, at the simplest level, every client wants to be heard and helped when they need you.It sounds simple, but we must listen first to what the client is trying to achieve and only then formulate a reply with all of the options, along with the risks. Never assume you know better than your clients or dismiss their concerns. The advice needs to be relevant, practical and actionable.1851: Looking back, what lesson from your legal career has had the greatest impact on how you advise clients today?&nbsp;Curran: It’s a lesson that sounds simple: Smart lawyers keep clients by being useful. Figure out how to be useful. That will impress your clients and more will follow.Every great franchisee had help buying a franchise. 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.

2026 Top Franchise Lawyers You Should Know: Leslie Curran — Plave Koch PLC

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As&nbsp;<a href="https://sportclipsfranchise.com/">Sport Clips Haircuts</a> continues to grow across the United States, it is actively seeking not just growth, but the right franchisees. The nearly 1,800-unit system has built its reputation on its culture and a model designed for multi-unit ownership. Rather than targeting passive investors,&nbsp;<a href="https://1851franchise.com/sport-clips/info">Sport Clips</a> looks for operators who are engaged and capable of building strong teams. That approach has helped the brand scale while maintaining consistent performance across its locations.“It’s not just about opening that first store,” said&nbsp;<a href="http://linkedin.com/in/brent-greenwood-cfe-b6a5527">Brent Greenwood</a>, vice president of franchise development, on a&nbsp;<a href="https://www.youtube.com/watch?v=DxgE30nTaM0">recent episode of the “Meet the Franchise” podcast</a>. “It’s about being able to scale in a reasonable amount of time and achieve both personal goals and brand expectations.”Greenwood worked in sales before he got into franchising with Jan-Pro, later moving to Firehouse Subs and, now, Sport Clips. At Sport Clips, he works directly with prospective franchisees who are evaluating business ownership.&nbsp;“All the success stories along the way really made franchising something that resonated with me,” Greenwood said. “I just got more and more passionate with each and every success story that I came across. As you know, the world of franchising is filled with success stories, and that’s probably what keeps all of us franchise development folks driving for that next right franchisee for our brand.”Sport Clips does not ignore the financial side, but the process goes beyond checking capital boxes. The team spends time with each candidate to understand how they lead, how they would fit the culture and whether they can stay involved without running the day-to-day operations themselves.The brand also places equal weight on intangible traits like grit and determination. While capital is necessary to grow within the system, Greenwood said operators who bring strong leadership and a willingness to stay engaged tend to outperform over time.Sport Clips has also taken a different path to growth. The company has remained privately held, which has helped the brand avoid some of the disruptions that can accompany outside investment.“It’s tempting to take private equity money to scale faster, but it changes the relationship,” Greenwood said. “We don’t have that pressure. We focus on selecting the right team leaders and building long-term relationships. We’re not chasing store count. We’re focused on doing it the right way.”Today, the model continues to attract interest from prospective owners looking for a business with recurring demand and resilience to technologies like AI.Greenwood joined 1851 Franchise Publisher&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> to discuss what draws franchisees to Sport Clips, how the brand evaluates candidates and why staying private gives the system a competitive edge. A transcript of Greenwood's interview with Powills has been provided below. It has been edited for brevity, clarity and style.Nick Powills: I like to kick all these off with the accidental franchise story. How did you accidentally fall into franchising? What’s your backstory?Brent Greenwood:&nbsp;It’s so funny that it does seem to be an accident for so many. For me, it was no different. I met the woman of my dreams, and that led me to needing to move to a different area.I had spent my entire career up to that point in sales and sales leadership roles, so I was really just looking for a sales-centric opportunity and stumbled on an opportunity with a brand called Jan-Pro Commercial Cleaning Systems. I was working for the master franchisee, running their book of business and really running the entire business.It wasn’t specific to franchise development, but I found that the part of that role I absolutely loved the most was the franchise development piece. That was really my first exposure to franchising. I knew little to nothing about franchising at that time, so I have to credit Jan-Pro with helping me become passionate about the world of franchising. That led me to seek out another opportunity more focused on franchise development, and then I stumbled on good old Firehouse Subs, and the rest is history.Powills: How long did it take you to actually get it? And once you got it, what do you find to be your magic tool for helping people make those big decisions?Greenwood: I don’t think it probably was until a good six months into my role before it really clicked for me on the relationship between franchisor and franchisee. I had a passion for sales even before franchising. What I love most about sales is helping solve a need, and franchising wasn’t much different than that. I found that I was able to help people realize dreams of business ownership.All the success stories along the way really made franchising something that resonated with me. About six months in, I think I really fully understood the nature of the relationship, and I just got more and more passionate with each and every success story that I came across. As you know, the world of franchising is filled with success stories, and that’s probably what keeps all of us franchise development folks driving for that next right franchisee for our brand.Powills: Over your career, has education gotten better? Or do you still have to start at the foundational level of what franchising is before you can actually sell a franchise?Greenwood: I think there is improving knowledge, especially from the younger generations with exposure to entrepreneur classes in college. I do think there’s a better general understanding of franchising. But still, much of our conversation with candidates early on is educating them about the franchising model and really helping them fully understand what that model is.For those who are a little risk-averse, franchising is appealing because it helps them achieve their goals of being in business for themselves, but not by themselves. So I do think education has certainly gotten better over the years in the 20 years that I’ve been in franchising, but I think we’ve got a long way to go to really educate the general public on what franchising is all about.Powills: Do you feel like you’ve mastered being able to tell whether someone’s going to succeed, or are there still too many intangibles? How has your sales process changed from when you started to today?Greenwood:&nbsp;For brands that are thoroughly developed and have a long track record of success, it’s easier because they can draw from the success of those franchisees and create a profile of what they’re seeking in new franchisees. For brands that don’t have that track record, it’s more difficult because they have to identify those characteristics without that history.&nbsp;At the end of this, it’s all about people. You can’t just look at someone’s background and jump to conclusions. You really have to spend the proper amount of time getting to know each individual person — what drives them, what made them express interest and what they bring to the table. Then I think you can get pretty accurate with assumptions about their ability to be successful, along with data-driven tools that complement those personal connections.Powills: If you had to weigh grit and hustle versus capital, is it 50/50? Have you seen people overcompensate with grit when they don’t have the capital?Greenwood:&nbsp;I think it depends on the brand. For Sport Clips, there’s no getting around the need to have the proper amount of capital, because we’re designed to scale. It’s not just about opening that first store. It’s about being able to scale in a reasonable amount of time and achieve both personal goals and brand expectations. But I don’t want to discount the importance of grit. Those who come in with determination typically exceed expectations and ramp up more quickly. So I’d say it’s about 50/50 for Sport Clips.Powills: What does a playmaker look like in a franchisee?Greenwood: We look at our entire organization through that lens. From the executive team to in-store staff, everyone is a playmaker in their role. For franchisees, it’s someone who is people-centric, focused on delivering a great customer experience and building strong relationships with their team. Often, these are clients who fell in love with the brand first and then decided to pursue ownership.Powills: How do you evaluate that in the sales process?Greenwood: A lot of that is the intangibles — the connection you make with candidates throughout the discovery process. We also use personality assessments to identify areas where there might be challenges so we can have deeper conversations.We give candidates exposure to the store environment. They spend time in-store, talk with stylists and managers and evaluate whether it feels right. They’re assessing us, and we’re assessing them.Powills: From the outside, the model can look semi-absentee, which can attract the wrong buyer.Greenwood:&nbsp;We really shy away from using the term “semi-absentee.” It’s more of a manager-managed model. Many people hear semi-absentee and think “absent,” and that’s not what this is. This requires highly engaged team leaders.They’re not expected to run daily operations, but they must focus on culture, recruiting, marketing and supporting their team. That’s where success comes from.Powills: From the outside, you’ve built a large system, no litigation, privately held. That carries weight.Greenwood: Absolutely. That’s part of what drew me to Sport Clips. We’re family-owned and relationship-focused. We enforce brand standards, but fairness and relationships with our team leaders are still a priority. At nearly 1,800 stores, we’re still privately held. That’s rare, and it creates a different environment.Powills: There’s a lot of turbulence when brands move into private equity — leadership changes, systems changes — and that impacts franchisees.Greenwood: It’s tempting to take private equity money to scale faster, but it changes the relationship. We don’t have that pressure. We focus on selecting the right team leaders and building long-term relationships. We’re not chasing store count. We’re focused on doing it the right way.Powills: What’s the state of the union for Sport Clips today?Greenwood: There’s renewed interest because of the recurring, recession-resistant nature of our model. There are also concerns about AI impacting industries, and this is largely AI-resistant. We’ve recovered to pre-pandemic levels, and the industry continues to grow. We still have plenty of white space for expansion.Powills: From a consumer perspective, it’s more than a haircut. It’s routine, stress relief, a moment to reset.Greenwood: Exactly. Many of our team leaders started as clients. It’s more than a haircut — it’s an experience, a human connection. That’s what makes the brand special.Powills: Let’s close on investment. What does the model look like?Greenwood: The path to success is scaling into multiple units. For years, we only offered three-unit entry points because one store is essentially buying a job. We’re nearly 1,800 stores with around 250 franchisees, and the average franchisee owns just over six stores. Operating multiple stores becomes easier because of shared resources and diversification.Powills: Final thought — a franchise sale isn’t signing an agreement. It’s making a franchisee successful. Thanks for your time, Brent.Greenwood: My pleasure. Really enjoyed it.Watch the full episode above or on&nbsp;<a href="https://www.youtube.com/watch?v=DxgE30nTaM0">YouTube</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://sportclipsfranchise.com/">https://sportclipsfranchise.com/</a>.&nbsp;

The nearly 1,800-unit brand continues to prioritize engaged operators and long-term growth over rapid expansion or outside investment pressure from private equity. 

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