1851

<a href="https://www.linkedin.com/in/sal-afridi-cpa-mba-cfe-b3459710/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=laynes-franchise-sal-afridi-west-fort-worth-2729318" target="_blank" rel="nofollow">Sal Afridi’s</a> path to franchising wasn’t a straight line — it was built on a foundation of entrepreneurship, resilience and a sharp eye for opportunity. After earning a double major in accounting and finance, a master’s degree and a CPA certification, Afridi entered the workforce during the 2008 economic downturn. Years later, with experience in startups and private investment under his belt, he shifted gears toward a more stable and scalable model: franchising.“Before franchising, we were investing in startups,” Afridi said. “That’s actually what got us interested in franchising — we wanted to be involved in something with brand recognition.” He said the appeal of franchising came down to three key advantages: existing brand equity, operational systems and support. “On the startup side, we were creating everything from scratch. With a franchise, there’s already a system in place — it’s plug and play.”Afridi found all of that — and more — with&nbsp;<a href="https://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=laynes-franchise-sal-afridi-west-fort-worth-2729318" target="_blank" rel="nofollow">Layne’s</a> and its Soon to be Famous™ chicken fingers. The brand’s Texas roots, Dallas-based leadership and loyal following in the DFW area made it a natural fit. He was also impressed by the level of involvement from the executive team. “The ownership group is involved, they show up to grand openings, they’re in meetings and they listen. That level of involvement is rare. You don’t get the ‘take it or leave it’ attitude here.”Now focused on developing locations in West Fort Worth, Afridi is targeting underserved areas such as Weatherford, White Settlement, Lake Worth, Alliance and Granbury before expanding into Oklahoma. He said the concept’s simplicity and quality set it apart, but success still comes down to commitment. “Don’t go into franchising thinking you’re just going to put money in and it’ll run itself. At the end of the day, it’s still a business, and you have to be involved — especially in food.”1851 Franchise spoke with Afridi about his franchising journey with&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> and his ambitious plans to grow the brand into Oklahoma. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Sal Afridi: I have a background in accounting and finance. I double majored in both, got my master’s degree and became a CPA. I entered the workforce during a difficult time, around the 2008 economic downturn. But in the back of my mind, I always had an entrepreneurial spirit. I knew I wanted to eventually get into business.It took several years for me to feel confident enough — to get the right experience, be comfortable analyzing numbers and really become a good finance guy. Once I got there, I executed on a restaurant. I had signed a deal in 2020 with a different franchise system, but then COVID hit and it became a disaster. Everything shut down, and no one was coming to restaurants. So that ended quickly, but I still wanted to continue on the entrepreneurial path. I didn’t want that one experience to be the end of the road.I was lucky enough to get involved with a family office that included other entrepreneurs like me, and we started investing in different businesses — hospitality, hotels, restaurants, aviation, car washes and health care.&nbsp;1851: What did you do before franchising, and how did you decide franchising made sense for you?Afridi: Before franchising, we were investing in startups. That’s actually what got us interested in franchising — we wanted to be involved in something with brand recognition. When you start from scratch, there are growing pains. It takes time to get your name out there and build momentum. With a franchise, the brand already has a following.Operations were another big factor. On the startup side, we were creating everything from scratch. With a franchise, there’s already a system in place — it’s plug and play. That’s what we were looking for. And then there’s the support. Once you open, you’re operating within someone else’s concept, so it’s important that they’re helping you execute it. The executive team is also a major consideration. Getting into a franchise system is like a marriage — you have to follow the vision of the brand, and you want to make sure that vision aligns with yours and that the team is competent enough to keep the brand growing.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Afridi: Before getting into franchising, I thought it was simply a matter of being given a proven system with policies and procedures which would be the recipe to success. But it is definitely not that simple. It is imperative to build a team around yourself with solid talent, even with franchise support. At the end of the day, it is your investment and its success only goes as far as you take it. The product is crucial — hype only takes you so far. The product has to be good, period.Now that I’m a franchisee with&nbsp;<a href="https://1851franchise.com/growth-club/laynes-chicken-fingers-franchise">Layne’s</a>, I can say that everything I was looking for — brand recognition, operations, support, executive leadership and product — is present in this brand. The executive team really shines. I’ve talked to a lot of franchise systems, and the Layne’s executive team is by far superior. The ownership group is involved, they show up to grand openings, they’re in meetings and they listen. That level of involvement is rare. You don’t get the “take it or leave it” attitude here. That really drew me to the brand.1851: What made you pick this brand? What excites you most about this company?Afridi: Layne’s was a Texas A&amp;M brand, but they moved their headquarters to Dallas. The team is local, and they have a strong presence here. I live in the DFW area, and I’ve tried Layne’s several times. I love the food. One of my close friends got involved in Layne’s, and that pushed me over the edge to reach out.&nbsp;1851: What do you hope to achieve with your business? What are your plans for growth?Afridi: My family has a restaurant background, so I’ve always believed that restaurants should serve the community. You need to offer something different — if you’re just duplicating what’s already out there, you’re not setting yourself up for success.Layne’s does things differently. It’s a simple concept, easy to operate, and the food is delicious. The areas we’re targeting in West Fort Worth — places like Weatherford, White Settlement, Lake Worth, Alliance and Granbury — are on the outskirts of the metroplex thatare underserved. I think we’ll be offering something the community doesn’t currently have.After we build our team in West Fort Worth, we plan to expand into Oklahoma. DFW has a lot of food options, and people can travel between cities if they want, but Oklahoma is an up-and-coming state with lots ofopportunity. West Fort Worth gets us started with the brand, and Oklahoma is the next level for our expansion plans.1851: Is there anything else about your story you want us to know?Afridi: At a personal level, I think there has to be real ambition when you go into business. You can’t treat it like a side hustle. If you do, it usually fails. Whenever I get involved in something — whether it’s a startup or franchise — I roll up my sleeves and get involved, even if I’ve hired a full executive team. That’s just how I do things, and I’ve been successful with that mindset.1851: What advice do you have for other people thinking about becoming franchise owners?Afridi: Don’t go into franchising thinking you’re just going to put money in and it’ll run itself. At the end of the day, it’s still a business, and you have to be involved — especially in food.In the food industry, you can’t afford to mess up. Every order that leaves the kitchen has to be 100%. Customer service has to be 100%. There can’t be any excuses or off days. If you mess up, it hurts the brand and your business.ABOUT LAYNE'S CHICKEN FINGERSFounded in 1994 in College Station, the original location became a Texas A&amp;M legend known for its small-town charm, friendly service, iconic chicken fingers and secret sauce. While opening corporate locations across the Dallas-Fort Worth area, the leadership team focused on fine tuning its operations and starting to franchise.&nbsp;&nbsp;Franchise opportunities range from $446,500 to $1,015,000 with different buildout options available. Learn more about franchising&nbsp;<a href="https://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=laynes-franchise-sal-afridi-west-fort-worth-2729318" target="_blank" rel="nofollow">here</a>.

Franchisee spotlight graphic with photo of Sal Afridi and Layne's Chicken Fingers logo

Layne’s Franchise: Sal Afridi Launches in Fort Worth With Plans for Oklahoma Expansion

1851 Franchise

Backed by years of startup and investment experience, Sal Afridi chose franchising as a more stable, scalable path and found the right match in Layne’s.

Sal Afridi Bets Big on Layne’s With West Fort Worth Launch and Oklahoma Expansion Ahead

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USA Ninja Challenge

USA Ninja Challenge Adds COO Role as Franchise Expansion Accelerates

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Layne's Chicken Fingers

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Layne’s Chicken Fingers Accelerates Growth in Q1 2026 With 50+ Restaurants Awarded and Expansion Across Key Markets

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The Junkluggers

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The Junkluggers Franchisees and Leadership Gathered to Build Momentum for 2026

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Lawn Squad

Why Invest in a Lawn Squad Franchise vs. Competitors?

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One Hour Heating and Air Conditioning

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

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

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Why Skilled Trades Are Emerging as the Economy’s Most AI-Resilient Careers

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When&nbsp;<a href="https://www.linkedin.com/in/burkhartjames/">James Burkhart</a> and his wife, Jenifer, found out they were expecting their first baby, they were four years into living near the West Texas oil fields. For Burkhart, who had previously spent 15 years managing complex facilities for Ascension Seton Medical Center in Austin, it was another way to prove his management skills. The news of the baby, however, brought a sudden clarity: the "road life" of the oil industry wasn't compatible with the father he wanted to be.&nbsp;That intentionality is now the driving force behind&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> of&nbsp;<a href="https://freshcoatpainters.com/locations/bastrop-san-marcos/">Bastrop and San Marcos</a>. By trading the oil fields for franchise ownership, he is working to translate a career’s worth of corporate management experience into a service-oriented business that prioritizes quality, job creation and most importantly, time.&nbsp;For Burkhart, the goal is simple: build the foundation of the business now while his daughter is a newborn, so that by the time she's old enough to have soccer games and school recitals, he’s the one in the stands, not the one stuck on a job site or in another time zone.Burkhart sat down with 1851 Franchise to discuss his franchising journey with&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> and how he’s applying his management background to build a team-first painting business across Bastrop and the surrounding communities. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?James Burkhart:&nbsp;I’m an Austin native, and my roots are deep in Bastrop and San Marcos. For the past five years, I was working the oil fields in West Texas, but everything changed when we had our daughter. I knew I couldn't be away from her and we didn't want to raise her out there. We came home to Austin to be near family. Making that move meant finding a way to provide without sacrificing being a present father.1851: What did you do before franchising, and how did you decide franchising made sense for you?Burkhart:&nbsp;My background is in management. I spent 15 years with a hospital system in Austin before moving into the oil industry. By my third year in the field, I was managing the company. I realized I could translate high-level corporate systems to the "blue-collar" side. I knew I wanted to own my next business. I wanted to create jobs and build something of my own, but I didn't want to reinvent the wheel, so I teamed up with people who already have the answers and the proven systems.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Burkhart:&nbsp;Initially, I looked at buying into my hobby (fitness) and researched gyms. But once I broke down the costs, I realized we’d be eating ramen for a long time. It wasn't the right move for my family. The biggest thing people should know is that a franchise is exactly what you make of it. You need a massive amount of internal motivation. No one's going to be there to push you; you have to be able and willing to push yourself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Burkhart:&nbsp;I specifically wanted home services, so AI can’t take it over. Computers might paint houses one day, but I just don’t see that happening tomorrow.A lot of brands want you to be the owner-operator, the guy actually holding the brush. I wanted to work&nbsp;on the business, not&nbsp;in it. When I said that to the Fresh Coat team, they said that was exactly what they were looking for. I can manage people. I can build a schedule. I can maintain the day-to-day for a team. It was just an overall good fit.&nbsp;1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Burkhart:&nbsp;I think my ultimate goal is to move into commercial painting. General contractors are the people I'm just used to working with. I’ve spent my career working with them.This is every path I've taken in my life. If I want to start a company, I have to start by building up a team and the business little by little. I want to create jobs and help people. Somebody gave me a chance; that's what I want to do for other people.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Burkhart:&nbsp;Put your heart into it. You have to decide that no one is going to outwork you. The day someone says they’re going to wake up at 5:30 a.m., you wake up at 5 a.m. You can either doubt yourself or you can go make it happen. It isn't easy, but you won't fail if you simply refuse to let yourself.&nbsp;1851:&nbsp;Is there anything else about your story you want us to know?Burkhart:&nbsp;My wife and I had our first baby last fall. She’s too young to know what I’m doing now, but I told my wife by the time she’s old enough to remember, I want to have built something that ensures I never miss one of her games.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

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

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

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

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

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

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

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

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

 How John Bailey Rebuilt After the Recession and Grew to Five TWO MEN AND A TRUCK® Locations

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After years spent behind the scenes helping some of the world’s leading franchise brands grow,&nbsp;<a href="https://www.linkedin.com/in/h-kimberly-odell/">Kimberly O’Dell</a> is stepping into the spotlight as a franchisee herself with global&nbsp;bakery café franchise&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a>. With a background spanning InterContinental Hotels Group, Papa Johns, European Wax Center, and Museum of Ice Cream, O’Dell’s journey has come full circle, from developing franchise strategies to living them out firsthand.Her upcoming&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> café in Vinings, Georgia, brings her love of hospitality and her vision for community together under one roof. O’Dell hopes to create a welcoming neighborhood hub where people can slow down, connect, and enjoy simple moments over coffee and pastries.Opening in early 2026, her store will join a growing number of Paris Baguette locations that blend premium baked goods with a personal touch. Backed by years of marketing and guest experience expertise, O’Dell is ready to make her mark not only as a business owner but as a community builder, one croissant at a time.&nbsp;1851 Franchise spoke to O’Dell about her franchise journey and plans for the future. Here’s what she had to say:1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?Kimberly O’Dell:&nbsp;My background is in corporate franchise marketing, loyalty, and customer relationship management. I started at InterContinental Hotels Group in hospitality, then moved to Papa Johns working on retention and customer experience programs. Later, I oversaw loyalty and CRM at European Wax Center, and most recently led marketing for the Museum of Ice Cream across its locations in New York, Chicago, Boston, and Miami.I’ve spent much of my career in franchise marketing, but I was drawn to owning a franchise because it allowed me to take control of my career and bring my passion for customer experience to life. I’ve always loved baking and wanted to create a community space where people could connect over pastries. After experiencing a corporate layoff, I also wanted something lasting — something I could eventually hand down to my family. In corporate life, you can work for decades and leave with nothing tangible. Owning a bakery, or even multiple bakeries, offers that legacy.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?O'Dell:&nbsp;Having worked in franchising, I already had a very positive view of the model. I’ve always seen it as a great way for people with a business mindset to step into ownership with the support of a proven system. I like following a plan, and franchising gives you a roadmap. You know what to expect in terms of operations, revenue, and return, which makes the transition into business ownership more approachable.What I want people to understand is that franchising isn’t a simple “business in a box.” It takes real effort and due diligence to choose the right brand and then make it successful. A concept like ours, a high-end bakery and café, requires involvement not just in operations but in the community. You can’t be hands-off; you have to know your neighborhood and build relationships. For me, that’s one of the best parts. Franchising can be both profitable and deeply connected to the community you serve.1851:&nbsp;What made you pick this brand? What excites you most about this company?O'Dell:&nbsp;I actually discovered Paris Baguette by chance after running a marathon in Seattle. I walked into a café filled with beautiful pastries and sandwiches, completely unaware it was a franchise. I remember taking my sandwich to the Space Needle, and someone stopped me to ask where I got it. That moment stuck with me.The quality of the food and the brand’s presentation really impressed me. I love how Paris Baguette delivers a premium, bakery-style experience at an accessible price point. As brands like Starbucks and Panera have evolved, there is a whitespace for an authentic, community-driven bakery where people gather over something delicious. That sense of connection and craftsmanship is what drew me in.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;O’Dell: My goal is to create a welcoming community space where people feel comfortable spending time, whether they’re enjoying a pastry and coffee or meeting with family and friends. The area where I’m opening is very community-oriented. Families come for haircuts nearby, there’s a popular pizza restaurant known for trivia nights, and a Pilates studio next door. Those small local businesses give the neighborhood its charm, and I think adding a Paris Baguette will complement that perfectly.I want this café to become a staple in the community, a place people rely on and enjoy being in. Whether someone stops in after a class or while waiting for their kids, I hope it becomes part of their routine and their sense of connection to the neighborhood.1851:&nbsp;Is there anything else about your story you want us to know?O’Dell:&nbsp;I think what’s most exciting is how much opportunity there is as this brand continues to grow. I’d love to expand and eventually own multiple locations, as many franchisees in the system do. More importantly, I want each location to serve as a meaningful part of the community. For me, this isn’t just about running a business. It’s about using the Paris Baguette brand to connect with people and support the community in ways that truly matter.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?O’Dell:&nbsp;I would say due diligence and commitment are two of the most important things when considering franchise ownership. You need to really understand the brand, the support you’ll need, and where your own strengths fit in. The financial side is also critical.My corporate background has helped me build the business acumen and discipline required for this type of venture. Having seen how franchise systems operate from the corporate side, I know how valuable it is to understand what’s happening behind the scenes.Where I’m less experienced is in day-to-day operations. I’m the sole owner, so I’m handling everything from staffing to business management. Many franchise owners have partners who balance out their skills, but for me, it’s all on my plate. That can be intimidating at times.Still, I think success comes from recognizing where you need support while trusting in your abilities. It’s about being self-aware, doing your homework, and making an honest assessment of whether you’re ready to take on the challenge. ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.&nbsp;

image of 1851 franchise franchisee feature for Kimberly O'dell from paris baguette

Powder Springs resident Kimberly O’Dell is taking her passion for guest experience and community connection into ownership with her first Paris Baguette café, opening early 2026.

Franchise Marketing Leader Turns Franchisee, Bringing Paris Baguette to Vinings, Georgia, To Create Community Gathering Spot

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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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Big O Tires Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Big O Tires is a full-service auto care franchise offering tires, brake repair, alignments, oil changes and preventive maintenance under a nationally recognized brand.

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Franchise Opportunity Deep Dive: A fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.


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Amada Senior Care Franchise Costs, Fees, Profit and Data for 2026

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Sal Afridi Bets Big on Layne’s With West Fort Worth Launch and Oklahoma Expansion Ahead

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