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After being in their respective careers for around 30 years, Jeff and Lorie Walling decided it was time to start pursuing business ownership. After seeking out opportunities for a few years, the couple realized their market didn’t have a <a href="https://lawndoctorfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=local-texarkana-couple-brings-first-lawn-doctor-to-the-market-2723285" target="_blank" rel="nofollow">Lawn Doctor*</a>, which they had been customers of in their previous city. The Wallings signed on to open the Texarkana-Magnolia- Idabel territory, which will span three states: Texas, Arkansas and Oklahoma. With Jeff’s career in the fire department, and Lorie’s in corporate banking, the pair is excited to combine their skill sets and experiences into their new Lawn Doctor business.&nbsp;Notably, Lawn Doctor is an excellent opportunity for <a href="https://1851franchise.com/lawndoctor/why-becoming-a-lawn-doctor-franchise-owner-is-a-great-career-move-for-first-responders-2722755#trending">first-responders</a> like Jeff who are looking to pivot into something new.&nbsp;1851 Franchise spoke to the Wallings about their franchising journey with Lawn Doctor.&nbsp;1851 Franchise: Frame your personal story for us.&nbsp;What did you do before franchising, and how did you decide franchising made sense for you?Lorie:&nbsp;Both of us have been in our careers for over 30 years. Jeff is a first responder, and I am in corporate banking. We've raised our family, and we had been looking for a business opportunity for several years, starting back in 2019. We got really close on some businesses, but it just never really worked out. I'm originally from Texarkana, but we had been living&nbsp;in Longview. We were using Lawn Doctor services there as customers, and we were very pleased with their services. When we relocated back here, there really wasn't anything in the area that we live in. It was just kind of&nbsp;that Aha! moment. We've been looking for a business, trying to figure out what we can do. This was an opportunity that just made complete sense. The service is needed in our area, and it fits what we were trying to make happen. Every other opportunity was like trying to fit a round peg in a square hole. And this one just makes sense for us.&nbsp;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?Jeff: I didn't have much of one. When I thought of franchising, I thought of McDonald’s and things like that. I didn't even realize Lawn Doctor was a franchise as a customer.&nbsp;Lorie: It wasn't something we were considering. Up until this opportunity, all the other businesses that we were looking into were either locally owned or had partners. They were not franchises, but I was familiar with the franchise system and banking. I've had several customers that were franchisees, but it wasn't anything that I had considered for myself. When we were thinking of going into business, we knew we wanted to work for ourselves. For whatever reason, that just was not an area that we were considering until we thought of Lawn Doctor. When we started exploring, the fact that it was a franchise made it even more appealing because of the support and resources that we have.1851:&nbsp;What made you pick this brand? What excites you most about this company?Lorie:&nbsp;For us, it was the opportunity in the area that we're in. This is an untapped market, and this is a service that we've used. We're familiar with the products and the services. And when we were talking with development team at Happinest, we just liked the way that the company was structured. We liked that we were going to have regional support. We like that there is another franchise just an hour and a half from us. We liked that we had the ability to talk to 15 other owners all across the country. It was the feeling of support; we weren't on this island by ourselves.&nbsp;Jeff:&nbsp;The other reason that we picked Lawn Doctor is that we knew their product and their service because we were customers. We knew that this was something worth doing.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Lorie:&nbsp;We want to make this a family business. Starting out, it is going to be Jeff and I. But one of the reasons why we're doing this is because we want to be able to create opportunities for our children or our grandchildren, if that's something they should want to do. If not, we're looking to be able to offer job opportunities to our local community. In our previous careers, we've been on the hiring end of things, so we know what the job market looks like. We also hear the frustrations from some of our employees that we've worked with, and we want to be able to differentiate ourselves as an employer to be able to offer that safe space where our employees feel like they have the ability to grow. We want to start out managing the territory of ourselves. We do have our eyes on some other territories if that opportunity becomes available.&nbsp;1851:&nbsp;What is the one thing about your story you want us to know?Lorie:&nbsp;The thing that is most exciting is that this is something we've always wanted to do as a husband and wife. This is our baby. We each have established careers outside of this. Jeff has been able to work his way up through the ranks. He's very esteemed, and he has a pretty impressive career. I, myself, have been able to accomplish pretty much everything in the corporate world that I had set out to accomplish. So we're going to be taking our experiences and our skill sets into this. That's what we're most excited about — being able to see what it is that we're going to be able to do, using 30 years worth of experience in another work world and combining it and putting it into this business. Our skill sets are similar, but they're also different. We're going to be able to divide and conquer. I have 30 years worth of sales and sales management experience behind my belt. Jeff has public service, which means he knows how to give good customer service and puts people first.&nbsp;1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Jeff:&nbsp;It can be intimidating, just speaking from experience. Once you get into a certain career, that's kind of all you know. To leave that world and to transition into something else can be pretty intimidating. It's not really easy to pivot and transition. But it's really not as daunting as it seems. It’s actually been really smooth, and we haven't been intimidated at all after our first call with the Lawn Doctor corporate team. There's a ton of people in this organization that are specifically here to help and here to guide you through the process. So, don't be afraid to take a big step and try something different.Lorie:&nbsp;We really did our research. We were going to keep calling franchisees until someone said something bad or said something negative. We didn't want to just hear that everything is great and wonderful. We were looking for what that challenge was, and we were gonna keep making those calls until we got it.&nbsp;<h3>About Lawn Doctor:&nbsp;</h3>Since its first franchise in 1967, Lawn Doctor has established itself as a leader in the lawn care services industry through innovative technology, its ability to satisfy the needs of consumers on a national level, and its development and expansion within the industry. Lawn Doctor specializes in treatment and conditioning services, such as fertilization, weed control, seeding, aeration, and tree and shrub care. The Lawn Doctor brand has hundreds of locally owned and operated franchises and is the #1 ranked lawn care franchise in the United States. Lawn Doctor is a 2023 Franchise 500 brand, ranking no. 79 for its financial strength and stability, unit growth and brand power.&nbsp;

Local Texarkana Couple Brings First Lawn Doctor to the Market 

1851 Franchise

Jeff and Lorie Walling went from Lawn Doctor customers to franchise owners and expect to open for business in January 2024.

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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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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Central Creativity

How Central Creativity Is Closing the Resource Gap in STEAM Education

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Pool Scouts

How a Pool Scouts Owner Built Control and Long-Term Growth

Create Wealth Through Franchising Podcast: How a Pool Scouts Owner Built Control and Long-Term Growth

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Jersey Mike's Takes First Steps Towards Initial Public Offering

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Prince St. Pizza Partners With Dave’s Hot Chicken Franchisee for National Growth

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FTC Settlement Puts New Focus on Franchise Disclosure Standards - 1851 Franchise

FTC Settlement Puts New Focus on Franchise Disclosure Standards

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units - 1851 Franchise

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

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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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image of sweta goyal, puneet mittal, mamta singhal, rajneesh signhal from paris baguette from texas

With five signed locations and their first set to open in January, two entrepreneurial families are turning their love for Paris Baguette into a community-driven business.

How Two Dallas Couples Turned Coffee Runs Into a Five-Store Paris Baguette Deal

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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.


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

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Visiting Angels Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Visiting Angels is a senior home care franchise focused on in-home support for seniors and individuals with disabilities.

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BrightStar Care Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: BrightStar Care is a home health care franchise that provides both medical and non-medical services.

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

Franchise Opportunity Deep Dive: Amada Senior Care is a non-medical home care, assisted living placement, and related senior-support services with multiple revenue streams.

Local Texarkana Couple Brings First Lawn Doctor to the Market

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