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<a href="https://www.linkedin.com/in/dave-wood-9975a38/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">Dave Wood</a>, the founder of&nbsp;<a href="https://www.mahanafresh.com/franchise?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">Mahana Fresh</a>, has been immersed in the franchising world for over four decades. His journey began in 1980 when he took a job delivering pizzas for what was a small but rapidly growing brand — Domino’s Pizza. Initially drawn in by the prospect of discounted food, he quickly climbed the ranks, becoming a store manager, then a regional supervisor overseeing 30 locations by the age of 22. Eventually, he transitioned into franchise ownership, growing his own portfolio to 20 Domino’s locations in the Washington, D.C., area before selling them in 2012.Wood sat down with 1851 Franchise’s&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">Nick Powills</a> on a&nbsp;<a href="https://www.youtube.com/watch?v=f01zRfj8GPk&utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">recent episode of “Franchisor Hot Seat”</a> to discuss his extensive background in franchising, his exit from Domino’s and how he found himself launching Mahana Fresh. Wood reflected on his decision to step away from Domino’s, citing the immense stress of overseeing 1,000 employees. He and his wife moved to Sarasota, Florida, intending to retire — but that didn’t last long.“Two months later, I realized retirement wasn’t for me,” Wood said.That realization led to Mahana Fresh, a health-conscious fast-casual concept focused on fresh, made-to-order meals. The brand launched in early 2020, but the timing proved challenging, with COVID-19 hitting just as Mahana’s first three locations opened. Originally designed as an in-person ordering experience, Mahana had to pivot quickly, introducing pre-designed bowls and online ordering to adapt to the new environment.“We opened our first three stores just before COVID hit,” said Wood. “In March 2020, we launched locations in Tampa and Charlottesville, Virginia. At the University of Virginia, we opened on March 7. By March 13, students left for spring break and didn’t return for two years.”&nbsp;Despite the rocky start, Mahana Fresh has gained momentum. The brand currently has seven locations, with three more opening in the next 90 days. Catering has become a key driver of growth, particularly with pharmaceutical reps supplying food to doctor’s offices.Looking ahead, Wood envisions growing to 12-15 locations by the end of the year and doubling to at least 30 in 2026. While he acknowledges the unpredictability of the restaurant industry, he remains committed to smart, sustainable expansion.A transcript of Powills’ interview with Wood has been provided below. It has been edited for brevity, clarity and style.Nick Powills: Dave, we’ll start with you and then move to the brand. What is your franchise story? How did you accidentally fall into franchising?Dave Wood: I started delivering pizzas in 1980 for a small company called Domino’s Pizza. I had never heard of them, but we used to order from them at UNC in Chapel Hill, North Carolina. One day, I decided it would be fun to get a discount on pizza, so I got a job delivering.Back then, I carried a cooler in my car — not to drink while delivering, but to store the beer I received as tips. I’d work for three or four hours and come home with a discounted pizza and anywhere from 12 to 30 beers, making me pretty popular in my dorm.Powills: Did you work your way up to one of the famous Domino’s Rolexes?Wood: Absolutely. About a year after starting, I realized college and I weren’t a great fit. I was having fun but not going to class much. I talked to Dan Shefte, an early Domino’s franchisee who owned a store in Chapel Hill and seven others in North Carolina. I became a manager-in-training, and six months later, I was managing the Domino’s in Chapel Hill.At that time, Domino’s had about 300 locations. When students were in town, the Chapel Hill store was one of the five busiest in the chain, doing over $20,000 a week in sales. With pizzas averaging $5, we were selling around 5,000 pizzas weekly.Powills: And you worked your way up to becoming a franchisee?Wood: Yes. After six months managing that store, Dan promoted me to regional supervisor over seven stores. Six months later, I was overseeing 30 locations in North Carolina and Atlanta. By age 22, I was managing 30 Domino’s stores.Many of us from that era are still in franchising. I sold my Domino’s locations 10 years ago, but many franchisees from that time are now in their 60s because the early ’80s was such a big growth period.I eventually decided to become a franchisee myself. One of my roles was helping managers become franchisees, as Domino’s had no franchise fee but required managers to work for at least a year before qualifying. New franchisees then paid half their royalties to their sponsoring franchisee for five years.After helping a dozen managers transition to ownership, I decided it was time for me to do the same. Domino’s awarded me a 10-store area in Northern Virginia and Washington, D.C., where I worked alongside Frank Meeks, whom&nbsp;<a href="https://www.linkedin.com/in/tlmonahan/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">Tom Monahan</a> called the best Domino’s franchisee ever. I grew my business to 20 locations before selling them about 10 years ago.Powills: What made you decide to exit in 2012?Wood: I was tired. I had over 1,000 employees, and on a Friday night, 500 of them were out delivering pizzas. That’s a lot of stress. In retrospect, I needed a sabbatical, but that’s hard to do when you own the company.My wife and I sold the business, moved to Sarasota, Florida, and planned to retire. Two months later, I realized retirement wasn’t for me.Powills: And that led to Mahana Fresh?Wood: Yes, we started Mahana about five and a half years ago. The challenge was timing. We opened our first three stores just before COVID hit. In March 2020, we launched locations in Tampa and Charlottesville, Virginia. At the University of Virginia, we opened on March 7. By March 13, students left for spring break and didn’t return for two years.Our model was based on Chipotle’s in-person ordering experience. At the time, Chipotle didn’t offer online or third-party delivery, and neither did we. When the pandemic hit, we had to pivot — something I don’t love saying, but it fits. We adapted to delivery, introduced pre-designed bowls and made online ordering easier.Powills: How many locations are open now?Wood: We have seven open, with three more launching in the next 90 days. Since 2022, we’ve hit our stride. Catering has become a big part of our business, especially for offices and pharmaceutical reps who buy for doctor’s offices. Our food is fresh — no fryers, no freezers, no microwaves — which makes it popular with doctors.Powills: Are those locations franchised or corporate-owned?Wood: All are franchisee-owned. So far, we’ve attracted new franchisees rather than existing franchise operators. Domino’s franchisees can’t own other food brands per their contracts, but we do own a few Jersey Mike’s and Starbucks locations, so we may be talking to people from those brands.Powills: What’s the investment to get in?Wood: Costs vary based on whether it’s a second-generation restaurant or a new build. We love second-generation spaces — three of our next four locations are conversions. Build-out costs range from $30,000 to $100,000, in addition to a $49,500 franchise fee.For new builds, leasehold improvements for an 1,800-square-foot store can reach $250,000. Equipment costs range from $120,000 to $150,000, so a full new build could be around $400,000.Powills: What do you disclose in Item 19?Wood: Currently, nothing. But we may include data in this year’s update now that our stores have an established track record. Prospective franchisees rely on conversations with existing franchisees. We require every candidate to speak with all current franchisees, and we don’t sit in on those calls. We want them to ask candid questions without our influence.Powills: You’ve experienced major challenges in 2001, 2008 and 2020. How does that shape your vision for Mahana Fresh?Wood: I’d add 1992 — that was a tough year for Domino’s. Challenges shape resilience. Our goal is 12 to 15 locations by year’s end, then doubling to at least 30 by the end of 2026. We focus on short-term execution with long-term vision.Franchisees are our partners. If they succeed, we succeed. Whether we stop at 30 or grow into the hundreds, we’ll go where the brand is ready.Powills: Has your mindset changed since retiring and returning to franchising?Wood: Absolutely. I no longer want 1,000 employees or middle-of-the-night calls. When I was a franchisee, that was the right fit, but this is the right place for me now. My kids are grown, I’m a grandfather and I’ve embraced the aloha spirit — finding balance between personal and business life.Mahana means “the sun” in Hawaiian. It’s a positive-energy word. You see it throughout Hawaii and French Polynesia. The aloha spirit — kindness, doing what’s right — has influenced my approach.Powills: If I were buying your brand, I’d highlight the deeper meaning behind Mahana Fresh. Kindness isn’t just about restaurant design or construction; it’s about how you’ve learned to foster relationships between franchisees and franchisors. I’d use that to create a point of differentiation on your franchise development website.Wood: We’re in the middle of a website redesign, and I’ve already told our team to embrace the aloha spirit more. I’ll make sure they hear this.Powills: I appreciate you sharing your story. Looking forward to seeing where Mahana Fresh goes.Wood: Thank you. Hope everyone has a wonderful day.Watch the full episode&nbsp;<a href="https://www.youtube.com/watch?v=f01zRfj8GPk&utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">here</a>.&nbsp;Growing and selling franchises is difficult. No great franchise did it alone. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mahana-fresh-franchisor-dave-wood-2728871" target="_blank" rel="nofollow">www.1851growthclub.com</a> and see what we can do for you.

How Dave Wood Built Mahana Fresh from Domino’s to Fast-Casual

1851 Franchise

https://www.youtube.com/embed/f01zRfj8GPk

The founder of Mahana Fresh shares his journey from Domino’s Pizza franchisee to leading a fast-casual brand, overcoming challenges and building a franchise system rooted in fresh, high-quality food.

From Pizza Delivery to Fast-Casual Innovator: How Dave Wood Built Mahana Fresh

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Why Utah Is a Top Expansion Market for Senior Care Franchises: Comfort Keepers® Targets Growth in Salt Lake City and Beyond

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Restaurants Stand Out in 2025 Hiring as Consumers Look for Simple Treats

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Photo of SONIC franchise logo against blue sky backdrop

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No-H2O Franchise Deep Dive - Costs, Fees, Profit and Data - 1851 Franchise

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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? A Guide for Prospective Franchise Owners

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Family has always been at the heart of everything for sisters&nbsp;<a href="https://1851franchise.com/griswold-franchise-oklahoma-city-north-manar-landis-maha-zirn-kashoor-2730454">Manar Landis and Maha Zirn-Kashoor,</a> so when they began looking for a new business venture, it only made sense that they’d do it together. Today, the pair are proud&nbsp;<a href="https://griswoldhomecarefranchise.com/">Griswold</a> franchisees, combining their complementary skills and shared compassion to make a difference in the lives of seniors and&nbsp; families in their community. For Zirn-Kashoor and Landis, the decision to go into business together was as natural as their lifelong connection.“The short answer,” Zirn-Kashoor said, “is that it’s always the right time as a family to be together. We were both in the right place to start that one.”Though life had taken them in different directions — with families, careers and homes of their own — the sisters never lost touch. “We were always in contact,” Zirn-Kashoor said. “Almost every year we saw each other. So when the idea of the business came, it was only natural that we were both ready for it and said, ‘Let’s go for it.’”That shared readiness made the decision simple: it was time to&nbsp;<a href="https://1851franchise.com/griswold/how-griswold-home-care-provided-a-more-meaningful-career-for-these-franchisees-amid-the-pandemic-2715838">build something meaningful together</a>.<h2>From Sisters to Business Partners</h2>Transitioning from family members to business partners came smoothly for the pair. “Because we know each other quite well, it came very naturally,” Zirn-Kashoor said. “We recognized my strength, her strength, where we can complement each other — and it’s working so far.”The two sisters developed a natural division of responsibilities, allowing each to focus on what she does best. That balance has only strengthened their bond. “It brought us even closer to each other,” Zirn-Kashoor said. “Usually, when you have family, each one goes to their business or work and then maybe you meet at dinner or on weekends. Now we are combining all this — we see each other even more now. It added positively to the dynamic.”<h2>Why Griswold?</h2>When it came time to choose a brand, Landis led the research — and&nbsp;<a href="https://1851franchise.com/griswold/info">Griswold</a> quickly stood out. “She asked around, looked into different franchises, and it was the reputation of Griswold,” Zirn-Kashoor said. “From the first moment we spoke with them, it felt like we were joining a family.”That sense of belonging only deepened as they met other franchisees. “They are very professional, but there is also a warm environment,” Zirn-Kashoor said. “When we met other franchisees at a couple of events, it felt like family. It just enhanced our feeling that this is the right company we want to join.”<h2>A Family-Owned Business With a Human Mission</h2>As sisters and co-owners, Zirn-Kashoor and Landis believe their family connection adds real value to how they lead their business and care for their clients. “It’s an added value to be family working together,” Zirn-Kashoor said. “We know how to divide the work, who’s responsible for what, and sometimes we combine our efforts on certain areas where we can bring an even better outcome.”That collaboration is rooted in shared purpose. For the sisters, Griswold’s mission resonated deeply. “The story of Jean Griswold is very touching and impressive,” Zirn-Kashoor said. “It’s not money-oriented — it’s very human and people-oriented. That’s what really drove us. Otherwise, any business you can start somewhere and think about profit. This is not the easiest one, but we chose it on purpose because we can relate to it … When you think about it, we are helping vulnerable people — people in need — and that’s something we are already proud of.”<h2>Building a Legacy of Care and Connection</h2>More than just a business, Zirn-Kashoor and Landis see their Griswold franchise as a legacy — one rooted in compassion and community. “We are certain that our hard work will bring very fruitful income,” Zirn-Kashoor said, “and we hope that this is the legacy we can keep as a name for us, for our children and for our family later on. There cannot be a better legacy than helping people in need and caring for the community.”Even amid the challenges of launching a business, the sisters have found unexpected joy in the journey. “The most surprising part is how much fun we are having,” Zirn-Kashoor said. “We knew we would enjoy it, but we didn’t know it would start from day one. We keep reminding each other not to forget to have fun and enjoy the journey.”

Why Two Sisters Chose Now to Build a Purpose-Driven Home Care Business With Griswold

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For&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-these-tenured-franchisees-continue-to-grow-with-trublue-2726985">Tim and Kay Diemont</a>, owning a&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise in Yorktown, Virginia, is a shared purpose. Over the past decade, the couple has built one of&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue’s</a> most successful and enduring operations, all while strengthening their marriage, deepening their community connections and setting an example for what family-owned franchising can achieve.By the time TruBlue came into their lives, both Tim and Kay were ready for a new chapter.“Tim was working as a regional director of stores and in charge of the East Coast. I had been with the same architectural firm for 20 years,” Kay said. “Tim was tired of the corporate demands, traveling and wanted to be home more. He also wanted to be doing something that would be rewarding and help in our community — the community where we raised our two sons. My employer was getting ready to retire and, since [Tim and I] had always wanted to work together, the timing seemed perfect for both of us.”The couple’s shared vision aligned perfectly with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-trublue-is-a-strong-franchise-choice-in-the-growing-senior-industry-2728519">TruBlue’s mission of helping seniors and busy families maintain their homes with ease and peace of mind</a>.<h2>From Marriage Partners to Business Partners</h2>Transitioning from life partners to business partners came naturally to the Diemonts.“Since we were already partners, this new partnership was an easy transition,” Kay said. “Tim knew how to manage people and had been in a leadership position for many years. I was already trained administratively and had worked in marketing for both the architectural firm and for a local mayor. So, my community connections were very strong in this area.”Their complementary skill sets have proven invaluable. A U.S. Air Force veteran originally from Michigan, Tim brought strong operational and leadership experience from his years managing retail teams. Kay, who has lived in the Yorktown area her entire life, leveraged her local relationships and administrative background to handle marketing and office management.The couple’s oldest son, Derrick, is a systems engineer who has contributed to the business over the years. “His expertise with setting up our computer needs and just his overall help with the business was and continues to be a huge plus,” Kay said.The Diemonts say that working together has improved their&nbsp;<a href="https://1851franchise.com/strategicfranchising/work-life-balance-as-a-franchise-owner-is-it-possible-2728825">work-life balance</a> rather than complicating it. “Since we work together, our schedules are the same,” Kay said. “We can take as much time off as we want or need, and we enjoy traveling extensively every year.”<h2>Choosing TruBlue for Their Family’s Next Chapter</h2>When the Diemonts first began exploring franchise ownership, they were drawn to opportunities that allowed them to&nbsp;<a href="https://1851franchise.com/the-top-25-franchise-brands-committed-to-serving-their-communities-2724335">serve their community</a>.“Tim was looking into a senior care franchise and at the time the one he was interested in pursuing was already taken in our area,” Kay said. “The person he was speaking with at&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> mentioned a new franchise they were developing. It sounded like a perfect fit for someone who already knew managerial and handyman skills. We were one of the first to open a TruBlue, and we have been the proud owners since 2013.”The TruBlue model — focused on home maintenance, handyman services and senior safety — felt like the right blend of purpose and practicality. “Tim always had faith and knew we would be a success,” Kay said. “The model for TruBlue was perfect! Our co-workers, family and friends loved the concept, and we had customers lined up before we ever purchased our territory.”<h2>Family Ownership in Action</h2>As business partners, the Diemonts run their franchise with the same&nbsp;<a href="https://1851franchise.com/how-a-franchisor-can-cultivate-a-strong-franchise-community-2722789">teamwork and communication</a> that have defined their marriage for nearly five decades.“We have great partners, who are like-minded to bounce ideas through,” Kay said. “All our employees know they can come to either one of us with a question or a problem and 98% of the time, they will get the exact response from us. The other small percentage is only due to Tim’s knowledge of certain handyman jobs and mine would be administrative questions regarding invoicing or payroll.”That united front has helped them build a loyal team and a strong reputation throughout Yorktown and the surrounding Peninsula communities. “Our client base is strong because we provide our customers with a good service at a great value, and it is continually growing,” Kay said. “Our employees are happy to be a part of our team and we are sure all of them would stay with or continue with any new owner, whether it be family or someone new.”<h2>Building a Family Legacy</h2>After more than 10 years in business, the Diemonts have watched TruBlue grow from a small emerging concept into a&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/trublue-accelerates-growth-in-2025-with-record-breaking-midyear-momentum-2730055">nationally recognized brand</a>. But for them, the most important growth has been personal — and local.“Hopefully, we have built a business that either one of our sons would be proud to carry on in the future,” Kay said. “Our client base is strong because we provide our customers with a good service, at a great value and it is continually growing.”The couple takes special pride in supporting local seniors, veterans and busy families. “Making our customers and employees happy and doing something good within our community for our seniors and veterans has been the most rewarding,” Kay said. “As a veteran and family-owned business, we take great pride in providing a service to those who have served our country and to their families. For our seniors and busy adults, providing them with peace of mind and someone they can trust in their homes is a very big deal to us as a company and as a family. Everyone’s home is their castle, and we always hope TruBlue of Yorktown makes them feel that way.”<h2>The Rewards of Working Together</h2>When asked about the hardest or most surprising part of running a family business, Kay didn’t hesitate: “Probably how easy it has been to work together. Nothing has been hard about it for us personally. Our skill sets matched pretty good.”For Tim and Kay, the past decade has been defined by collaboration, connection and community — and the next one promises more of the same.“Overall, everything we dreamed about running our own business has come true,” Tim said. “This is a great way of life.”

Why This Couple Left Corporate America to Build a Community-Focused TruBlue Business in the Town Where They Raised Their Sons

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<a href="https://kbpbrands.com/">KBP Brands</a>, the multi-brand franchisee group with over 1,100 restaurants across 32 states,&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">has announced</a> its acquisition of 78 additional SONIC units. The new units are spread across Ohio, Kentucky, North Carolina, Tennessee and Virginia.This is the second SONIC acquisition KBP has completed in less than two years, and it makes KBP the fourth-largest SONIC franchisee in the system with 164 total locations across eight states.“We’ve had a successful five-year partnership with Inspire Brands and have seen strong results from our initial SONIC purchase,” KBP CEO&nbsp;<a href="https://www.linkedin.com/in/mike-kulp-820820">Mike Kulp</a> said in a statement. “We look forward to expanding that with a larger footprint and additional operational efficiencies.”KBP is one of the country’s largest franchisee groups, reporting approximately $1.5 billion in annual sales across its portfolio, which includes KFC, Taco Bell and Arby’s, another Inspire Brands franchise."Our relationship with KBP Brands continues to grow due to their operational excellence and our shared commitment to guest satisfaction and a culture that champions innovation," said&nbsp;<a href="https://www.linkedin.com/in/john-kelly-b48426b">John Kelly</a>, brand president at SONIC. "KBP's expansion with SONIC demonstrates their dedication to our vision and the brand's long-term growth."Read the full press release&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">here</a>.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.

From Pizza Delivery to Fast-Casual Innovator: How Dave Wood Built Mahana Fresh

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