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TWO MEN AND A TRUCK® Celebrates Franchise Growth and Leadership at 2026 Annual Conference

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For franchisors, choosing a&nbsp;<a href="https://1851franchise.com/how-to-find-the-best-crm-software-for-your-franchise-2723030">customer relationship management (CRM) system</a> is beyond a technology decision. It is an operational decision. The right platform influences everything from franchise development and lead conversion to unit-level execution and long-term scalability.As brands grow across markets and operators, the need for centralized data, standardized processes and real-time visibility becomes critical. Without it, even strong concepts can lose momentum.<h2>Why CRM Matters in Franchising</h2>Franchising is inherently complex. Unlike single-unit businesses, franchisors must manage relationships across dozens of independent operators while maintaining brand consistency. A CRM sits at the center of that ecosystem. It tracks leads, manages pipelines, automates follow-ups and provides the data franchisors need to make informed decisions.But not all CRMs are built for franchising. “The right CRM isn't the one with the most features,” said&nbsp;<a href="https://www.linkedin.com/in/brad-strawbridge-75214615b/">Brad Strawbridge</a>, founder and CEO of&nbsp;<a href="https://www.capitalcityroofing.net/licensing">Capital City Roofing</a> and co-founder and chief strategy officer of&nbsp;<a href="https://builderlync.com/">BuilderLync</a>, a CRM platform built for the home services franchise industry. “It's the one that enforces consistency across every location without slowing operators down.”That balance of control without friction is what separates high-performing franchise systems from those that struggle to scale.<h2>Purpose-Built vs. Off-the-Shelf Platforms</h2>Many emerging franchisors default to well-known, general-purpose CRMs. While these platforms can be powerful, they often require significant customization to fit a franchise model.Strawbridge experienced that firsthand. “We use BuilderLync, which we built ourselves after running two CRMs in parallel and watching leads slip through the cracks,” he said. “Off-the-shelf platforms forced us to overbuild or underuse. Purpose-built beat general-purpose every time.”For franchisors, the decision often comes down to three options:<ul><li>Adapting a general CRM with heavy customization</li><li>Selecting a franchise-specific platform</li><li>Building a proprietary system</li></ul>Each path has trade-offs tied to cost, flexibility and control. What matters most is whether the system aligns with how franchisees actually operate day to day.<h2>Speed-to-Lead and Conversion Rates</h2>One of the most immediate impacts of a CRM is on&nbsp;<a href="https://1851franchise.com/how-to-sell-franchises-in-2026-guide-speed-to-lead-benchmarks-in-2026-minutes-matter-2731175">lead conversion</a>. In competitive categories, speed often determines who wins the customer.“We needed speed-to-lead under 60 seconds,” Strawbridge said. “Speed-to-lead alone lifted conversion measurably, because the first contractor to respond wins the job more than half the time.”Enforcing response-time standards across all locations is nearly impossible without a centralized system. A CRM can automate alerts, assign leads instantly and track response times in real time.<h2>Creating Systemwide Visibility</h2>As a franchise grows, visibility becomes one of the most valuable and often overlooked advantages of a CRM. “Our CRM enforces three non-negotiables across every licensee market: sub-minute lead response, standardized pipeline stages, and real-time visibility for the franchisor,” Strawbridge said.Without that visibility, franchisors are effectively operating blind. They cannot see where deals are stalling, which operators are underperforming or where additional support is needed.“Pipeline visibility is what separates franchise systems that scale from those that stall,” Strawbridge said. “If I can't see deal velocity, stuck stages, and rep-level close rates across every licensee in one view, I can't coach, forecast, or intervene.”<h2>Standardizing Processes Across Locations</h2>Consistency is another one of the biggest challenges in franchising. Each operator brings their own habits, workflows and experience level.&nbsp;A CRM helps standardize how leads are handled, how sales pipelines are managed and how customer interactions are tracked.&nbsp;<a href="https://1851franchise.com/franchise-brand-protection-long-term-success-2730580">That standardization protects the brand</a> and improves performance across the system.“That’s the difference between a franchise system and a loose network of operators sharing a logo,” Strawbridge said.<h2>Key Considerations When Choosing a CRM</h2>So, how can emerging franchisors make sure they are choosing the right CRM?“Pick the CRM that matches how your franchisees actually sell, not how a software company thinks they should sell,” Strawbridge said. “Adoption dies the moment the system fights the operator.”Finally, data ownership is critical. “Franchisees come and go,” he said. “Your lead history, customer records, and performance data are franchise assets the franchisor should control. If your stages, automations, and KPIs aren't documented, no CRM will save you.”<h2>The Role of CRM in Franchise Development</h2>Beyond unit-level operations, CRM systems also play a key role in&nbsp;<a href="https://1851franchise.com/leveraging-technology-in-modern-franchising-2726374">franchise sales and development.</a>They help track candidate pipelines, automate follow-ups and provide visibility into where prospects are in the process. For brands actively growing, this can significantly improve close rates and reduce time to award.More importantly, it creates accountability across the development team.<h2>Practical Takeaways for Franchisors</h2><ul><li>Prioritize usability and adoption over feature lists</li><li>Ensure the system supports multi-location reporting and visibility</li><li>Enforce speed-to-lead and standardized processes across the system</li><li>Define workflows, KPIs and pipeline stages before implementation</li><li>Maintain ownership and control of all systemwide data</li></ul>For franchisors, the right system becomes a competitive advantage. It improves conversion and gives leadership the visibility needed to scale with confidence.“If you can’t see what’s happening across your system, you can’t grow it,” Strawbridge said.For more information on CRM platforms in franchising, check out these related articles on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-find-the-best-crm-software-for-your-franchise-2723030">How to Find the Best CRM Software for Your Franchise</a></li><li><a href="https://1851franchise.com/best-franchise-industry-crm-systems-2703202?fb_comment_id=2687573567926839_3127541783930013">Best Franchise Industry CRM Systems</a></li></ul>

From lead management to systemwide visibility, the right CRM can define how effectively a franchise scales or whether it struggles to maintain consistency across locations.

What CRM Should Franchisors Use? An Expert Insider Look

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Some franchise models are easier to grow than others, especially for operators looking to expand beyond a single market. For&nbsp;<a href="https://www.linkedin.com/in/jesse-keyser-sdmf-94513b10">Jesse Keyser</a>, who now owns more than 30&nbsp;<a href="https://sportclipsfranchise.com/">Sport Clips Haircuts</a> locations in the Midwest, that ability to scale has been central to his success.“While I was in college, I started working for a technology company until 2005,” Keyser said. “Then, I opened up my first Little Caesars Pizza with my younger brother and we ended up opening up five of those. We eventually got into other franchises and made the decision to build our portfolio with Sport Clips.”That early exposure to franchising shaped his mindset as an operator and set the stage for a multi-brand, multi-unit portfolio. But it was Sport Clips that ultimately stood out as the most scalable concept in his experience.<h2>From First Units to a 30+ Location Portfolio</h2>Keyser entered the Sport Clips system when the brand still had significant availability nationwide. “They had just over 700 locations open, but there was a lot of white space,” he said. “We got to cherry-pick great locations by getting in early. We have really great numbers.”Starting with a small initial investment, he quickly proved the model worked.“We originally bought a three-pack, and when we opened our third location, it broke the grand opening record, and then we did it again with our next location,” Keyser said. “I then started buying licenses and groups of 10. Eventually, we got into buying some existing locations too.”Over time, that mix of new development and acquisitions allowed him to build a portfolio spanning five states, positioning him as one of the system’s most experienced multi-unit operators.<h2>Built for Semi-Absentee, Multi-State Growth</h2>One of the defining advantages of the Sport Clips model is its support for semi-absentee ownership, a critical factor for operators scaling beyond a handful of units. For Keyser, that flexibility has been essential. “I manage these things remotely,” he said. “There is no need to be there every day because I can see what is going on based on the data.”The brand’s manager-driven structure allows franchisees to focus on leadership, performance and growth rather than cutting hair or managing daily operations themselves. Combined with strong reporting tools, this creates the visibility needed to support scale.“The operation is pretty simple, inventory is pretty simple,” Keyser said. “I can see what time they took their first client, what time they took their last client, etc. At the end of the week, I can look at the productivity numbers and track that.”That level of operational clarity is what enables multi-unit franchisees to expand confidently, even across multiple markets.<h2>Operational Simplicity Meets Recurring Demand</h2>Beyond the structure, the underlying business model plays a major role in scalability. Haircuts bring customers back regularly, giving operators a steadier flow of traffic than many other service businesses. Combined with a straightforward service model, this makes Sport Clips easier to grow across multiple locations.For Keyser, simplicity has been one of the biggest differentiators. “After being in six different franchise systems, Sport Clips stands out because the model is so simple and easy to manage that I can focus on the big picture instead of the day-to-day,” he said.That simplicity translates directly into scalability. Instead of reinventing operations with each new location, franchisees can replicate a proven system again and again.<h2>A Support System Built for Growth</h2>While the model itself is designed for scale, Keyser credits the franchisor’s support as a key driver behind his long-term success. “Of the six franchises I’ve been a part of, Sport Clips is the best when it comes to support,” he said.&nbsp;The brand supports franchisees at every stage, from site selection and store openings to day-to-day operations. That becomes especially important when operators start adding markets or taking on more locations.Another factor contributing to Keyser’s growth is the strength of its franchisee network.“One thing we always did when we got into the brand was reach out to as many franchisees with the brand as we could,” he said. “We were looking for a good mix of people who were wiser than us and people who were giving us growth opportunities.”That collaborative culture allows operators to share best practices, identify expansion opportunities and learn from one another — a key advantage for those looking to scale quickly.<h2>Thinking Bigger: Leadership Beyond the Unit Level</h2>As his portfolio has grown, Keyser has also expanded his role within the broader franchising community, serving on executive boards and engaging in industry advocacy.“In September, the IFA has the advocacy summit,” he said. “That is one of the most beneficial things I’ve learned and experienced in franchising in general. They will set up all your appointments to speak with all the elected reps where you have businesses.”His involvement has even extended to legislative efforts to support franchisees across industries.“For three years, we spoke about the tax rebate that bars and restaurants got since 1993, but salons didn’t,” Keyser said. “Through our own work on our own dime, we went to D.C. several times, and an updated policy got rolled into the Big Beautiful Bill — that was a great experience.”<h2>Why Sport Clips Works for Multi-Unit Operators</h2>For experienced franchisees looking to build large portfolios, Keyser’s journey highlights what makes Sport Clips a compelling platform for growth.It starts with a simple, repeatable operating model and is reinforced by strong unit economics, recurring customer demand and a manager-driven structure that supports semi-absentee ownership. Layer in a robust support system and a collaborative franchisee network, and the result is a brand built not just for single-unit success, but for long-term, multi-unit expansion.For Keyser, that combination has made all the difference.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://sportclipsfranchise.com/">https://sportclipsfranchise.com/</a>.

Keyser explains why Sport Clips proved to be a scalable fit for his long-term growth plans, helping him build a portfolio of more than 30 locations.

Why Multi-Brand Franchise Operators Are Scaling Fast with Sport Clips Haircuts: Inside Jesse Keyser’s Growth into Five States 

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Over the past several years,&nbsp;<a href="https://www.linkedin.com/in/jessicaburke/">Jessica Burke</a> and&nbsp;<a href="https://www.linkedin.com/in/jason-fahey-51559a11/">Jason Fahey</a> have found themselves navigating moving in and managing the healthcare of a parent with chronic health conditions,&nbsp; hospice care for another parent, and managing medical and skilled care for a relative with intellectual disabilities. Despite impressive careers in health care law and operations for Fortune 500 companies, Burke and Fahey felt overwhelmed by the reality of becoming caregivers for several of their loved ones. They realized that if people with their backgrounds felt overwhelmed, their neighbors in Louisville likely felt the same.As the “Silver Tsunami” continues to reshape the American health care landscape, Burke and Fahey recognized that the industry is at a crossroads. People aren’t looking for a transactional service but a partner to help them navigate the messy intersections of Medicare, insurance, and daily physical care. Through Burke and Fahey’s legal and operational expertise, they are positioning themselves to fill a critical gap in the Louisville market with the state's first&nbsp;<a href="https://griswoldhomecarefranchise.com/?utm_source=googleads&amp;utm_medium=paidgoogle&amp;utm_campaign=emg-pmax&amp;gad_source=1&amp;gad_campaignid=23643466006&amp;gbraid=0AAAAAC69DL-7ZNJ92ZxE737GS4sLVZPZR&amp;gclid=CjwKCAjwntHPBhAaEiwA_Xp6RnRXMhjzVon5y17QUVhHx9EpO16YYN55NP0ZvXuki9NqKCClVIVKkxoCmG0QAvD_BwE">Griswold</a> franchise.While many see franchising as becoming a "cog in a wheel," Burke and Fahey viewed it as a tried-and-true recipe that they could season with their own local expertise. They have already started putting their own stamp on the business, negotiating for larger territories and treating their franchisor like a “college professor.”&nbsp;Now, as they prepare to open&nbsp;<a href="https://www.griswoldcare.com/east-louisville/">Griswold Home Care of East Louisville</a>, Burke and Fahey are focused on more than just units or rankings—though their competitive nature keeps those on the radar. Their focus is making sure that a son can go back to being a son instead of a nurse, and a spouse can focus on their partner instead of a medication schedule.&nbsp;Burke and Fahey took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what they had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Jessica Burke: We come from different backgrounds, but they're really complimentary. I have represented a lot of businesses, and I am currently a health care attorney and in house counsel for a health care company. Jason's engineering background comes with a lot of operations and logistics experience. We both have been interested in owning our own business, and sometimes life takes you places that you weren't expecting. We wound up in a situation where we had people in our lives who would have found this service really helpful.&nbsp;His mom had a prolonged illness and wound up with hospice, we wound up managing the care needs for a relative with intellectual disabilities, and then my mom moved in two years ago due to some ongoing health challenges. We got thrown into this space and learned a lot about all the various and complex challenges of navigating this stage of life. Griswold reached out to me on LinkedIn, and we looked into other companies that did what Griswold does. It made a lot of sense; we liked what we saw—an opportunity to make a difference and do good in our community.1851: What did you do before franchising, and how did you decide franchising made sense for you?Burke: From my perspective, I have represented a lot of companies in my legal practice, including startups and small-to-medium businesses. There is a lot to be said for having something completely your own that you build, but it's an uphill battle doing everything from scratch. The more we looked into this, it really was the best of both worlds. We get to have our company and grow it, but it's not built from scratch. There is an entire infrastructure, and there is so much knowledge to build on and use. It really is a good system because all the resources are there to build our business, so we're not completely out there on our own.Jason Fahey: I've worked for two Fortune 500 companies and one private equity firm. I was a plant manager and director of operations over multiple sites in multiple states. Franchising gives us a recipe that is very easy to follow, and we have the support there. By trade, I'm not necessarily a creator, but every place I've been, I make things better. I used to move around about every year and a half to turn a new plant around. I'm confident if I'm given a good foundation, which I think Griswold provides us, that I can take it, make it our own, make it better, and make it successful. 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?&nbsp;Burke: I had limited exposure to franchising, but I had reviewed some franchise agreements for clients who were considering it. I didn't really have strong negative or positive opinions, but generally when you think of franchising, you think of a McDonald's, which is very different. I initially thought you didn't really have flexibility, and you're just taking ownership of the company's location and rolling with it. That's not what's happening with this business at all. In reality, you are taking a tried-and-true recipe and making it your own. It is fantastic because we have the ability to go out, be innovative, be creative, and do what works best for our community, but we still have all of the support.Fahey: About 25 years ago, I looked into possibly doing a Buffalo Wild Wings franchise, and the entry requirements and the amount of oversight seemed substantial compared to what we've invested so far in this. With something like that, you're not really getting to put your stamp on it… When you go into a McDonald's in Louisville, Kentucky, it's pretty much the same as going into a McDonald's in New York City. This is the opposite; we're given the framework and allowed to tailor it and personalize it on our own. From a previous franchise experience I looked at, it seemed like I was just going to be another cog in a wheel, which is one of the reasons why I got out of working for Fortune 500 companies. I want to be able to put my own personal stamp on something, and this franchise actually offered that, which I don't think is a norm in franchising.1851:&nbsp;What made you pick this brand? What excites you most about this company?Burke: One, they do a lot of training and have a lot of support, but they're also very innovative and forward-thinking. They are constantly looking for ways to move forward in the industry and figure out how we can do things better and differently. Early on, they caught my attention because they are looking for how to support the whole person. We're not just providing the caregiver; we want to make sure that when a family needs hospice or durable medical equipment, we can provide them with those resources and point them in the right direction. People are looking for more than a service… They are looking for guidance. That person-centered focus really resonated with us.Fahey: Griswold has been around for over 40 years, so they have an established track record. Within that time, they've obviously had to adapt to changing environments, changing technologies, global pandemics, and changing their business, and they've weathered all of that. It's that safety net of proven performance that I found very comforting.1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Burke: Growth is absolutely on the table. We haven't even opened the first franchise yet, so it's the proverbial cart before the horse, but we want to get this up and running and grow it. We are both competitive people, so we want to do well in the friendly competition of Griswold's rankings. We think there is a good market here and we can do well, so we plan to grow it in the next couple of years and see where things go from there.Fahey:&nbsp;When they offered us the franchise territory, me being from Louisville, I immediately saw that there were regions within Louisville that were not included that would likely really benefit from our services. I negotiated a bit to increase our territory. We've already told them we want any additional territories that meet up with ours because we fully intend to be a benefit for the community as a whole.1851:&nbsp;Is there anything else about your story you want us to know?Burke: We have, and are, experiencing the challenges we are here to solve in our personal lives. We are offering solutions based on personal experience and the 40 years of experience Griswold has in the industry. Even with our backgrounds, it’s not easy to figure out doctors, Medicare, insurance, where you go to get things, and just all of the things that go into managing care that are often unseen until you are doing it. We want to provide a resource for people who are navigating these challenges and be a trusted partner.Fahey: With our personal experiences, I want to make sure we are in a business and supporting the community in a way that allows people to spend more quality time with their loved ones, versus the transactional or functional taking care of them. We want to allow them to just reminisce, spend time, and talk versus worrying about how they are going to bathe this person or take care of them. Sometimes it gets to be too much and you lose sight of the relationship with your family member or friend.&nbsp;1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Fahey: Make sure you are asking questions and not assuming anything. I told the home office when we were in training that I'm going to treat them like a college professor. When I didn't understand something in college, I felt I was paying that professor to do a job, which was to make me understand it. Similarly, with the franchisor, if I have questions or concerns, I'm looking to them as the technical resources; I'm not just going to send them a check every month. It's going to be a collaborative relationship between us and the franchise. Make sure you've got that kind of relationship, and that it's not a one-way street. &nbsp;Burke:&nbsp;I would echo that. Do the research because nothing is 100% easy or good, and there are negatives and positives or neutrals for everything. We obviously looked at everything the company sent us, but we also did a whole lot of Googling, talking to existing offices, and looking at things to really understand what we were getting into. My second piece of advice would be to be ready and able to roll with the punches. Things will pop up or change and you have to be adaptable.&nbsp;ABOUT GRISWOLD:With over 200 locations across 31 states, Griswold is one of the country’s top home care companies, providing and referring professional, compassionate Caregivers around the clock. Griswold’s “Live Assured” promise gives both clients and their loved ones peace of mind, so they can live without the weight of worry. Griswold helps adults maintain quality of life despite advanced age, onset of illness or post-surgery recovery through services including companion care, home services, personal care and respite care. Founded by the late Jean Griswold in 1982, the company has maintained its founder’s profound sense of empathy for older and disabled adults and those living with chronic conditions. Griswold has been recognized as one of the top 500 franchises in Entrepreneur’s 2026 Franchise 500® and named a 2023, 2024, and 2025 Best of Home Care® Endorsed National Provider. For more information, visit&nbsp;<a href="http://www.griswoldcare.com">www.GriswoldCare.com</a> or call 215.402.0200. &nbsp;

image of Jessica Burke and Jason Fahey meet the franchisee Griswold live assured

Health care attorney Jessica Burke and operations-savvy husband Jason Fahey are turning personal caregiving experience into the state’s first Griswold franchise.


How This Power Couple Is Redefining Home Care With Kentucky’s First Griswold Franchise

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