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The Panos family has turned&nbsp;<a href="https://www.mellowmushroom.com/franchising/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mellow-mushroom-franchise-panos-restaurant-group-metro-atlanta-2730377" target="_blank" rel="nofollow">Mellow Mushroom</a> into a true family enterprise by carving out complementary lanes.&nbsp;<a href="https://www.linkedin.com/in/michel-panos-871649116/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mellow-mushroom-franchise-panos-restaurant-group-metro-atlanta-2730377" target="_blank" rel="nofollow">Michel</a> and Lesley, immigrants from South Africa, built a hands-on, numbers-driven base in metro Atlanta and kept every store within driving distance so they could stay present. Their adult children extend that foundation rather than duplicate it: Nicolaos drives catering and automation,&nbsp;<a href="https://www.linkedin.com/in/michael-panos-4a19b9258/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mellow-mushroom-franchise-panos-restaurant-group-metro-atlanta-2730377" target="_blank" rel="nofollow">Michael</a> lives in day-to-day operations, and&nbsp;<a href="https://www.linkedin.com/in/gabby-panos/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mellow-mushroom-franchise-panos-restaurant-group-metro-atlanta-2730377" target="_blank" rel="nofollow">Gabby</a> focuses on social and guest engagement. As Michel puts it, “People asked why I didn’t just do ‘Michel’s Pizza.’ That never appealed to me. There’s enough work in running restaurants aside from creating menus and designs — getting that right is a big deal. I don’t think you can do both: develop a franchise and run the restaurants. For me, franchising is a safer way to grow. You pay to use the system, the product, the signage — and run great restaurants.”That division of labor shows up everywhere. Nicolaos builds systems that remove friction so managers can execute consistently across seven locations; Michael makes sure those systems translate into hospitality guests can feel. And while the back end hums, Gabby keeps the brand human and visible — answering reviews, creating local content and tying in-store moments to Instagram so regulars feel seen. “I love working with my brothers and my parents and working toward something together,” she said.Through it all, the family guards the quirky Mellow spirit — the characters, the vibe, the dough — while pushing for smart, local growth. Their ambition is matched by bold sales goals, carefully considered guardrails, all while keeping a clear sense of identity. The result is a practical playbook for generational franchising. The founders set the culture, the next generation specializes, and together they scale while preserving what makes Mellow, well, Mellow.&nbsp;&nbsp;1851 Franchise sat down with the Panos family to discuss their multigenerational “lanes” approach, the systems powering seven Atlanta-area restaurants and how they preserve Mellow Mushroom’s quirky soul. Here’s what they had to say.1851 Franchise: Frame your personal story for us. What do you want us to know?Michel Panos: I’m an accountant by profession. I’m from South Africa — my wife and I originally — and in 1995 we left due to the violence and uncertainty at the time. We came here just before the Olympics.My father was in the restaurant business. He had an American franchise that came to South Africa in 1969. They found my dad as someone who was successful in restaurants and had the money to take on the new franchise. My siblings and I grew up watching him run those restaurants. I went to university, got my accounting degrees, became a chartered accountant — and then went into the restaurant business anyway. My brother and I ran a steakhouse for about four years before we left.When we arrived in Atlanta, my brother and sister — who had moved two years earlier — had found a little franchise called Mellow Mushroom and bought the Midtown Atlanta unit. We went to see it. The pizza was excellent and the place had a nice vibe. I talked to Home Grown Industries to see if there were any franchises for sale. There was one. A couple of months later, I joined the owner to do a partnership. We ended up with me buying him out — his wife wanted to move to Florida. We did the deal on March 15, 1996. That was the first one. At that stage only Nicolaos had come with us from South Africa. Gabriella was born a year later, in 1997, and Michael in 2001.Mellow Mushroom is very different today than in 1996. It’s a much bigger organization — there were only about 25 stores when we got involved; now there are roughly 163 The dough is exactly the same, which is brilliant, and the Esperanza salad dressing is still there. A lot remains. For me, the brand’s quirkiness — the Mel dude and the wizard— makes it impossible to copy. That unique identity is important, and I’m delighted it’s coming back.Lesley Panos: We came here from South Africa when Nicolaos was about 18 months old. We had very limited money. We’d take him to the store with us. I had a big playpen in the dish area for him. Michel was learning the business. I had to learn the business. He’s good with numbers — if you don’t know your numbers, you can’t do anything.I did ballet my whole life. At about 15 I started high energy dance and won the South African dancing championship at 16. At 18 I auditioned to be a dancer on the Achille Lauro cruise ship. I didn’t think I’d get it, but I did. I traveled for six months — Australia, the Fiji Islands, Melbourne, Perth, Italy. Michel and I already knew each other. Later, when we were building the restaurants, we were there every day, talking to customers. People started coming back two or three times a week. They brought friends. It became a family affair and grew into two stores, then three, and suddenly we were opening more.Nicolaos Panos: I wanted to do something outside the family first. After Wake Forest, I worked in investment banking in New York in the consumer retail space — mergers and acquisitions. Bringing that experience back home let me help our operation move faster.Michael Panos: I started working around 15. My dad asked if I wanted a job and I said yes. He asked if I wanted to host. I said, “No, I want to learn how to make pizzas.” I was a 15‑year‑old in the kitchen with grownups. It was intimidating but cool. I loved making the food and seeing it come out fresh. Later I moved to front of house — guest interaction, serving. That appreciation for food quality carried over. When it’s made properly, it’s worth the money.Gabby Panos: We grew up in the restaurants. I started hosting at 13, then managed, bartended — worked through the ranks for 10-plus years. I love working with my brothers and my parents and working toward something together. They set a great example of hard work. I handle social media and marketing for our stores.1851: What did you do before franchising, and how did you decide franchising made sense for you?Michel: Growing up in South Africa, America was the place where everything was bigger and better. All our textbooks were from America. The shining light was McDonald’s. I fell in love with McDonald’s — not necessarily the food but the story. I read about Ray Kroc at 17 or 18 and thought it was brilliant. In university, I did a thesis on franchising.People asked why I didn’t just do “Michel’s Pizza.” That never appealed to me. There’s enough work in running restaurants aside from creating menus and designs — getting that right is a big deal. I don’t think you can do both: develop a franchise and run the restaurants. For me, franchising is a safer way to grow. You pay to use the system, the product, the signage — and run great restaurants.Lesley: In South Africa we were in the restaurant business and were held up. Things were pretty bad. We decided to immigrate. We had little money but a strong work ethic. We’re aligned with corporate — follow instructions, respect the system and focus on taking care of each customer so they feel at home and get consistent food.Nicolaos: With a good brand, franchising is a shortcut. You don’t have to make the same mistakes. There are horror stories in other systems, but we’ve been fortunate with Mellow — great food and a beloved brand in Atlanta.Michael: I can only speak from my corner; this is the only way of restaurant operating I’ve seen. When it’s executed properly, it can be very successful. The key is execution.1851: Tell us about your roles at Panos Restaurant Group.Michel: We own seven Mellow Mushroom restaurants in the greater metro Atlanta area. We live in Sandy Springs and keep everything within about a 40‑minute drive.Nicolaos: I’m responsible for catering and technology. Coming from a field where rainmakers got paid for bringing in deals, I asked how to make that work in small business. Catering lets one person buy $500 of food instead of getting 200 people to buy $2.50 slices. People with catering budgets care that the food is on time and correct. In 2018 we leaned into catering and grew, then COVID flatlined everything. By 2022 office orders trickled back. We rebuilt from the ground up with infrastructure so each store could produce the same experience. We invested in people and in the client experience: pie servers, labels on boxes, name cards showing what’s on each pizza. It seems trivial, but if you’re the person ordering, you want clarity.The technology piece goes hand in hand. I love AI, automation and efficiency. In small business, so much is repetitive. We systemized onboarding, forms, write‑ups, invoices — everything is digitized and searchable. We also built our own app, “Caterize,” because nothing on the market solved our needs. It assigns orders to drivers, tracks when they leave and captures delivery photos. If there’s a discrepancy, we can see when food arrived. It operationalizes the tedious parts.Michael: As an in‑store manager, I get text notifications when a new catering order comes in. At a glance I see date, headcount and contact. There’s a link to details. It’s helped us keep everything top of mind and not forget orders. Systems are great, but if nobody’s eating the food, they have nothing to do. Everyone on our team knows how to make the food and work each area. Every part of the restaurant has unique challenges. The cornerstone is the guest. My dad always says, “Make a guest’s day today.” When guests complain, most of the time it’s on us. We look at what we could have done better.Gabby: As the social media/marketing person, I respond to Google and Yelp reviews multiple times a week to stay on top of any negative experience and share positives and opportunities for improvement with our director of operations. Instagram is our primary channel. Corporate provides photography and promotions, which I used more in the early years. Since moving back two years ago, I create more local, engaging content — trends, fun videos with our teams, employee‑of‑the‑month features. We’re piloting in‑store initiatives tied to social, like trivia‑night drink vouchers. It boosts employee pride and lets me reconnect with guests.Lesley: When Michael started in the kitchen, at the end of his shift he’d send me a photo of his station — clean and ready for the next person. He was 16 or 17. That pride impressed me. We’re hands‑on operators. I still work Friday nights — Mellow T‑shirt, hair in a ponytail&nbsp; —thanking staff, coaching and making sure people feel part of the family.1851: What do you hope to achieve with your business? What are your plans for growth?Michel: Running seven restaurants is a handful. Going from one to two was a big deal; from seven to eight, not as much. I’m growth‑minded and always talking to HGI about opportunities, but I won’t get on a plane to visit a store. They need to be within a 1.5‑ to 2‑hour drive. We’re hands‑on, which is why we didn’t expand to Texas.We love Mellow Mushroom. With a lot of brands, the franchisee-franchisor can be a tenuous relationship at times, with the franchisor focused on top‑line sales and the franchisee more focused on sales and profit. However, there’s a newer generation at HGI —&nbsp;<a href="https://www.linkedin.com/in/jivaahsan/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mellow-mushroom-franchise-panos-restaurant-group-metro-atlanta-2730377" target="_blank" rel="nofollow">Ahsan [Jiva]</a> included — who are tremendous to work with. We’re very happy with where things are.Lesley:I’m proud looking at Michel and the kids and thinking how we survived immigration, remodels, loans — everything. We’ve stuck with Mellow almost 30 years because we truthfully care about our people. We insisted the kids get an education and choose their paths. They complement each other — different strengths. Michel and I would love to do another couple of stores if the kids want it and it fits our radius. It’s time for us to unwind a bit and let them drive the bus.1851: What advice do you have for other people thinking about becoming franchise owners?Michel: I truly believe in franchising. Even if you want to do your own concept one day, start in a franchise in that industry. Learn with the safety net. Developing a concept is very difficult. Use the franchise’s playbook to run great restaurants.Lesley: Know yourself. If you want to be flattered as a chef and have total creative control, franchising isn’t for you. If you have a problem with being told what to do — seasonal LTOs, test‑kitchen items, system standards — franchising isn’t for you. Respect the work corporate puts in. If you like operating, training, and delivering consistency, franchising can be great.Nicolaos: I’m more operator than creative. I’ll take a proven playbook 10 times out of 10. Don’t reinvent the wheel. Make sure the system is truly proven and, ideally, has something proprietary. With Mellow, the brand and the dough are unique. If a brand lacks uniqueness, it’s not the same level of franchise. With the right system, franchising is a tremendous way to build assets and wealth.Gabby: It’s a personal decision. The more you know your skills and weaknesses, the clearer the choice becomes.Michael: When done properly and executed well, it can be very successful. The framework is there. The question is: can you take it and execute?To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://www.mellowmushroom.com/franchising/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mellow-mushroom-franchise-panos-restaurant-group-metro-atlanta-2730377" target="_blank" rel="nofollow">https://www.mellowmushroom.com/franchising/</a>.

image of michael panos and michel panos, owners of mellow mushroom in Atlanta

Inside Panos Restaurant Group’s Mellow Mushroom Franchise

1851 Franchise

Michel and Lesley Panos keep things close to home and grounded, while their children Nicolaos, Gabby and Michael split roles — catering/tech, ops and social — to maintain the guest-first culture.

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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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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 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost 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;

Former Project Manager and Executive Assistant Swaps Corporate Life for Fresh Coat Painters Ownership

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Hely and&nbsp;<a href="https://www.linkedin.com/in/hiral-patel-3b28b622b/">Hiral Patel</a> knew they wanted their next business to reflect something they’d always talked about — a relaxed, community-focused sports bar they could build together. After spending more than two decades growing with&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-subway-franchise-costs-fees-profit-and-data-2722471">Subway</a> and&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-tropical-smoothie-cafes-franchise-costs-fees-profit-and-data-2720936">Tropical Smoothie Café</a>, they were ready for a concept that matched their long-term vision. When they came across&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a> during a family trip to Florida, they immediately recognized it as the kind of environment they had hoped to bring to their own community.“We liked the concept — all the taps were very overwhelming in a good way,” Hely said. “It was entertaining, and my husband and I love watching sports. We thought it would be a great, family-friendly place where people could come watch games, grab a drink and enjoy themselves.”Now, the couple is preparing to bring that experience to Pasadena, Maryland. Their first&nbsp;<a href="https://1851franchise.com/brasstap/info">Brass Tap</a> is currently in development, with a multi-unit agreement already signed to expand the brand across the state.<h2>A Family Built on Franchising</h2>Franchising has been central to the Patels’ professional life since the beginning of their marriage. Both trained as engineers, but once they began exploring entrepreneurship, franchising offered them a path to independence that matched their drive and teamwork."[Hiral] opened a Subway restaurant in 2002 — that was our first franchise — and then we took over a few locations after that," said Hely. "We’ve been in the franchise business for a long time. I opened the first Tropical Smoothie Cafe franchise in Maryland back in 2011. We also manage rental properties here in Maryland."&nbsp;After years of running other franchises together, they felt ready to take on a new challenge that tied their experience in business to their shared love of hospitality. Hely says that mindset comes naturally — it’s something she’s seen her whole life.“My family back home in India has a business background — my father, my brother — everyone is involved in the food industry,” said Hely. “I grew up with that mindset. When I came to this country, I thought franchising was a great opportunity to do something for yourself.”<h2>Why The Brass Tap Was the Right Fit</h2>The Patels describe The Brass Tap as the perfect combination of entertainment, community and comfort. The energy, the atmosphere and the focus on craft beer all felt aligned with what they envisioned for a neighborhood gathering place.“It was kind of our dream,” Hely said. “We visited the corporate office about two years ago, started inquiring about the brand and then began looking for the right location.”They were drawn to The Brass Tap’s mix of local personality and reliable franchise support. To them, it was a way to run a strong business while giving their community a place to gather and enjoy good company.<h2>Building for the Future</h2>Hely and Hiral are focused on getting it right before expanding further. "Our main focus right now is making this first location successful," Hely said. "It's a neighborhood spot — somewhere people can come after work, grab a beer, relax and have a good time. Once that’s in place, we’ll move on to the next one."Future locations are already in the works, with plans to bring The Brass Tap to other parts of Maryland, including Gaithersburg, Germantown, White Marsh and Columbia.The Patels’ drive to grow together — both in business and at home — is at the center of everything they do.“You can definitely grow,” said Hely of franchise ownership. “It’s hard work in the beginning, but it pays off if you’re passionate. I always tell people to go ahead and find what they love. If you do that and work hard, you’ll get there.”For more information on franchising with family, check out the following 1851 Franchise articles:&nbsp;<ul><li><a href="https://1851franchise.com/right-at-home-boston-expansion-family-franchise-2730747#stories">Family-Owned Right at Home Expands Into Boston With Second Generation Joining the Business</a></li><li><a href="https://1851franchise.com/family-franchising-winning-combination-2727664">Family and Franchising Make for a Winning Combination</a></li><li><a href="https://1851franchise.com/choosing-the-right-franchise-for-your-family-2727865">How to Choose the Right Franchise for Your Family</a></li></ul>

After 20 Years in Franchising, These  Multi-Brand Owners Found Their Perfect Fit in The Brass Tap

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<a href="https://www.chick-fil-a.com/franchise">Chick-fil-A</a> is one of the most recognizable names in the quick-service restaurant industry. With its signature chicken sandwiches, customer-first culture and impressive per-unit sales, the brand is often at the top of the list for entrepreneurs researching restaurant franchises. But if you’re wondering how to buy a franchise with&nbsp;<a href="https://1851franchise.com/the-rise-of-chick-fil-a-americas-number-one-chicken-franchise-2727483#stories">Chick-fil-A</a>, you’ll quickly realize that this opportunity comes with a unique set of requirements — and not everyone qualifies.<h2>Chick-fil-A Franchise Requirements</h2>Chick-fil-A is different from most restaurant franchises because it doesn’t take a large amount of money to get started.&nbsp;<a href="https://1851franchise.com/how-much-does-a-chick-fil-a-franchise-cost-2715278#stories">The franchise fee is $10,000</a>, and applicants don’t need to show a specific net worth or liquid assets. The lower cost, however, comes with a trade-off. The company has one of the toughest application processes in franchising and places strict rules on how the business must be run.To be considered for a Chick-fil-A franchise, applicants need to show that they can legally run a business in the United States and have a solid professional background. The brand generally looks for people with at least five years of work experience and some history of leading teams. A clean financial record is important, too, since anyone with a bankruptcy on file won’t move forward in the process. The $10,000 franchise fee has to come directly from the candidate’s own funds rather than loans or gifts. On top of that, operators are expected to commit to the restaurant full time, which means stepping away from other active business ventures and putting all of their focus into building and leading their Chick-fil-A location.Candidates also need to be fluent in written and spoken English and commit to full-time, hands-on involvement in the restaurant. In fact, Chick-fil-A expects its franchisees to divest from any other active business ventures so that they can focus entirely on operating their location.Meeting these requirements does not guarantee acceptance. Chick-fil-A receives tens of thousands of applications each year but approves only about one percent, making the opportunity one of the most competitive in franchising.<h2>A Hands-On, Operational Model</h2>One thing that makes Chick-fil-A stand out is how it expects its restaurants to be run. Owners can’t just hire managers and step back like in many other franchises. Instead, operators are expected to be hands-on with the daily business.Chick-fil-A also keeps more control over key parts of the operation than most franchisors. The company chooses the location, builds the restaurant and provides the equipment. The operator’s main role is to deliver excellent service and lead a team that meets the brand’s standards.This is not a passive investment or a multi-unit opportunity. Chick-fil-A intentionally limits each franchisee to a single location, ensuring that operators are deeply engaged in leading their restaurant and contributing to the surrounding community. For many, this model is appealing because it emphasizes leadership and culture-building rather than simply financial investment.<h2>Why It Matters</h2>For people thinking about franchising, Chick-fil-A’s requirements show why the brand is both appealing and difficult to get into. The low cost to start, the strong name recognition and the sales numbers make it one of the most appealing restaurant franchises out there, but the rules and competitive selection process make it a tough opportunity to land.On the other hand, the strict operational structure, high profit-sharing arrangement and extremely competitive application process can make it a tough fit for entrepreneurs who want more flexibility or who prefer to run multiple concepts at once.If you are considering how to buy a franchise with Chick-fil-A, it’s important to carefully evaluate whether you align with the brand’s expectations. The operators who tend to do well are the ones who like being in the restaurant every day, working with their team and serving customers. For people who want to be closely involved in one business, the Chick-fil-A model can be both profitable and satisfying.For more info on Chick-fil-A, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/chick-fil-a-takes-the-crown-as-the-nations-premier-chicken-chain-2727486#stories">Chick-fil-A Takes the Crown as the Nation’s Premier Chicken Chain</a></li><li><a href="https://1851franchise.com/the-pros-and-cons-of-owning-a-chick-fil-a-franchise-2725069#stories">The Pros and Cons of Owning a Chick-fil-A Franchise</a></li><li><a href="https://1851franchise.com/chick-fil-a-emerges-as-the-leader-in-the-us-chicken-chain-industry-2727457#stories">Chick-fil-A Emerges as the Leader in the U.S. Chicken Chain Industry</a></li></ul>

Do You Qualify? A Look at the Chick-fil-A Franchise Requirements

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Callaway has agreed to sell a 60% stake in its Topgolf and Toptracer divisions to private equity firm Leonard Green &amp; Partners (LGP)&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">in a deal that values the Topgolf business at roughly $1.1 billion</a>. The transaction will bring in about $770 million in net proceeds for&nbsp;<a href="https://www.topgolfcallawaybrands.com/">Topgolf Callaway Brands</a>, according to regulatory filings. The move is part of a broader restructuring plan the company had been pursuing since same-venue sales softened and former Topgolf CEO Artie Starrs stepped down in August.Callaway and Topgolf originally merged in 2021 to accelerate the growth of the eatertainment brand, but separating the businesses is now seen as a way to sharpen strategic focus, streamline operations and better allocate capital. While the company initially explored selling as much as 80% of Topgolf, it ultimately selected LGP as a buyer because of the firm’s strong track record with high-growth consumer brands. The private equity group has backed chains such as&nbsp;<a href="https://www.zaxbys.com/franchise">Zaxby’s</a>,&nbsp;<a href="https://www.velvettaco.com/international-partner/">Velvet Taco</a> and previously&nbsp;<a href="https://1851franchise.com/shake-shacks-unusual-international-business-strategy-2710292">Shake Shack</a>.Despite earlier declines, Topgolf’s performance has begun to rebound. The company posted slightly positive same-venue sales in the third quarter of 2025, driven primarily by its core guest segment — players who use one or two hitting bays — which accounts for 80% of annual revenue. Traffic in that category returned to strong double-digit growth, aided by value promotions like Sunday Funday and weekday discounts. Operational upgrades, including improvements to the digital channel and the rollout of Toast’s point-of-sale system, have also increased efficiency and boosted spending per visit.The deal is expected to close in the first quarter of 2026. After the transaction, Topgolf Callaway Brands will rebrand as Callaway Golf Company and continue operating its core portfolio, which includes Callaway, Odyssey, TravisMathew and Ogio, while LGP guides Topgolf into its next phase of expansion.Read the full press release&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">here</a>.&nbsp;

Callaway Sells Majority Stake in Topgolf to Private Equity for $770 Million

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LAKEWOOD, Colo.&nbsp;—&nbsp;<a href="https://www.weareradianceholdings.com/">Radiance Holdings</a>, the parent company of both&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the 750-unit salon suites franchise, and&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the over-90-unit luxury day spa franchise, has appointed franchise veteran&nbsp;<a href="https://www.linkedin.com/in/keith-sizemore-85992074/">Keith Sizemore</a> as its new chief development officer. With extensive experience in the franchise industry, Sizemore will support Radiance Holdings in its next phase of strategic expansion.In his new role, Sizemore will oversee the franchise development strategy for both brands, focusing on filling in key markets for&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> and accelerating growth for&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> as it approaches the 100-unit milestone. With consistent momentum in the beauty and wellness sectors and both brands seeing steady growth over recent years, Sizemore joins the brand at a pivotal time for growth.“I’m excited to join Radiance Holdings at such a momentous time in the company’s journey,” Sizemore said. “Sola Salons has built an incredible foundation with 750 locations, and now, we have the opportunity to identify key markets where we can continue strategic growth. At the same time, Woodhouse is perfectly positioned to expand and bring its one-of-a-kind model to new territories nationwide.”Prior to joining Radiance Holdings, Sizemore held leadership roles at Marco’s Pizza and Shipley Do-Nuts, where he identified high-potential markets and supported franchisee growth and success from day one.&nbsp;“Keith’s career trajectory has been impressive, and his expertise in franchise development will be invaluable as we enter this next stage of growth,” said&nbsp;<a href="https://www.linkedin.com/in/benjonessola/">Ben Jones</a>, CEO of Radiance Holdings. “His ability to identify the right markets, attract quality franchisees and drive sustainable growth will be instrumental in achieving our goals.”As Sizemore steps into his new role, the team is focused on key markets for both brands. Sola Salons is targeting expansion in high-potential markets like San Francisco, Los Angeles, Houston and Chicago, while Woodhouse is prioritizing development in major metropolitan areas like Seattle, New York City, Phoenix and Boston. Within these key markets, Radiance is looking to partner with driven, passionate franchisees who are committed to providing an exceptional experience to beauty professionals and guests in their markets and building thriving businesses in the beauty and wellness sectors.ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with 750 locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.&nbsp;ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments, and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing, and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/.">https://www.woodhousespas.com/.</a>&nbsp;

Keith Sizemore headshot, Radiance Holdings

What Makes Mellow Mushroom a Strong Franchise Investment? Insights From the Panos Family’s Metro Atlanta Portfolio

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