1851

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.

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

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Pet Wants

3 Keys to Franchise Success with Pet Wants: Passion, Support, and Hard Work

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How This Health Care Professional Turned a Personal Pet Problem Into a Growing Business With Pet Wants

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Lawn Doctor

Photo of former Lawn Doctor franchise owners Todd & Janis Rucker

Former Lawn Doctor Employees Journey Back to Ownership Led to Succession Success Story

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FSC Franchise Co.

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The Brass Tap: Why This Bar Franchise Thrives with Strong Margins and Evolving Offerings

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Keke's Breakfast Cafe

How Keke’s Breakfast Cafe Builds Local Demand Through National Marketing Leadership

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

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KKR to Acquire Nothing Bundt Cakes in $2 Billion Deal -  1851 Franchise

KKR to Acquire Nothing Bundt Cakes in $2 Billion Deal

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

FTC Settlement Puts New Focus on Franchise Disclosure Standards

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

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

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

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Brian Keaney comes from a long line of tradesmen; in fact, he jokes he’s known how to wire a house since high school. But while his&nbsp;family members were building careers as electricians and carpenters, Keaney was penning his own story as a local reporter.Now, after two decades of telling stories, he’s making a dramatic return to his roots with&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> of&nbsp;<a href="https://www.trublueally.com/newton-wellesley">Newton-Wellesley</a>, a home maintenance service dedicated to helping seniors in Dedham, Needham and surrounding communities. Seeing the “writing on the wall”&nbsp;— AI’s disruption of the communications industry&nbsp;— Keaney was motivated to return to a career that was recession-resistant.&nbsp;The mission became personal for Keaney a few years ago when his grandfather returned home from a rehabilitation stay. To ensure he could move around the house, Keaney and his uncles stepped in to perform immediate modifications, such as laying Masonite over wall-to-wall carpeting. Keaney realized that most seniors don't have a family with the technical skills or resources to execute those vital safety changes on a moment's notice.However, Keaney’s focus isn't limited to the elderly. As a parent, Cub Scout leader and youth sports coach, he understands the time crunch faced by many families. By handling everything from seasonal maintenance to minor home improvements, Keaney aims to help neighbors “reclaim their weekends.”1851 Franchise sat down with Keaney to discuss the launch of his new business. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Brian Keaney:&nbsp;I grew up in the trades. My dad's an electrician, and between my grandfathers and uncles, there isn’t much that my family couldn’t do. From my childhood through grad school, I was often working for one of them. I like to say that at 15, I knew how to wire your house. I also knew that I didn't want to wire your house, so I went to college instead.I worked as a reporter and in corporate communications for many years after college. I still consider myself a writer (I think in blog posts), but I saw a couple of years ago that AI was going to totally disrupt the industry. I decided I needed to find something tangible because ChatGPT was coming for my job. Because I have a background in this industry and can speak the language, I thought this would be a good fit.1851: What did you do before franchising, and how did you decide franchising made sense for you?Keaney:&nbsp;A few years ago, I got a cold email from a consultant, and he said, ‘Hey, have you ever thought about opening a franchise?’ I said, ‘No, I hadn't,’ which was 100% true. But my philosophy is you should always take the meeting because you never know what's going to come out of it. The worst case scenario is that you lose 20 or 30 minutes.&nbsp;So, I took the meeting and started exploring franchises for a little bit. It just wasn't the right time for me then. But about a year and a half ago, I went back to him. We looked at a bunch of different franchises, a bunch of different industries, and eventually I settled on&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a>. I couldn't be happier that I did.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?Keaney:&nbsp;I didn't really realize how big franchising was before I got started. My vision of a franchise was a Dunkin' Donuts. I didn't realize just how many industries they got into. You name the industry, and there's a franchise out there for it, which just blew me away.I had no idea there was a handyman franchise out there, mostly because I could do the projects myself and wouldn't think to hire someone. But now that I'm in it, I'm a big fan. I'm confident that I could have run a "Chuck-in-a-truck" type operation, but I know I would not have been able to run a handyman company nearly as well without the training and support that I'm getting from TruBlue.1851: What made you pick this brand? What excites you most about this company?Keaney:&nbsp;I looked at a whole bunch of different franchises and industries. The two finalists were TruBlue and kids' sports. You only have to look at my credit card bill to see what a big industry kids' sports is — I've got two kids obsessed with them. In the end, I decided to go with TruBlue, because kids' sports is a pretty crowded industry, and I didn't want to compete there.I really liked TruBlue's mission of helping seniors age in place and helping busy families. A lot of the things that we go out and do are stuff that I would just do around the house myself. Now that I'm married, have kids, lead Cub Scouts, coach sports teams, and everything else, I just don't have as much time as I used to. I know there are a lot of families like mine out there where these things need to get done, and they just don't have the time.&nbsp;I am also really pleased with TruBlue as a franchisor. I’ve heard some horror stories about other franchises, and every time I say to myself, “That hasn’t been my experience at all.”&nbsp;1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Keaney:&nbsp;I really want to be able to support my family while helping my community. Like Ben Franklin said, I want to do well while doing good. My plans for growth are strong; I have so much work that I could be doing, but I am limited by hiring good quality staff. If I could hire five more guys today, I would do it because there's enough work out there for all of them.We're really selective with who we hire. They have to fit technically, meaning they have the skills to do a variety of jobs, but they also must have the soft skills to be able to go into a widow's living room and make her feel comfortable. Eventually, I would like to buy a couple more territories, but right now we're really focused on this area.1851: Is there anything else about your story you want us to know?Keaney:&nbsp;The idea of helping seniors age in place is more than just theoretical; it was personal for me. A couple of years ago, my grandfather was in the hospital and then rehab. When he got home, he couldn't move very well.&nbsp;The day before he got home, my uncles and I went over to his house and put Masonite over the wall-to-wall carpeting to make it easier for him to get around. It occurred to me that most people don't have the skills or resources to be able to do that themselves. My grandfather, who taught most of us how to do it, was lucky to have a family that could help him like that. Now, I'm able to help other families do that as well.1851: What advice do you have for other people thinking about becoming franchise owners?Keaney:&nbsp;It's definitely worth exploring. I am working a lot harder now than I did in my last job, and it's more stressful, but I'm also enjoying it so much more. I'm much happier being a franchise owner than I was working to help rich people make even richer people still yet richer.About TruBlue Home Service Ally:TruBlue Home Service Ally® provides a unique and affordable approach to helping busy adults and seniors live a worry-free life by offering trustworthy handyman, home maintenance and senior modification services. Helping you maintain your home both inside and out, TruBlue’s services include handyman projects and to-do list chores, preventative home maintenance programs, kitchen and bath remodels, seasonal work, and senior modification services, all handled by professional, bonded and insured Tru-Pro® Technicians. TruBlue franchise owners are required to complete senior home safety certification programs through the NAHB and Age Safe America. As certified specialists, TruBlue franchisees are able to perform aging in place home safety assessments and can make recommended safety modifications as needed.All locations are independently owned and operated. Service offerings, certifications, and licenses vary by location.

1851 Franchisee Spotlight graphic with photo of Brian Keaney & TrueBlue Home Service Ally logo

Inspired by his family and a growing need for safe, reliable home modifications, Keaney is building a service designed for aging adults and overwhelmed households.

Former Reporter Returns to Trade Roots with TruBlue Home Service Ally Franchise

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<a href="https://www.linkedin.com/in/joseph-deitzer-410b59176/">Joe Deitzer’s</a> path to franchising is far from traditional. After finishing high school, he pursued a career in cooking, eventually landing as executive chef at a summer camp. A lifelong passion for writing soon led him back to the classroom, where he attended college, worked toward a degree in English and explored work opportunities in UX content writing before pivoting to a role in screen printing. Suffice it to say, joining his father, David Deitzer, in co-ownership of a&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> franchise wasn’t quite on the radar yet.Eventually, franchising became the perfect intersection where timing, opportunity and family could all meet. David, a seasoned small-business operator and CFO who’s helped grow many small businesses, was pondering the idea of a retirement investment while Joe sought greater stability and an opportunity to grow professionally. Together, the father and son settled on&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat Painters</a>, a brand with a strong proven business model refined over more than two decades, clear processes and the ability to provide painting services that truly matter to their Northwest Arkansas neighbors.“My dad and I get along well. We’ve had success together in the past, like hiking the Appalachian Trail together. So, we’re trying to build a family-focused, community-centered enterprise. It just seemed like the right fit for us,” Joe said. “We wanted to do something real, help our community and offer a service people would appreciate. Franchising gave us the support to get started without having to figure everything out ourselves.”Now, as both partners and co-owners, Joe and David are ready to turn that vision into a family-focused, community-centered reality that blends entrepreneurial drive with a strong commitment to great quality and strong customer service.1851 Franchise sat down with Joe to discuss his transition into the painting and ownership sector with Fresh Coat Painters, his experience learning alongside his father and the importance of strong franchising support. Here’s what he had to say:1851 Franchise:&nbsp;Can you frame your personal story for us? How did you end up in franchising?Joe Deitzer: Sure. My background is in cooking. After high school, I worked my way up to chef and became the executive chef of a Christian summer camp where I live. Later, I went back to school for an English degree because I’d wanted to be a writer since I was a teenager.I graduated from John Brown University about a year and a half ago. While earning my degree, I did a UX content writing internship for three years. After graduating, I couldn’t find work in the UX industry, so I worked at a shop that screen prints t-shirts for just under a year.My dad was a small business owner when I was growing up. He’s now a CFO for small businesses that can’t afford one full-time. And he’s great with small business operations. He was looking for a good investment for retirement, and I was looking for a better job. Franchising seemed like a good fit. Through one of his friends, who sells franchises, we explored several options.&nbsp;We wanted something real that could help the community and offer a service people would appreciate. Painting seemed like the right fit.1851:&nbsp;How did you decide franchising made sense for you?Joe: My dad instilled an entrepreneurial spirit in me and my two older sisters. He gets excited about business ideas. And I share that to some degree. We discussed different business options, like woodworking, but franchising made sense because we didn’t want to start from scratch.Franchising offered support and processes to help us succeed from the start rather than figuring everything out ourselves.1851:&nbsp;What was your perception of franchising before becoming a Fresh Coat Painters franchisee and what do you want people to know now as you get ready to launch the business?Joe: I used to think franchising was for people who wanted it easy, maybe looking down on smaller operators. I also heard stories about people cutting corners, like operating without insurance or a business license.Now, I see franchising as a way to help people succeed in what they love. For us, that’s painting. We equip others to run their business properly, handle finances and provide excellent service.1851:&nbsp;What made you pick the brand and what excites you most about Fresh Coat Painters?Joe: I like their commitment to quality, both in painting and customer service. One of our commitments is the “333” rule: pick up the phone on the third ring, provide a quote within three days and start painting within three weeks. The brand equips its Fresh Coat Painters to deliver on that promise.1851:&nbsp;What are your goals for the business? Is there a plan for growth?Deitzer: Like any business owner, I want to be successful and grow. My mission is to offer the best painting services in Northwest Arkansas, provide for my family and contribute positively to the community.1851:&nbsp;What advice do you have for potential franchise owners?Deitzer: I’m just starting out myself. But I’d say keep hope alive, work hard, take action, manage your to-do lists and provide great customer service. That’s how you’ll separate yourself from the competition.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.

Father-Son Duo Brings Fresh Coat Painters Franchise to Northwest Arkansas

Joe Deitzer and his father David launched a residential and commercial painting franchise, turning shared timing and opportunity into a family venture serving their community.

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<a href="https://www.linkedin.com/in/robert-campbell-0006ab45">Robert Campbell</a> has spent his life in service. After growing up in poverty and serving more than two decades in the Marine Corps, Campbell went on to lead a growing church and develop affordable housing for seniors and veterans. When he began searching for a business that could support his long-term vision for workforce development and community impact, he wasn’t looking for just another company. He was looking for purpose.That search led him to&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a>, a premium handyman franchise focused on helping seniors and busy adults stay safe, comfortable and confident in their homes. For Campbell,&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a> is an extension of who he is, how he serves and the five-star standard he believes people deserve.1851 spoke with Campbell to learn more about his inspiring story, what drew him to TruBlue and his plans for the future. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Robert Campbell:&nbsp;I have always wanted to give back. I grew up in Missouri in poverty. I joined the Marine Corps and served in two wars. I spent over 20 years and retired as a major with a master’s degree. It wasn’t easy.After that, I came down to Wilmington, North Carolina, and became a pastor at a small church. We grew that church and built a multi-million-dollar complex. Since I got here, I’ve always been trying to help people.I had a vision for building affordable housing. We built affordable housing for senior citizens using low-income tax credits. We went on to buy and build a couple of multifamily homes and lowered the rent. In trying to buy housing and build affordable housing, I was also looking to start workforce development. I thought I would train people to fix houses and give them jobs.1851: What did you do before franchising, and how did you decide franchising made sense for you?Campbell:&nbsp;As I started writing up that workforce development program, it was really hard. But one day I saw TruBlue, and I thought, “Wow — this is a business with a purpose.” You can merge service and community, and that’s my sweet spot. I decided to look into TruBlue, and I really liked the ethos, the integrity — all of those things. We decided to go ahead and invest in the franchise.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?Campbell:&nbsp;What I’ve learned is that franchising gives you structure. TruBlue gave us everything — the way it’s structured, the onboarding, and the understanding that we are a premium handyman service. That matters.1851: What made you pick this brand? What excites you most about this company?Campbell:&nbsp;When I was starting our church, we were in the inner city. We had bars on the windows, and people were afraid to come there at night. But I shared with our people that we were going to build a five-star church.And TruBlue is a five-star premium service. We go a step above. We sweat the details. We come into people’s homes, and we respect it. It’s not finished until we do our five-star walkaround.In the last 21 years, I’ve been involved in several things, but TruBlue gives me the opportunity to not only help our premium customers, but also to help the marginalized. I know how to write grants. I know how to serve people. The name of my non-profit is New Hope CDC. I want to help ordinary people excel.I thought I would buy this business for myself and use it for hope.1851: What do you hope to achieve with your business? What are your plans for growth?Campbell:&nbsp;TruBlue did a great job of helping us understand that a Silver Tsunami is coming. I’m a Baby Boomer myself, and I know that 65 is just getting in the game nowadays.I’ve ensured that our team learns about senior citizens. As a senior, we sometimes forget that we’re not 21 anymore. People know about the risk of falling, but they still get on ladders.I went to change a light bulb the other day on a step ladder, and when I was coming down, I almost broke my neck. I can afford to have somebody come over and do the maintenance plan. They can come by every quarter. That fall was fitting — I’d never had that happen before.We don’t age in our minds as much as we age in our bodies. It’s just not worth it. Sometimes you can have a fall and get injuries that you never recover from.1851: What does your background bring to the TruBlue model?Campbell:&nbsp;I’m a senior. I’m in real estate. I own personal real estate in five states. I understand the entrepreneur who has to get his house ready for a flip, and I understand providers. We provide a premium service. What’s going to determine how the client feels about the job is how they feel about you. That’s why I teach five-star service. It’s about relationships. If we make good relationships, we can bring in repeat customers.1851: What are your long-term goals with TruBlue?Campbell:&nbsp;I’m writing grants to build houses and getting ready to build 34 units for veterans — permanent housing for chronically homeless veterans. It’s a $10 million project. We’re also starting a all boys school, HOPE Technology Preparatory Academy, a high school for boys 9-14th years. What’s different about this school is it’s culture over curriculum and giving them the chance to belong to a brotherhood. If we don’t give them a place to belong in the school, they will find a place to belong in a gang. With TruBlue, I can have them working for us being exposed to different skills, environments, people, doing work and awakening their perspective to so much more. These young men won’t be in a traditional school with a workforce program; the school is the workforce program and a stabilizing institution in the community as it will host a head start program, daycare center, and learning labs for adults and to get their GED, high school diploma and learn new trades and skills.My goal is to expand with TruBlue into other states. I believe that when I talk to them this time next year, we’re going to outperform most franchisees. I’m an overachiever, that’s what I do. We’re starting out slow but we will excel to lead, it’s just a matter of time.1851: Is there anything else about your story you want us to know?Campbell:&nbsp;We are a home service ally for people. One call does it all. Our school is creating young men of character, education and leadership for life, and the good part about it is we can employ these young men and help them reach their dreams. This is part of my life’s work, it’s who I am — and I’m loving it!To learn more about franchising with TruBlue, visit:&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">https://1851franchise.com/trubluehomeserviceally/info</a>.About TruBlue Home Service Ally:TruBlue Home Service Ally® provides a unique and affordable approach to helping busy adults and seniors live a worry-free life by offering trustworthy handyman, home maintenance and senior modification services. Helping you maintain your home both inside and out, TruBlue’s services include handyman projects and to-do list chores, preventative home maintenance programs, kitchen and bath remodels, seasonal work and senior modification services, all handled by professional, bonded and insured Tru-Pro® Technicians. TruBlue franchise owners are required to complete senior home safety certification programs through the NAHB and Age Safe America. As certified specialists, TruBlue franchisees are able to perform aging in place home safety assessments and can make recommended safety modifications as needed.All locations are independently owned and operated. Service offerings, certifications and licenses vary by location.

1851 Franchisee Spotlight graphic with photo of Robert Campbell, TruBlue Home Service Ally

A retired Marine Corps major and community builder, Robert Campbell found a business in TruBlue that allows him to merge premium service, integrity and community impact.

Why This Philanthropist and Pastor Is Starting a TruBlue Franchise in Wilmington, North Carolina

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For<a href="https://www.linkedin.com/">&nbsp;</a><a href="https://www.linkedin.com/in/habib-hashimi-40a83b29a/">Habib Hashimi</a>, the restaurant industry is both a business and a way of life. Deciding to skip his final college credits to dive headfirst into the "real world" of business, Hashimi spent his early career successfully operating and opening multi-unit franchise locations alongside his father. When growth with their previous brand stalled, the family set out to find an exciting new concept with a robust corporate foundation and a highly capable leadership team. They found exactly that in&nbsp;<a href="https://ownaparisbaguette.com/?utm_source=mainland&amp;utm_medium=google-search&amp;utm_campaign=brand&amp;utm_id=v1&amp;utm_term=opportunities&amp;gad_source=1&amp;gad_campaignid=23215030038&amp;gbraid=0AAAAABY_FI2edzJcEYdMttKbqtvKtj7mE&amp;gclid=CjwKCAiA-__MBhAKEiwASBmsBAdUcmATyIXutbDtJ8rTu4PufD1FKEUasyAzfbZ3P975aTBaCW8OlBoC7JMQAvD_BwE">Paris Baguette</a>, the industry-leading bakery franchise.&nbsp; Captivated by the brand's beautiful cafe aesthetics and high-quality, accessible products, Hashimi immediately fell in love with what the brand stood for. Now, Hashimi and his father have signed a development agreement to open 11&nbsp;<a href="https://1851franchise.com/parisbaguette/info#">Paris Baguette</a> franchise locations across South Florida. Guided by a deep-rooted family philosophy that a restaurant should be an extension of one's home, Hashimi is ready to go above and beyond to build welcoming, community-focused spaces where both guests and team members feel like family.Hashimi sat down with 1851 Franchise to discuss what led him to Paris Baguette. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Habib Hashimi:&nbsp;My dad introduced me to the world of franchising. He started out with two Popeyes units. I started working in one of those units. I was there for about eight or nine months, then moved on to the second unit and was operating both units. We did three grand openings in three consecutive quarters. I handled all the hiring, inventory, marketing, social media, press and community outreach. From there, there was no further growth with that brand, so I told my dad, "Let's look for something else that's exciting, up and coming."1851: What did you do before franchising, and how did you decide franchising made sense for you?Hashimi:&nbsp;I was a senior at Baruch when the pandemic forced everything to shut down. It was then that I realized that practical experience would do more for me than classes would. I ended up stopping all of my classes and throwing myself into the deep end of the franchising world in 2020.1851: 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?Hashimi:&nbsp;Growing up with a franchising family, I had a pretty positive perception of franchising, and I think franchising is really cool because you decide what brand you want to be a part of. You can come into a brand that has a strong foundation. You basically have a blueprint set and you follow the blueprint. As long as you follow the blueprint as they want you to, it's hard not to be successful.1851: What made you pick this brand? What excites you most about this company?Hashimi:&nbsp;There's probably about five or six Paris Baguettes in my hometown of Long Island. I went to one in Garden City and immediately fell in love with the concept. I really liked the product and the store visuals.1851: What do you hope to achieve with your business? What are your plans for growth?Hashimi: We have signed for 11 units in South Florida and I would like to have more. Once we have our locations up and running, we would like to expand into more markets and even start expanding into other areas.1851: Is there anything else about your story you want us to know?Hashimi:&nbsp;My family has really emphasized that the restaurant is an extension of your home. Working in a restaurant, you spend so much time with your team. I know every team member by name, and I know their families. It feels like a second home to me and that’s how I want my staff members to feel. I want it to be very clean and respectful, and I want everyone to handle the food properly. My family in general, for decades, we've had that emphasis on quality of service, on the quality of food, and on making the restaurant as beautiful as possible. My dad, my younger brother, and I are going to do this together and we're going to make it a home run.1851: What advice do you have for other people thinking about becoming franchise owners?Hashimi: Do your homework and be prepared. It's not all about how much money you're going to make. You have to research the brand, visit with franchisees, get to know the corporate team, and you have to be ready to invest in a good location.ABOUT PARIS BAGUETTE:Paris Baguette is a bakery café franchise with more than 4,000 units across the globe. The global brand first franchised in the U.S. in 2015 and has since established over 290 locations in markets across North America, making them one of the premier franchise opportunities in their category. Paris Baguette’s primary mission, executed every day by their expert staff of bakers, cakers, and baristas, is to provide guests with a warm, welcoming bakery café experience that creates joy for all. To find out more information on costs to buy this franchise, please visit <a href="https://ownaparisbaguette.com/.">https://ownaparisbaguette.com/.</a>&nbsp;

image of habib hashimi from paris baguette owner in Long Island, NYC

Leveraging his family's deep restaurant roots, Hashimi is building a bakery-cafe empire that feels like an "extension of home."

Second-Generation Restaurateur Habib Hashimi Partners With Family To Bring 11 Paris Baguette Franchise Locations to South Florida

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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

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

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


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

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Beef 'O' Brady's Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Beef ‘O’ Brady’s is a family sports pub concept built around community, casual dining and lifelong local loyalty.

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

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

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<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, recently celebrated its 50th anniversary. As it continues strategic growth nationwide and looks toward its next 50 years,&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot’s</a> loyal fan base, hospitality focus and unique dining experience set the stage for its continued success. While many brands are measuring success by the speed of the drive-thru or the efficiency of an online order, Melting Pot is doubling down on the human element — something its leadership team knows technology will never be able to replicate. By leaning into its “superpower” and owning the Perfect Night Out, Melting Pot has nurtured a brand that creates lifelong memories and is passed down through generations.“Melting Pot is a restaurant, but it is so experiential and unique that we are filling more than an appetite. We are satisfying a craving for a unique social dining experience,”&nbsp;<a href="https://www.linkedin.com/in/dan-stone-cfe-b6b2808">Dan Stone</a>, chief business officer, told 1851 Franchise publisher&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> on a&nbsp;<a href="https://www.youtube.com/live/9FYPdaORvEw">recent episode of the “Meet the Franchise” podcast</a>. “You look at a typical table and the kids are not on their phones or tablets. If they do have a phone out, it’s because they are filming the magic happening at the table. They are very engaged with one another.”After its 1975 founding, Melting Pot quickly grew to be synonymous with fondue dining across the U.S. and is still known for the multi-course, communal dining experience it provides today. In recent years, the leadership team has embraced changes that keep Melting Pot current like modernizing the interior design and adjusting the menu to include items that feel more approachable for “just because” visits, but the heart of the brand has stayed true.“Our brand’s purpose is celebrating life with the people you care about,” Stone said. “People don’t buy what you do; they buy why you do it.&nbsp;What we do is fondue. And that drives our engine. We’re better than anybody on a national scale at fondue. But the&nbsp;why we do it is to celebrate life, and that can be anything from a report card to a birthday or 10-year anniversary.”With over 90 locations in more than 30 states, Melting Pot offers a unique proposition for entrepreneurs: a restaurant model that is known and cherished among guests nationwide, and one that prioritizes leadership capacity and hospitality spirit over specific restaurant experience in its prospective owners. As the brand looks forward to its upcoming growth and considers what the next 50 years may hold, the strategy is simple. While Melting Pot will implement new tools and technologies and adapt to the changing business landscape as needed, it won’t forget its heart. Maintaining a focus on its niche, Melting Pot proves that, in a crowded food service landscape, being in a category of one is the ultimate competitive advantage.A transcript of Stone’s interview with Powills appears below. It has been edited for content, brevity and style.Nick Powills: All right, Dan, I like to start with you, and then we'll get into the brand. Question one is scripted; everything else is not. But I know you have a great story. How did you accidentally fall into franchising? What is your franchise backstory?Dan Stone: I’ll keep a long story short. I am obsessed with roller coasters and theme parks and have been since I was a kid. I wanted to major in theme park management, so I went to my guidance counselor in high school to figure out what colleges offered it. I was really disappointed to learn that didn't exist, and the closest thing to it was hospitality management — hotel and restaurant management.I went to school for hotel and restaurant management, and for the first 10 years of my career, I worked for a hotel management company. Most hotel brands are franchised, so we managed hotels for owners who were franchising Marriott, Embassy Suites, Hilton and other brands. That was my exposure and introduction to franchising. I then took my franchise and food and beverage background from the hotel side to Melting Pot when I joined nearly 20 years ago.Powills: That’s crazy. Before I get to Melting Pot, I’m curious — and this relates back to what franchisees and even what I go through — I wanted to be a baseball player who rode a motorcycle. I had to be good at baseball for that to happen, so it wasn't going to happen. But you have this dream. There are games like RollerCoaster Tycoon that allow you to build your theme parks. Flash forward: How do you let go of that dream and let it evolve into a 20-year career at Melting Pot and still look in the mirror in the morning and say, "I did live my dream"? How do you go through that mentally?Stone: Great question. Obviously, I’m not managing a theme park today, but I have manifested elements of that dream by making a point to travel, visit theme parks, ride new roller coasters, and stay up to date with the industry. The dream has become more of a passion and a hobby outside of work.The hospitality industry is very similar to a theme park. While I’m not managing roller coasters, I am very much in the people business; I just happen to be in the business of fondue versus thrill rides. If you strip that away, most everything else is the same. It’s about managing people, getting the right people on the team, and delivering an experience to the customer that they’ll never forget. Melting Pot is so experience-based that the dream shifted. I’m still satisfied 20 years later with this detour and how I’m getting my theme park fix.Powills: If I think about the feeling a human gets from a theme park or a roller coaster, it’s an emotion. Restaurant brands that can deliver a similar emotion create a memory, and a memory is what eventually brings them back or builds an affinity for the brand. Even though a bite of food is not the same as a ride, there are a lot of similarities.When I accidentally fell into franchising as a journalist, I found it fascinating that almost everyone who bought a franchise had to go through some sort of pain or breakthrough to say, "I’m going to quit my job and open a business for myself." I found it rewarding to find a similarity in my passions so that I wouldn't have regret. Food and hospitality must align with the experience of a theme park or a roller coaster to work, right?Stone: Absolutely. In a typical restaurant, most guests are there primarily to fill a need and satisfy an appetite. Their body says it’s time to consume, so they go eat. That drives a lot of dining out. Melting Pot is a restaurant, but it is so experiential and unique that we are filling more than an appetite. We are satisfying a craving for a unique social dining experience.You look at a typical table and the kids are not on their phones or tablets. If they do have a phone out, it’s because they are filming the magic happening at the table. They are very engaged with one another. In a typical restaurant, the kids feel like it’s the last place they want to be; they aren't having conversations with their family. That is the magic of Melting Pot.Powills: I didn't know your affinity for theme parks. That experience is part of the magic a franchise buyer sees when they buy into Melting Pot. They see something different. You can see it when the kids are engaging at a table and not stuck on a phone. They aren't just going there to feed an appetite; they're going there to feed the emotion.Stone: Exactly. Our brand’s purpose is celebrating life with the people you care about. I remember the Simon Sinek TED Talk about starting with the "why." People don't buy what you do; they buy why you do it. Why we do what we do is celebrating life; what we do is fondue. We are better than anyone on a national scale in fondue, but the "why" we do it is to celebrate life, and that can be anything from a report card to a birthday or 10-year anniversary.So many guests get engaged at Melting Pot because their first date was there. We see them every year on their anniversary. Our franchise owners have an opportunity to be a part of milestone moments that people keep forever. The emotional connection our brand has with our guests is truly something special. The people who join our system are energized by enhancing whatever occasion someone chooses Melting Pot for. That’s how the brand continues to grow 50-plus years later. There are not many brands that have been around 50 years, particularly in the restaurant space.Powills: I think about my own Melting Pot experience. I love it, and I used it as my "date spot" early on. I can go back to a memory instantly. I like Olive Garden, but there is no memory there other than a recognition that I enjoyed the taste.The challenge is that while I have great affinity, Melting Pot is not in the normal mix for me due to proximity or my schedule. How does a brand like this take the stickiness of that memory into the next 50 years?Stone: It is a double-edged sword. When Melting Pot is your special occasion place, we see you every anniversary like clockwork. The flip side is that some guests don't want to dilute that destination by going on a Tuesday night. We own the fact that we are a special occasion restaurant; we would rather have that consistency every year than a hot-and-cold customer.The challenge in a competitive landscape is to attract new customers who also choose us as their special occasion restaurant. Because we aren't a concept where the average guest comes once a month, we must ensure we deliver on the "Perfect Night Out"—our service mantra—so they return for the next occasion. It often permeates into other occasions, like a child’s Sweet 16.Powills: It’s a volume play. A theme park only works if you have that continuing build-up. It turns into a challenge to reintroduce the brand to customers and say, "You haven't been here in a year and a half; come back for X, Y or Z because we have a new ride." It turns into a volume game.Stone: 100%. Universal and Disney are good for each other because they try to outdo each other with new attractions, which is good for Orlando as a whole. Rising tides lift all boats. We need to continue giving guests reasons to come back because there is no shortage of options or larger brands with commercials on TV.Over the last six years, we’ve focused on a major remodel and refresh of our restaurants called "Melting Pot Evolution." It is the single biggest investment into the brand’s physical plant to stay relevant with today’s and tomorrow's consumers. That includes a refreshed logo, changes to the menu, and approachable areas of the restaurant so you don't need a major occasion to visit. We are nearing the completion of that evolution, with about 15 stores left out of nearly 100 set to finish this year.On the food and beverage side, we are focusing more on food trends. We did a Dubai chocolate fondue this past year, and we now have a cadence for food trends. We are also introducing seasonal "Big Night Out" menus — our most popular four-course experience — to offer limited-time flavor profiles.Powills: If Melting Pot is around 50 years from now, what do you think the next big "X" factor is?Stone: If Melting Pot stays true to its North Star and its superpower—which is fondue—it will be around for the next 50 years. If we try to be all things to all people and dilute our superpower, it will water down the magic and weaken our differentiation. For me, it’s not about a 90-degree turn; it’s about honoring our niche. Don't apologize for it; lean into it.Powills: I agree. It’s like the scene in Apollo 13 where they throw everything on the table and say, "This is what we have to get the boys home." If we look at the menu, you can get it all at Melting Pot, plus the experiential side.There is also the opportunity with "kids of kids." After 50 years, we remind the next generation of what it felt like to be a kid in Melting Pot. Now it’s your turn to hand that experience down to your child.Stone: Two things on that. First, on innovation: The cheese course is where most guests start. What if the entree is served with cheese and you dip your proteins into it? That’s using the existing menu but offering it in a way that is not traditionally done.Second, on the nostalgia: A lot of people love Disney World because of the memories they created as a kid. If you go for the first time as an adult, there’s a disconnect. At Melting Pot, kids are actually encouraged to play with their food. They love it for homecoming, prom, and graduations. We might lose them a bit in college when they are on a budget, but they re-engage as young professionals and then bring their own kids. It’s an interesting cycle.Powills: I want to swing into the franchise positioning. What is the value to a franchisee looking at this opportunity?Stone: We do not require a restaurant background. Despite being a restaurant with high-level service and a healthy check average, you do not need to be a restaurateur or a chef. The guest does the cooking. You need to be people-oriented. We are in the people business; we just happen to serve fondue.Having an entrepreneurial spirit is important — someone who can become the "mayor" of their community. As a brand, we gave over $1.2 million to St. Jude Children's Research Hospital this year. We believe in giving back. Franchising is about being in business for yourself, but not by yourself.Melting Pot won't be on every street corner. This is not a burger, pizza, or sandwich shop. In many markets, one or two locations fill the need. You have an opportunity to own something truly unique that isn't a cookie-cutter concept. You can own the only one in your entire metro area.Powills: It’s more than a "widget." It takes a special buyer. On the positive side, you're in a category of one; on the negative side, you're in a category of one.Transparency and expectation-setting are critical in business. The only way you get to 50 years with franchisees who stay in the system and advocate for the brand is if you set expectations. You've done a tremendous job with the customer, the community, and the franchisee. If you've ever thought about owning something where you feel good about it, it costs nothing to reach out. Any closing thoughts?Stone: If we do not have a Melting Pot in your backyard, I encourage you to check out our locations during your travels. We are in 32 states, coast to coast. There is nothing quite like the experience itself; words cannot properly capture it.Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/live/9FYPdaORvEw">YouTube</a>. To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot">https://1851franchise.com/meltingpot</a>.&nbsp;

In a landscape where many brands prioritize speed and technology over the guest experience, the iconic fondue franchise is staying true to its hospitality roots and experiential dining model.

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