Melting Pot

Barry Berkowitz, a multi-unit franchisee, began his journey with&nbsp;<a href="https://1851franchise.com/meltingpot">The Melting Pot</a> over three decades ago. Just after college, Berkowitz was 24 years old and fell in love with&nbsp;<a href="https://www.meltingpotfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=after-falling-in-love-with-the-melting-pot-after-college-barry-berkowitz-has-spent-the-past-3-decades-growing-with-the-brand-2722904" target="_blank" rel="nofollow">The Melting Pot</a> in Tallahassee, Florida.&nbsp;“After college, I figured it was something I was interested in doing and wanted to open one up in the northeast. I ended up in Washington, D.C. where I have three locations,” he explained. “From there, I bought and sold Sarasota, partnered with my manager to open in Annapolis and partnered with a bunch of other Melting Pot guys to open up locations in New Jersey, King of Prussia and Long Island. I just purchased Fort Collins, Colorado with the same group that I’m partnered with in the northeast.”Over the past 30-plus years, Berkowitz has certainly seen his share of business ebbs and flows, owning restaurants through both the 2008 recession and the COVID-19 pandemic.“COVID, for example, was very challenging, but Bob Johnston and the franchise community were fantastic,” Berkowitz added. “We had weekly calls, and the leadership team talked a lot of people off the cliff. They gave good legal advice, lease advice and personal advice to keep us all sane and on the same page. They’ve been there for us and are really easy to work with.”As he continues to grow, Berkowitz says he is working to remodel one of his locations, and the Fort Collins restaurant that he recently purchased with his partners was already remodeled and “was experiencing pretty good growth.”The series of Melting Pot remodels, something the franchise system is calling “Melting Pot Evolution,” has been incredibly successful, propelling many franchisees forward with a refreshed look, appealing floorplan and, consequently, an increase in traffic.Looking to the future, Berkowitz says he is considering selling some of his restaurant shares to the respective local managers.“I’ve already started stepping out a little bit and not doing the day-to-day as much,” he said. “I’m getting the managers more involved.”With the right operators and partners, he says, he has been able to succeed with restaurants across multiple states. Even though he can’t be in all of the markets at once, a strong store-level team continues to drive the restaurants forward, much due to their own investment in the success of the restaurant and larger brand. “It’s all about the people. You can tell in any business. There’s a saying that Bob pushes: ‘Family and belonging,’” Berkowitz said. “I can honestly say that they walk the walk. It’s a family business all the way; all of my partners are Melting Pot guys. We travel together…it’s a true family. That just doesn’t happen on its own. That comes from the top.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot/info">https://1851franchise.com/meltingpot/info</a>.&nbsp;&nbsp;

After Falling in Love with the Melting Pot after College, Barry Berkowitz Has Spent the Past 3 Decades Growing with the Brand

1851 Franchise

The multi-unit franchisee owns three DC-area locations independently and is a partner in four additional locations throughout the country.


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Fondue Franchise Opportunities

Over its 50-plus-year history,&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, has built its reputation around service and experiential dining, encouraging its guests to focus on an engaging experience and welcoming atmosphere with the ones they love. As it has grown,&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> has also been a part of a rapidly evolving restaurant landscape, and the brand has navigated new technologies and guest behaviors to embrace new tools and maintain local success without straying too far from its core identity. Now,&nbsp;<a href="https://www.linkedin.com/in/randy-barnett-1a948a9/">Randy Barnett</a>, chief technology officer, is navigating today’s changing technology landscape in a way that embraces what will work while staying level-headed and always putting the guest and franchisee experience first.“Our responsibility is to implement systems, support those systems, then future-proof the business,” he said. “In a nutshell, that’s what we do from a technology perspective. But we don’t just chase trends. It’s about protecting the guest experience and strengthening the franchise model. We have a pretty simple goal: to make it easy for the guests to connect with our brand and easy for operators to deliver on that exceptional experience every day.”<h2>Focusing on Data First Creates a Strong Foundation</h2>New restaurant technology trends and resources are consistently evolving, but Barnett doesn’t embrace them across the Melting Pot system “just because.” Without a foundation, additional technology doesn’t bring value; it creates confusion.&nbsp;So, Barnett has focused intently on building a “reliable data environment” with standardized reporting structures and modernized systems. With this as a baseline, he’s able to more strategically implement new tools and ensure they’re actually helping Melting Pot operators and their guests rather than further complicating processes for no real benefit.The increasing relevance of artificial intelligence has been a prime example of why this strategy is so important.“AI is putting its footprint everywhere,” Barnett said. “For us, before we could start taking advantage of AI, or any modern technology, for that matter, we started building foundations. That meant cleaning up data, creating standardized reporting, modernizing our systems… just making sure that we could really trust what we were seeing. Once you have the clean data and strong infrastructure,&nbsp;then you can start scaling technology in a way that’s meaningful and consistent.”<h2>Practical AI Applications With a Hospitality-First Philosophy</h2>With the proper foundation in place, Melting Pot has been able to embrace new tools and technologies as they have become available to reduce friction and increase the overall quality of experience for the guest.&nbsp;This has come in many forms. Melting Pot has adopted AI tools to support stronger hyper-localized communication and better guest engagement, create a better ticketing system and reduce response time for franchisees reaching out to the Restaurant Support Center, and bolster in-restaurant guest interactions and streamline labor and prep forecasting and requirements. The brand is also working on a new allergen and nutritional intelligence tool to help guests make more informed dining decisions while maintaining compliance for franchisees.Even with all of these tools and processes on board, Melting Pot is still a hospitality-first brand, and Barnett keeps that in mind as he evaluates and rolls out new technology initiatives.“We always lead with the fact that the best restaurant technology is invisible to your guest,” he said. “If we’re doing it right, the guest just feels like the experience is smoother. It’s more personal and more consistent. The most important thing is that we don’t lose what makes the brand special. Melting Pot is about celebration, connection and experience, and technology shouldn’t get in the way of that. It should just make it easier for our teams to deliver that.”<h2>The Future of Melting Pot, Driven by a Broader Perspective</h2>In addition to his tenure with Melting Pot and deep commitment to the hospitality aspect of the brand, Barnett brings additional perspectives from his role on external advisory boards. Through these connections, Barnett stays at the forefront of the industry and is able to both keep an eye out for new tools that will be useful for Melting Pot and hear different perspectives that allow him to differentiate between the next big thing and industry “noise.”“Being a part of some external advisory boards, particularly of AI companies, helps me stay close to where the innovation is going,” he said. “It gives me some early visibility into what’s real and what’s hype and what’s actually practical for operators. The value is the perspective that helps me make better decisions as a brand leader and helps me ensure we’re not caught reacting late to something that’s already reshaping the industry.”With this in mind, Barnett watches what’s coming in the industry while remaining extremely disciplined about what will truly drive the future of Melting Pot that guests and operators are looking for. As the brand looks toward its next decades of operations, it will continue to merge technical precision and the warmth of celebration and togetherness in a way that makes sense for everyone impacted by the experience.“Everything we implement is designed to create leverage for franchisees,” Barnett said. “Restaurants are high-pressure environments, and operators don’t just need more dashboards. They need more clarity and impact. Our technologies help them simplify decisions by allowing them to see what matters most — what guests are saying, what’s working in marketing and where opportunities are being missed. I believe that the future belongs to brands that can deliver the hospitality experience with the precision of a modern platform, and that’s really what we’re focused on doing.” 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;

image of Randy Barnett Chief Technology Officer at the melting pot

Chief Technology Officer Randy Barnett leverages his decades of experience to lead a fondue franchise system that embraces innovation without losing sight of what makes it special.

Melting Pot’s Technology Combines a Modern Edge With a Hospitality Spirit

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TAMPA, Fla.&nbsp;— After marking its 50th anniversary last year,&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a> entered 2026 with strong momentum. In the first quarter, the 93-unit fondue franchise saw a major lift around Valentine’s Day and recorded its highest-ever donation following its 22nd year participating in&nbsp;<a href="https://www.stjude.org/">St. Jude Children’s Research Hospital’s</a> annual&nbsp;<a href="https://www.meltingpot.com/blog/melting-pot-launches-22nd-annual-st--jude-thanks-and-giving-campaign-benefiting-st--jude-childrens-research-hospital/">Thanks and Giving® campaign</a>.While Valentine’s Day is a natural focus for&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a>, this year’s results were even more impressive. The brand reported a 19% increase in net sales and a 20% increase in guest count year-over-year. A review of Valentine’s Day performance over the past decade highlights that 75 restaurants recorded their highest single-day sales, eight restaurants recorded their highest weekly sales, and two restaurants recorded their highest monthly sales around the February holiday.“The energy felt throughout the entire system this Valentine’s Day was remarkable, and it speaks to our staying power as a brand. Melting Pot continues to be the destination of choice for celebrating life’s special moments,” said CEO&nbsp;<a href="https://www.linkedin.com/in/john-r-crawford-784a0810/">John “JC” Crawford</a>. “Seeing dozens of restaurants shattering records is a major win for our franchisees and their teams.”The brand’s financial success was matched by a similar rise in guest satisfaction. Melting Pot’s Net Promoter Score improved by over 10% year-over-year to reach 65, a benchmark that puts the brand among the top-performing concepts in the hospitality space. Leaders throughout the system have placed an ongoing emphasis on the guest journey and operational strategy, and it’s clear it’s paying off in guests’ perceptions of food quality, staff friendliness, pacing and overall value.“NPS is one of the most important indicators of guest loyalty, and we’ve made it a core focus across the brand,” said&nbsp;<a href="https://www.linkedin.com/in/matt-zurcher-73067917">Matthew Zurcher</a>, vice president of franchise and restaurant operations. “Since beginning to track in 2022, we’ve improved from the low 50s to a 65 over the past year. We’ve achieved this by partnering closely with our franchisees — celebrating wins, identifying opportunities and providing the tools, training and data needed to continuously elevate the guest experience.”As Melting Pot has focused on its impact on guests, it has not lost sight of efforts beyond the four walls. Last year was the 22nd year the brand participated in St. Jude’s Thanks and Giving Campaign, and thanks to the generosity and passion of local operators, team members and guests, Melting Pot donated a record-breaking $1,278,308 to the hospital. Earlier this year, the teams who made it possible celebrated on the annual St. Jude Winners’ Trip to Memphis.“As is always the case, it is a highlight of the year for my wife and me to host our most committed team members at St. Jude Children’s Hospital,” said&nbsp;<a href="https://www.linkedin.com/in/bob-johnston-4b6b0a4a">Bob Johnston</a>, chairman of the board. “This gives us a chance to thank our team members and allows them to see firsthand the work that they and our customers are supporting. We are grateful to have a community of franchisees that generously supports our fundraising efforts. They make it easy for the guest to be generous through our voucher program, creating a cycle of generosity that pays dividends for the brand in terms of employee engagement and culture building.”This commitment to a culture of service and performance is a powerful springboard for Melting Pot’s next phase of expansion. As the brand continues building momentum, it is targeting strategic expansion in Des Moines, Iowa; Birmingham, Alabama; Memphis, Tennessee; Boston, Massachusetts and Fort Wayne, Indiana.“Our Q1 performance is the result of a brand that continues to push forward,” Crawford said. “Whether it’s unit-level performance or systemwide philanthropic impact, Melting Pot is stronger than ever, and we’re incredibly optimistic as we step into our next 50 years of operations.”About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 50 years. As the premier fondue restaurant franchise, Melting Pot has 93 restaurants in 32 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. The Melting Pot Restaurants, Inc. (TMPRI), headquartered in Tampa, Florida, is the franchisor of Melting Pot. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting&nbsp;Pot, please visit&nbsp;<a href="http://www.meltingpotfranchise.com">www.meltingpotfranchise.com</a>.

image of the melting pot St. Jude donation

The iconic fondue franchise’s historic start to the year is marked by significant gains in guest satisfaction scores and continued systemwide growth following its Golden Anniversary.


Melting Pot Breaks Records in Q1, Including Unprecedented Valentine’s Day Sales and Highest-Ever St. Jude Thanks and Giving® Donation

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Melting Pot’s Experience-First Model Wins the Battle for Guest Attention and Loyalty

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As&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, celebrates Women’s History Month, there is a clear spotlight shining on Bentonville, Arkansas, where mother-daughter duo Diana Bonnett and Candice Hickerson are leading the successful operation of the brand’s first location in the state. For the pair, bringing the iconic fondue brand to Arkansas was the next step in a long-term business partnership built around trust, grit and shared entrepreneurial spirit.“As the daughter, my mom and stepdad owned a construction company when I was very young. Being in a family business… I don’t know any different,” Hickerson said. “By the time I was seven or eight, I was in their office. I always saw them working. I think because I grew up in it, seeing my parents earn their money and understanding how much each family member needs to contribute, it made it easy to transition to business ownership when I was old enough.”In her early 20s, Hickerson approached her mother with research and a business plan to start a group home for children and adults with disabilities, and they began growing this concept together.<h2>The Transition to the Hospitality Industry</h2>Hickerson and Bonnett operated the residential care facilities business for about 20 years in California before the family began considering relocating outside of California. Around this time, Hickerson was on a date with her husband,&nbsp;<a href="https://www.linkedin.com/in/chad-r-hickerson-69880923/">Chad</a>, at the Sacramento&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> location, one of their favorite restaurants, and they thought, “Why don’t we open a Melting Pot?”The family ended up moving to Arkansas, noting that Bentonville is particularly suited for the Melting Pot model.As they’ve made the transition to a new state and opened their new Melting Pot restaurant, Hickerson and Bonnett have stayed true to the family business model.“Owning a business is hard, but you have your hands in everything,” Bonnett said. “You’re accountable for the business, but you can feel confident knowing you have a hand in the future of the business. Just standing back and not being active in the business isn’t our style. Business ownership is great. I wish more women did it.”While the pair recognized taking the leap to a new industry would be a risk, it was a calculated, well-researched one, and they took the step with confidence in each other and their ability to work as a team.“We’re in the process of transitioning right now,” Hickerson added. “We have one business that’s been operating for almost 20 years and another brand new one. We’re starting from square one with Melting Pot. We’re still working to scale and reinvest in the business. People don’t always tell you how hard business ownership can be; we’re back to a point where we’re expecting three solid years of hard work with Melting Pot, but we also see the bigger picture. Risk is good, and I know that, in a couple of years, it will all pay off if we just don’t stop.”<h2>Leading as Women in Business</h2>Though they recognize the responsibility associated with business ownership and leadership, Hickerson and Bonnett remain strong proponents of women taking these positions.“Don’t be short-sighted because it’s tough,” Bonnett said. “There have been times with Melting Pot where I’ve thought, ‘I don’t know if I can do this,’ but you have to see the vision. Look at what’s working well, what’s not, and what changes you can make. There are a lot of networks to reach out to. Find a mentor; chat with someone. We’ve found another Melting Pot owner who we’ve been able to go to for guidance. Don’t be afraid to ask for help.”In addition to encouraging other women to explore entrepreneurship, the pair recognizes how their approach to leadership as women can influence their own business.“Women, historically, are seen as abrasive when we lean in, but I’m okay with being perceived that way if I need to for the sake of my business,” Hickerson said. “But there are also times when I don’t want to do that. I’m very empathetic. I think that this does have a lot of benefits. Staff are happy and comfortable knowing they can go to a woman in leadership if they need to.”For other women entering the business world, Hickerson and Bonnett recommend balancing your own identity with the realities of business ownership. With a strong sense of self, you can stay consistent and steady while operating with your values in mind. However, it’s also important to be confident enough to admit when you’re not sure or own a mistake for the long-term health of the team and business.“One of the hardest things for me has been owning my mistakes or not responding when I don’t know the answer to something rather than responding emotionally,” Bonnett said. “But the more you do it, the better manager and owner you become.”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>.

Photo of Melting Pot franchise owners Candice and Chad Hickerson and Diana Bonnett

Diana Bonnett and Candice Hickerson, co-owners of the Bentonville fondue franchise location, have a partnership fueled by trust, vision and shared entrepreneurial values.

Women in Business: Mother-Daughter Duo Leads Melting Pot Success in Arkansas

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For franchisees looking to enter the restaurant landscape, starting from scratch isn’t always the only (or best) option. Legacy brands like&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 94-unit fondue franchise, may have resale opportunities. By purchasing an existing location, new franchisees gain a strategic upper hand, going into business for themselves with a nearly nonexistent runway to launch and, often, a strong existing team and customer base.&nbsp;“The buying process requires the same due diligence that should be completed when buying a new franchise,” said&nbsp;<a href="https://www.linkedin.com/in/collin-benyo-1bb36a248">Collin Benyo</a>, Franchise Growth Strategist. “But once you make the decision, the site selection process is cut out, saving you nine months compared to the traditional development schedule. The buy-in is lower than you might expect to join a 50-year legacy brand, making this a unique opportunity to become part of something established and proven.”By investing in an established location, franchisees are also able to leverage existing local marketing power, pre-established supplier relationships and well-honed operational systems to make the transition even smoother.With these factors, the opportunity presents clear advantages, but it’s still important that candidates have a thorough understanding of exactly what the investment represents.<h2>Completing Proper Due Diligence on a Resale Franchise Opportunity</h2>“Why is this location being sold?” is a key question for candidates exploring resale opportunities. While this can create some hesitancy, it’s best to just ask.“One of the biggest reasons we have resale opportunities is because we have franchisees who are finishing their chapter,” Benyo said. “They’ve been with&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> for 30-plus years. They’ve had a great run. And they’re ready to retire, but they want to pass the torch.”Resale opportunities aren’t always tied to weak performance or a frustrated owner. Often, the location is being sold because a longtime franchisee is ready to step away after decades in the business. They’ve built something they’re proud of, and they want the next owner to carry it forward and keep it growing.“There are some resale opportunities with locations that we made the strategic decision to close, but when we bring them back to the market as a resale, it’s because we’re confident that now’s the time,” Benyo said.&nbsp;The&nbsp;<a href="https://1851franchise.com/melting-pot-returns-syracuse-destiny-mall-2730540#stories">Destiny USA mall location</a> is a prime example of this. Benyo explained that this specific location previously closed for reasons beyond Melting Pot’s control, but with the right franchisees, there was a prime opportunity to reinvigorate it.“Melting Pot was primed to come back in,” Benyo said. “It was a great space; we just needed the right franchisees. Now, we have a great group of energetic, talented operators who saw this investment as an easy win. They took advantage of the opportunity, and they’ve already seen great success.”“Each resale location has its own story, and it’s part of the due diligence process to read into that and learn more about the history,” he added.<h2>Elevated Tools and Data-Driven Site Selection Further Validate Resale Opportunities</h2>In the past, there have been markets that simply weren’t ready for a Melting Pot. Resale opportunities with this backstory are now returning to the market — this time backed by real data and strong confidence from the corporate team.“Birmingham, Alabama, is a great example of how we address evolving markets. We now work with SiteZeus, and we can see who is supplying the right recency, frequency and spend,” Benyo said. “In the 10 years since that location has been operational, the market segmentation has drifted south toward that location. The building’s ownership has spent money on revitalizing the space, and there is a lot of traffic in the area. When we looked at the opportunity to reinstate, a lot has changed. We see this as an opportunity for a franchisee in our community to come in and be very successful.”While the communities that house these kinds of resale opportunities are often anxiously awaiting the return of their beloved Melting Pot, strong community sentiment alone isn’t always enough to seal the deal. With advanced analysis and an incredibly clear view of who their target customer base is, the Melting Pot development team can provide another layer of validation for candidates considering reviving a previous location.<h2>The “New Entity Effect”</h2>For those considering a resale, Benyo emphasizes that it’s important to strike a balance between the existing presence and any changes that may come with revitalization and new ownership.Stepping into an existing location certainly has its efficiencies, but the Melting Pot team is not under the impression that new owners will step in and “just continue driving the car down the road.”“Even if they’re buying a well-established location from a legacy owner, all of our franchisees go through the same approval process, and they understand that this is not a ‘set-it-and-forget-it’ kind of business,” Benyo said. “You’re still getting the same support a new location would get with marketing and even any necessary design and construction.”&nbsp;“There is a large cost difference between resales and what a typical build-out would be, but we may still need to modernize the existing location,” he continued. “It’s far too easy to unlock the doors and turn the lights on, but teams who make a really big splash and create a new look and feel are recognized and celebrated by their communities. They have great openings and strong continued sales.”Across the Melting Pot system, the most successful franchisees are the ones who are aware of what’s going on in their restaurants and communities. Consistent engagement and a steady commitment to the in-restaurant experience, whether it’s a brand new location, a reopened one or an existing one that simply transferred ownership, is what drives Melting Pot's success.A Melting Pot resale offers a faster way into ownership with a legacy brand that already has awareness in the market. With a shorter timeline and lower upfront lift than a new build, franchisees can put their focus on running the operation, following the system and growing the location’s performance.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;

Photo of interior of a Melting Pot restaurant

Through resale opportunities, franchisees can join the iconic fondue franchise with a more modest investment, shorter runway to launch and existing local demand.

How Melting Pot Resales Bridge Legacy Success With New Innovation

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TAMPA, Fla.&nbsp;—&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 94-unit experiential fondue franchise, is launching a strategic push to expand its footprint across Canada. Following a surge in inquiries from Canada, specifically, and strong growth in 2025, including four new restaurants opened and three additional franchises awarded, Melting Pot is looking to build on that momentum. With an Edmonton location, which has been operating for over 15 years, the brand already has a flagship spot and has identified a key opportunity to build on that presence through 2026 and beyond.“We saw a lot more people reaching out from Toronto and Calgary; we saw a need,” said&nbsp;<a href="https://www.linkedin.com/in/collin-benyo-1bb36a248">Collin Benyo</a>, Franchise Growth Strategist. “There’s already a fondue culture ingrained in Canada, and there’s nothing else like what we do in the country, not the four-course experience we provide. This unique positioning, combined with our existing footprint in Edmonton, sets us up well for growth.”<a href="http://1851franchise.com/meltingpot/info">Melting Pot</a> has identified Toronto, Vancouver, Calgary and Ottawa as core hubs for expansion. Now, the team is looking to partner with qualified entrepreneurs who are intimately familiar with the hospitality landscape in Canada to open between one and five new restaurants by 2030.As it pursues growth in Canada, Melting Pot is focused on finding the right franchise partners who bring hospitality experience and intimate knowledge of the market. This will ensure Melting Pot is able to build an incredible foundation and set the stage for its “presence to be felt just as it is in the U.S.”“As we grow in Canada, we’re specifically looking for people who are familiar with the hospitality industry and understand the demands of running a hospitality franchise&nbsp;in Canada. It’s a different approach,” Benyo said.By prioritizing partners with strong roots in the Canadian market, Melting Pot will leverage shared expertise to navigate the nuances of labor and supply chain requirements, maintaining a model that protects franchisees’ margins and respects guests’ expectations from day one rather than retrofitting a U.S. strategy after doors open. In fact, Melting Pot only requires three products to be imported outside of Canada, and has identified local Canadian options for all other purchases necessary to operate a Melting Pot.To support this momentum, the brand is launching a thorough outreach campaign that will culminate with the Toronto Franchise Show September 19-20, 2026. This period will include local open houses and direct conversations with prospective investors to build a long runway in the country.“We are a brand that fits the culture of Canada perfectly,” Benyo said. “We’ve refined our operational and purchasing game plans, and we’re excited to connect with the right partners who will help the brand to thrive in the growing market.”About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 50 years. As the premier fondue restaurant franchise, Melting Pot has 94 restaurants in 32 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. The Melting Pot Restaurants, Inc. (TMPRI), headquartered in Tampa, Florida, is the franchisor of Melting Pot. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting Pot, please visit&nbsp;<a href="http://www.meltingpotfranchise.com">www.meltingpotfranchise.com</a>.&nbsp;

Photo of exterior of Melting Pot location

The iconic fondue franchise is launching expansion efforts to build on its existing Edmonton presence, targeting new growth in Toronto, Vancouver, Calgary and Ottawa.

After Falling in Love with the Melting Pot after College, Barry Berkowitz Has Spent the Past 3 Decades Growing with the Brand

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