1851

Faith and&nbsp;<a href="https://www.linkedin.com/in/alexander-marshall-227956261/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=michigan-biggby-coffee-owners-win-store-of-the-year-by-focusing-on-community-and-connection-2727669" target="_blank" rel="nofollow">Alex Marshall</a> both began their journey with&nbsp;<a href="https://www.biggbyfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=michigan-biggby-coffee-owners-win-store-of-the-year-by-focusing-on-community-and-connection-2727669" target="_blank" rel="nofollow">BIGGBY® COFFEE</a> as baristas and worked their way up over the years to owning a franchise in Commerce Township, Michigan.Now, they’re celebrating a major milestone: winning&nbsp;<a href="https://1851franchise.com/biggbycoffee/info">BIGGBY® COFFEE's</a> Store of the Year award.&nbsp;For the Marshalls, this recognition reflects their dedication to creating a welcoming environment and building genuine connections with their community. They credit their success to their focus on relationships, both with their customers and their team, which has turned their business into more than just a coffee shop — it’s a gathering place where everyone feels like family.1851 Franchise spoke to the Marshalls about their franchising journey with BIGGBY® COFFEE and their plans for the future.&nbsp;1851 Franchise: Frame your personal story for us.&nbsp;What did you do before franchising, and how did you decide franchising made sense for you?Faith Marshall:&nbsp;Being a barista at BIGGBY® COFFEE was my first job when I was 18 and starting college. I thought it would be an easy first job, just making coffee, but it turned out to be something I absolutely loved. I enjoyed connecting with customers, learning the science of how to make coffee and the environment that BIGGBY® COFFEE creates — it’s kind of addicting.&nbsp;I worked at four different stores over about 10 years, and my fourth and final store is the one I’m now a partial owner of. I moved up to management pretty quickly because of my experience and where the store was with staffing. Fast forward about five years of being a manager, and when we found out the owner was getting ready to sell, Alex (My husband now) as well as a regular customer named Ray, and I decided to put our hats in the ring to buy it. So, that’s how I went from being a barista and manager to an owner.We celebrated one year of ownership in September, so we’re officially a year in and things are going well!Alex Marshall:&nbsp;Before this, I actually worked at a warehouse in Plymouth, driving a hi-lo. Since I worked early hours, I was always on the lookout for coffee. I started going to the Plymouth BIGGBY® COFFEE location, where there was a really polite and engaging employee who made me fall more in love with BIGGBY® COFFEE, drifting away from Starbucks. At that time, I was working two jobs — overnights at a grocery store — and I’d go to Starbucks in the morning to have enough energy to take my kids to school and keep up with my routine. Then, I found out there was a BIGGBY® COFFEE less than a mile from my house. After going there, I became a daily regular, known as “Tan Line Boy.”That’s where I first met Faith. Her attitude was amazing, and she really sold the brand, which made me want to come back every day. I remember thinking one day, as I pulled up behind the store, “Wouldn’t it be crazy if I ended up dating her?” I laughed it off, thinking there was no way — she seemed too smart, beautiful and just amazing overall. But I kept coming back. When the company I worked for was sold and I lost my job, I told Faith that I’d applied online. Luckily, they were looking for baristas at that time. I quickly fell in love with the job — connecting with customers, having fun, making friends and serving great coffee. It was perfect.I moved up from barista to shift leader, then to percolator and eventually to store manager. After managing for about two and a half years, I got the opportunity to buy the store. When the old owner was ready to sell, I mentioned that I’d like to purchase it.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?Alex:&nbsp;I’d say the perception at first was a bit intimidating. Running a business seemed overwhelming, especially since I didn’t come from a business background — I was more of a worker. But once we started to learn the ropes and really got into it, things became more manageable. Randy, our previous owner, was incredibly helpful. He didn’t just treat us as managers; he taught us the background procedures and showed us how to run the store, which really prepared us for the franchise vision.In the beginning, it was definitely a bit intimidating, but as we grew to love the job and wanted to keep learning, it got easier over time. You thrive on that drive to learn more and get better.Faith:&nbsp;I think Alex put it very well. Having worked at four different stores with different owners at each one, my perception of franchising was that it was run by very smart people with extensive business experience. I always thought you needed to have a deep understanding of business to be a franchisee, which made it a bit intimidating. I knew a lot about store operations, but not as much about the business side.However, the more I got to know the franchisees, the more I saw how transparent and open they were. Everyone was happy to help, answer questions and guide us through what it takes to become a franchisee. The BIGGBY® COFFEE community really fosters an environment where people help each other out, which makes it much easier to navigate the process.1851:&nbsp;What made you pick this brand? What excites you most about this company?Faith: I love a good quality product, and one thing I appreciate about BIGGBY® COFFEE is how&nbsp;<a href="https://www.linkedin.com/in/biggbybob/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=michigan-biggby-coffee-owners-win-store-of-the-year-by-focusing-on-community-and-connection-2727669" target="_blank" rel="nofollow">Bob</a> and&nbsp;<a href="https://www.linkedin.com/in/michelle-fish-b8135176/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=michigan-biggby-coffee-owners-win-store-of-the-year-by-focusing-on-community-and-connection-2727669" target="_blank" rel="nofollow">Michelle [Fish]</a> focus on farm-direct sourcing. They even bring farmers to our conventions so we can meet them, hear their stories and learn about how their farms support their communities. This gives us a chance to share with our customers how buying a cup of coffee can help support an orphanage in Zambia or a community in Mexico. It adds purpose to the product, which is really important to me because I can’t sell something I don’t believe in. Plus, I’m a bit addicted to BIGGBY® COFFEE myself!Alex:&nbsp;One of the things that really attracted me to BIGGBY® COFFEE was the workers. They were always so happy and willing to help. I was one of Faith’s regulars before I started working there, and she made the experience special. She really cared — she’d ask questions and then follow up on them, always listening to whatever I wanted to share. The enthusiasm and genuine care from the team were infectious, and I felt like I wanted to be that kind of person too.Along with the positive people, the high-quality product drew me in. I was already pretty addicted to BIGGBY® COFFEE before I started working there. It’s definitely the people and the product that make it awesome for me.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Alex:&nbsp;Our main goal is to build strong relationships with our community. We genuinely love meeting new people, making friends and finding ways to help wherever we can. At the same time, we’re growing our business through those connections. Charities, sponsorships, anything we can get involved with or support — those are all opportunities we’re excited about. It’s a great way to get our faces and our brand out there, and we’re proud to have the quality of our coffee backing us up.We feel blessed to have the chance to contribute to our community, and the positive response we receive is incredible. We’re open to any sponsorships or events that can help spread our name and show that we’re more than just a coffee shop. We genuinely care and we want to be a real part of the community, not just in it but actively contributing to it.Faith:&nbsp;And then growing from there too, with multiple locations and further reach for each store and their own communities.1851:&nbsp;Let’s talk about winning the Store of the Year award at the 2024 BIGGBY® COFFEE Franchise Convention. What do you believe contributed to your success?Alex: We had actually welcomed our newborn on a Monday, and then just two days later, we walked across the stage to accept our Store of the Year award. It was a huge surprise for us — we knew we were nominees, but we didn’t expect to win. It felt amazing to see our community backing us up, just as we’d do for them in a heartbeat.The real contributors to our Store of the Year win are our community — who took the time to fill out surveys and support us — and our amazing staff — who are always happy and willing to help and give their best. It’s a great feeling to know our hard work is paying off and we’re so proud that our store is shining, thanks to the people around us and, of course, the quality of our coffee. We’re grateful for everything that made this possible.Faith:&nbsp;The coffee and the experience we create are what make our store special. Whether someone is in the drive-thru or the lobby, there’s always a personal connection being made. Like Alex mentioned, we build on these connections each day. Over time, we get to know our customers, their families and their lives. We treat everyone like they’re already our best friend, and soon enough, they really are.Winning Store of the Year was an incredible blessing because it was a sign that our community sees the effort we put into making their days better. In return, they made our whole year better by supporting us and allowing us to be the winners.1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Alex: I would say, go for it. There are many BIGGBY® COFFEE locations, but it's up to you to create the right environment and build your business with your community. You can’t just put up a building and expect people to come — it takes a lot of work, but the payoff is worth it.With all the support from BIGGBY® corporate, previous owners, other franchisees and friends with business backgrounds, there's always help available. There are no stupid questions, and everyone is willing to lend a hand. It’s really encouraging to be part of this lifestyle. While it seemed intimidating at first, now it feels more like a natural flow.Faith:&nbsp;I completely agree with everything he said, and I just want to emphasize the importance of creating the right environment for your customers. That’s really what makes the business successful. While location is important, the environment you create with your employees and for your customers is what truly matters.About The BIGGBY® COFFEE FranchiseBIGGBY® COFFEE, based in East Lansing, Mich., was started with a single store on March 15, 1995. One year later, and on the cusp of opening a second location, Bob Fish and Michael McFall, on a handshake and $4,000, decided to franchise the concept. The brand’s cultural values of Make Friends, Have Fun, B Yourself and Share Great Coffee help coffee-lovers and the coffee-curious alike benefit from a less pretentious and fun approach to the standard gourmet cafe paradigm. Besides connoisseur-worthy drinks with names like Teddy Bear® and Caramel Marvel®, BIGGBY® COFFEE baristas provide a unique experience focused on brightening their customers’ day and supporting them in building a life they love. The “Big ‘B’” on the orange background caught on, and today BIGGBY® COFFEE has 400+ cafes across many states, including Virginia, Michigan, Ohio, Indiana, Illinois, Idaho, Georgia, North Carolina, South Carolina, Wisconsin, Tennessee, Kentucky and Florida.

Michigan BIGGBY® COFFEE Owners Win Store of the Year by Focusing on Community and Connection

BIGGBY COFFEE Commerce Township Wins Store of the Year

1851 Franchise

After a decade-long journey from barista to owners, Alex and Faith Marshall earned BIGGBY® COFFEE's Store of the Year award by building strong community ties and creating a welcoming space.

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Caring Transitions

Why Couples Are Choosing to Own a Caring Transitions Franchise Together

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TruBlue Home Service Ally

TruBlue Home Service Ally Closes Out 2025 With Record Growth and Accelerating Demand for Aging-in-Place Services

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Strategic Franchising

The Power of Mentorship in Franchising With Strategic Franchising Systems

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The Benefits of Owning a Caring Transitions Franchise: Why Entrepreneurs Are Choosing the Senior Services Industry

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Comfort Keepers

Comfort Keepers franchise, Comfort Keepers Salt Lake City, Comfort Keepers Utah

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

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

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Photo of SONIC franchise logo against blue sky backdrop

KBP Brands Acquires 78 SONIC Locations Across Five States

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IFA Releases 2026 Franchising Economic Outlook Report, Predicting Over 12,000 New Franchised Businesses This Year

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Restaurants Eye $1.55 Trillion in 2026 Sales as Value and Cost Pressures Define the Year

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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

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

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

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

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Growing up on an alpaca farm in St. Johns, Michigan,&nbsp;<a href="https://www.linkedin.com/in/allen-ruhf-0573b2141/">Allen Ruhf</a> learned early on the value of hard work and resourcefulness. Adopted at six after spending time in state care, Ruhf grew up knowing what it means to start from nothing. Those early lessons shaped him into the determined entrepreneur he’s become today.After years of running businesses in real estate and construction, Ruhf wanted something different; he wanted a way to grow without losing the ability to adapt and innovate. That search led him to&nbsp;<a href="https://uwrgfranchise.com/">United Water Restoration Group</a>. What stood out wasn’t just the franchise’s proven model, but its forward-thinking approach to technology and AI, something Ruhf believes will define the future of the industry.Today, Ruhf is focused on building a business that gives his team the same sense of stability and possibility he fought for growing up. For him, owning a&nbsp;<a href="https://1851franchise.com/unitedwaterrestoration/info">UWRG</a> franchise isn’t just about financial growth; it’s about creating a foundation for family, community, and the next generation of dreamers willing to rebuild when life demands it.1851 spoke with Ruhf about his franchising journey with UWRG and his long-term goals for growth, flexibility and opportunity for his team. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Allen Ruhf:&nbsp;I&nbsp;grew up on an alpaca farm in St. Johns, Michigan, and I’ve started several businesses over the years, mostly in real estate and construction. I first looked into this about two years ago. I actually went to work for a company in the industry to see if it was something I wanted to pursue. Then we launched our own business and got started from there.1851: How did you decide franchising made sense for you?Ruhf:&nbsp;The more I looked around — not just at restoration, but the construction world in general — I noticed that a lot of builders and contractors are pretty set in their ways. I could feel myself heading in that direction, too. Because of that, I realized I wouldn’t have anyone in the industry to lean on to know whether I was moving in the right direction. In previous businesses, I’d hired coaches to help me grow, but whether their advice worked or not, I still paid for it. When I started thinking about the restoration business, I worked for another company in the space. They were a mom-and-pop that grew quickly but didn’t learn the lessons needed to sustain that growth, and eventually they had to scale back. I didn’t want to spend 25 years stumbling through how to run a business.What led me to this particular franchise was the organization’s innovative mindset. AI is here to stay, and it’s going to change things fast. I wanted to partner with a company that isn’t stuck in its ways but is open to exploring new ideas and possibilities.1851: What was your perception of franchising prior to becoming a Franchise Owner, and what do you want people to know about franchising now that you are in it?Ruhf:&nbsp;I think a lot of people have the wrong idea about franchising. Many assume it just means securing a job for yourself, and for some, it can be that way. But the biggest thing people overlook is the value of partnership.They get hung up on paying royalties or other fees, but the truth is, you’re going to spend that money one way or another. The difference is that, in a franchise, you’re spending it with a partner who benefits when you do. That alignment of success makes all the difference.1851:&nbsp;What made you pick this brand? What excites you most about this company?Ruhf:&nbsp;Innovation. When it comes to AI and new systems, this industry is going to change rapidly, especially with the rise of robotics. Having a backend that’s automated, systematic and always improving rather than stuck in one phase or process allows us to focus more on relationships.AI helps us capture the small details that might otherwise get missed, which strengthens how we connect with customers and manage each project.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Ruhf:&nbsp;That’s a big question. The simplified answer is that I want to gain more flexibility to have the time to spend with my family and build generational memories and wealth. I also want to create an environment for my team where they can access those same opportunities.As for growth, I plan to expand within my territory, add more services offered through the franchise, and eventually grow into construction and related areas.1851:&nbsp;Is there anything else about your story you want us to know?Ruhf:&nbsp;I was taken by the state when I was four years old and adopted when I was six. In 2008, my adoptive dad lost his job, and our family lived paycheck to paycheck after that. So, when it comes to starting a business and taking risks, I already know what it’s like to start from the bottom. I’m not afraid of losing it all — I’m not reckless — but I know what it takes to rebuild. If I have to start over again in the pursuit of something new, I’m willing to do that.1851:&nbsp;What advice do you have for other people thinking about becoming Franchise Owners?Ruhf:&nbsp;There are really two questions to ask yourself. First, why a franchise? And second, are you willing to figure everything out on your own, and how many years are you willing to spend doing that?When you look at franchises, focus on the long-term support. I was just talking to someone last week who said he understood why you’d join a franchise initially — for the systems and structure — but what really sets this one apart is the ongoing support. Each role has its own contact at corporate, so you always have someone to lean on, not just other Franchise Owners.If you find that a process isn’t working or think there’s a better way to do something, the corporate team listens and looks for solutions, even system integrations. And for technicians, even those new to the job, we have AI tools that provide immediate, industry-specific answers and guidance based on current regulations.About United Water Restoration GroupSince 2008, United Water Restoration Group (UWRG) has helped thousands of home and business owners restore properties to pre-loss condition. Through a commitment to excellence and a focus on personal attention, clients’ expectations are exceeded every time, without exception. Today, with a philosophy of hiring the best staff to provide professional restoration services, UWRG has grown to more than 50 locations and maintains a level of customer service rarely seen in the industry. Although UWRG assists those experiencing disasters, this growing, recession-proof industry is also supported by fundamental infrastructure issues like aging systems and reconstruction.&nbsp;The initial investment to open and begin operation ranges from $300,000 - $700,000. For more information on franchising, visit&nbsp;<a href="https://uwrgfranchise.com/investment-opportunities/.">https://uwrgfranchise.com/investment-opportunities/.</a>&nbsp;

Image of Allen Ruhf from United Water Restoration Group Franchisee from Hastings, Michigan

United Water Restoration Group Franchise Owner Uses Lifelong Resilience to Lead Michigan’s Next Era of Restoration

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After more than a decade spent auditing government agencies and defense contractors, Kevin Lewis reached a breaking point, not because he disliked the work but because he rarely saw its impact. Franchising with&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> would soon give him a different perspective.Kevin, a U.S. Army veteran, built a career in public-sector auditing after returning from Afghanistan in 2012, first at a CPA firm and later with both the Tennessee National Guard and the Defense Contract Audit Agency. The work was steady but slow-moving, with long timelines, distant outcomes and limited control over his schedule. Still, what pushed him to make a change was more immediate: When telework ended, his job began to require a four-hour daily commute, and the grind became impossible to ignore.&nbsp;Looking for a career that offered both professional independence and tangible results, Kevin began to explore the idea of franchising. Through a career ownership coaching company, he was introduced to franchise concepts outside the usual nationally marketed big-name chains he once assumed were the only franchising options.&nbsp;Founded in 2004, the&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising Systems</a> painting franchise has tweaked its system for more than 20 years. Systems and structure tend to appeal to veterans considering entrepreneurship. But the business also stood out to Kevin thanks to the built-in resilience of its model. For Kevin,&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> represented more than a business opportunity: it presented the chance to apply his disciplined, systems-driven background to a model with visible outcomes.Now a&nbsp;<a href="https://freshcoatpainters.com/locations/davenport/">Fresh Coat Painters franchisee in Davenport, Florida</a>, Kevin is focused on growth, delegation and building a business that delivers both financial security and personal freedom.1851 Franchise sat down with Kevin to discuss his franchising pivot to&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat Painters</a>, why it’s a fit and why the model appeals to veterans. Here’s what he had to say:1851 Franchise: Can you frame your personal story for us? What do you want us to know about your journey into franchising?Kevin Lewis: My journey to franchising really started when I moved to Florida. I moved from Tennessee. I’ve been auditing since I got back from Afghanistan in 2012. I went to work for a CPA firm and have been auditing ever since.In Tennessee, I oversaw internal audits for the Tennessee National Guard. When I came down to Florida, I started working for the Defense Contract Audit Agency. When they did away with telework, I had to go into the office every day, which was a four-hour round trip. So, I was really looking for a career change. I came across a company on LinkedIn called&nbsp;<a href="https://entrepreneurssource.com/">The Entrepreneur’s Source</a>. They’re the ones who started leading me down the franchise track. They presented different options and Fresh Coat jumped out at me. One thing that was taught to us is that home improvement tends to be resistant to economic downturns. And that’s one thing that drew me in.Another thing I found intriguing is that when I was auditing, I would send an audit report out to whatever defense company I was auditing. But you would never see the results of your work. It was probably years in the making because any findings could be adjudicated five or 10 years down the road (depending on when the contract closed). So, one thing I like about painting and home improvement is you can always see the fruits of your work. You can see the end effort. It gives a sense of accomplishment.1851: What was your perception of franchising before you became a franchisee and what do you want people to know about franchising now that you’re in it?Kevin: One, that it was too expensive to get into. Because when you think of franchising, you think of the major chain brands. You don’t really realize that the cost of entry is there for somebody who’s just wanting to break the surface. I got a better impression when one of my friends, one of my lieutenants from Afghanistan actually, got into franchising. It was a lot of hard work at the beginning but the amount of independence he has now and the financial security he has now was appealing. When the opportunity came up and was presented to me, that’s what piqued my interest.1851: What excites you most about Fresh Coat Painters?Kevin: One thing I like about Fresh Coat is the expertise they bring in. One of their main executives came from Sherwin-Williams. There’s just years of experience there. They’ve got business coaches. You’ve just got plenty of experience behind the brand.&nbsp;I also liked Fresh Coat because of the franchise developer I was in contact with. The amount of support and attentiveness she gave showed what type of brand it is. I ran into other franchise developers who were hard to get in touch with and weren’t really selling the brand. Well, if the person trying to sell you isn’t passionate about it, then maybe the company isn’t passionate about it.&nbsp;I just felt Fresh Coat had my best interests in mind and was making sure we were a good fit for each other.1851: What are you hoping to achieve with the business? Is there a plan for growth?Kevin: I’d like to open at least two more territories and manage it that way. My goal is to get project managers who can help manage each territory so that I can oversee all of them. I didn’t get into business for myself to be doing day-to-day operations like going out and doing quotes. I want to manage a business. I don’t want to run every aspect of it. You don’t get into business for yourself to work it as a job. You work it as a business. As an owner.1851: What advice do you have for people who might be thinking about becoming franchise owners?Kevin: One piece of advice is to try to get over your fear of the financial investment it may take. What’s your peace of mind worth? What’s your freedom worth to you? You can continue in a safe, routine job. But you’re always going to be dependent on other people as to when you can take off and what you can do. If you really want that freedom, I would say, although it’s hard work at the beginning, franchising has a great payoff.If you’re good at following a system, then franchising is probably for you. They like to recruit military because we train, from private up to officer, to be able to do the next person’s job. We do it through repetition and SOPs. There’s no magic way.&nbsp;In franchising, the path has already been set for you. You just have to be able to follow it and listen to the people who are coaching you.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.&nbsp;

image of kevin lewis from fresh coat painters of davenport franchisee story

Veteran Kevin Lewis Found a Better Fit in Business Ownership With Fresh Coat Painters

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

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

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<a href="https://kbpbrands.com/">KBP Brands</a>, the multi-brand franchisee group with over 1,100 restaurants across 32 states,&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">has announced</a> its acquisition of 78 additional SONIC units. The new units are spread across Ohio, Kentucky, North Carolina, Tennessee and Virginia.This is the second SONIC acquisition KBP has completed in less than two years, and it makes KBP the fourth-largest SONIC franchisee in the system with 164 total locations across eight states.“We’ve had a successful five-year partnership with Inspire Brands and have seen strong results from our initial SONIC purchase,” KBP CEO&nbsp;<a href="https://www.linkedin.com/in/mike-kulp-820820">Mike Kulp</a> said in a statement. “We look forward to expanding that with a larger footprint and additional operational efficiencies.”KBP is one of the country’s largest franchisee groups, reporting approximately $1.5 billion in annual sales across its portfolio, which includes KFC, Taco Bell and Arby’s, another Inspire Brands franchise."Our relationship with KBP Brands continues to grow due to their operational excellence and our shared commitment to guest satisfaction and a culture that champions innovation," said&nbsp;<a href="https://www.linkedin.com/in/john-kelly-b48426b">John Kelly</a>, brand president at SONIC. "KBP's expansion with SONIC demonstrates their dedication to our vision and the brand's long-term growth."Read the full press release&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Sparkle Dog Care Franchise Costs, Fees, Profit and Data for 2025

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Ellianos Coffee Franchise Costs, Fees, Profit and Data for 2025

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Michigan BIGGBY® COFFEE Owners Win Store of the Year by Focusing on Community and Connection

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