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ServiceMaster Restore Awards 32 Territories, Opens 29 in First Half of 2026

KidStrong Goes Smaller With New Model for Emerging Markets

How Layne’s Chicken Fingers Achieves Industry-Beating AUVs

Why This California Subway Franchisee Continues Reinvesting in The Coffee Bean & Tea Leaf

United Water Restoration Group 2026 Conference Equips Franchise Owners for Long-Term Growth

Growing for the Future: The Demeyer Family’s Multigenerational Lawn Doctor Journey

Franchise Opportunity Deep Dive: Newk’s Eatery is 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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Franchise Legal Player:&nbsp;<a href="https://www.linkedin.com/in/frank-robinson-2646422b/?originalSubdomain=ca">Frank Robinson</a> Firm:&nbsp;<a href="https://cassels.com/">Cassels Brock &amp; Blackwell LLP</a><a href="https://chambers.com/lawyer/frank-robinson-canada-20:1546303">Frank Robinson</a> has built a reputation as a trusted advisor to franchise brands navigating growth, compliance and long-term risk. With experience advising emerging, scaling and mature franchisors across restaurants, hotels, consumer products, automotive, home care, fitness, home services and other consumer-facing industries, Robinson brings a practical, business-minded approach to franchise law. Their work focuses on helping brands scale responsibly while protecting both the franchisor and franchisee experience.1851 Franchise connected with Robinson to discuss what franchisors often overlook, where legal risk hides during expansion, and the lessons that continue to shape his advisory philosophy.1851 Franchise: What originally drew you to franchise law, and what has kept you engaged in the space over time?Frank Robinson:&nbsp;The practice of franchise law is dynamic, the clients we serve are talented, creative and diverse, and the franchising sector continues to evolve and create new opportunities for all stakeholders. As a franchise lawyer, our clients require advice and support in a broad range of areas, including franchise compliance, intellectual property, M&amp;A, real estate, litigation and so on. This keeps the practice varied, interesting and never dull. Our clients span an immense spectrum of industries, from restaurants and hotels to consumer products, automotive, home care, fitness, home services and more. We benefit from being able to participate in so many different businesses. More recently, increased interest in the franchise model from private equity, public markets and other capital partners has fostered areas of growth and opportunity that pull our clients — and us with them — into new and exciting places. It has never been a better time to be a franchise lawyer.1851: As franchising continues to evolve, what legal issue do you see brands most often underestimating today?Robinson:&nbsp;Whether it has to do with the evolution of franchising, or not, an often-overlooked area — that can create downstream legal risks — is the tolerance of deviations from quality standards, often small to start, that erode the integrity of the system and relationship dynamics over time. Many new franchisors regret or resist having to “police” their franchisees, but a failure to enforce a healthy degree of respect for franchise protocols and contractual compliance can transform pesky nuisances into a widespread undermining of the system. Oversight, communication, mutual respect — and the occasional hard conversation — go a very long way.1851: In your experience, where do emerging franchisors tend to get tripped up from a compliance or documentation standpoint?Robinson: Do it once. Do it right. This is what should guide any emerging and responsible franchisor when considering documentary compliance. As a franchisor, your primary assets are the revenue-generating franchises that follow the model and receive value for their adherence to standards. While much of this is sustained by the quality of the business and relationship, it is rooted in the franchise documents, especially the franchise agreement. Mistakes in the documents are multiplied by the number of franchises in the system and can compound over time. Reversing course once agreements are signed is challenging. Franchise systems should invest in quality documents from the start, and know how to use them.1851: What distinguishes your approach or philosophy when working with franchise clients?Robinson:&nbsp;Never losing sight of the client’s goals, whatever they are, however they evolve. Most clients desire growth and sustainability of the franchise system and the franchisees who make it up. Our philosophy is to fully align with clients on that path. In many ways, we see ourselves as a part of their franchise development teams, facilitating the sale and support of their networks. In all cases, our approach is founded on a deep and intimate knowledge of the business of franchising, understanding the needs and goals of our clients, offering practical, responsive and actionable advice, and sharing in and taking responsibility for the outcomes of our clients, whether celebratory or disappointing.1851: Looking back, what lesson from your legal career has had the greatest impact on how you advise clients today?Robinson:&nbsp;Working in a law firm, most problems are answered with a legal response. But, our clients operate in a dynamic and integrated environment in which the legal implications to any problem are one of a multitude to be considered when choosing a way forward. The effectiveness of a lawyer is increased dramatically when he or she can develop the sense and confidence to understand the place and limitations of the law in the context of a complex business problem — and then offer solutions that work in real time.Every great franchisee had help buying a franchise. 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.

Frank Robinson — Cassels Brock & Blackwell LLP

1851 Franchise’s annual roundup of the Top Franchise Lawyers You Should Know is back for 2026, spotlighting the legal minds helping shape the future of franchising. 

2026 Top Franchise Lawyers You Should Know: Frank Robinson — Cassels Brock & Blackwell LLP

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Franchise Legal Player:&nbsp;<a href="https://www.linkedin.com/in/lanefisher/">Lane Fisher</a> Firm:&nbsp;<a href="https://fisherzucker.com/">FisherZucker</a><a href="https://fisherzucker.com/our-practice/our-attorneys/lane-fisher/">Lane Fisher</a> has built a reputation as a trusted advisor to franchise brands navigating growth, compliance and long-term risk. With experience advising early-stage and growth-oriented franchisors across multiple franchise-driven industries including health and beauty, home services, fitness, food and senior care, Fisher brings a practical, business-minded approach to franchise law. His work focuses on helping brands scale responsibly while protecting both the franchisor and franchisee experience.1851 Franchise connected with Fisher to discuss what franchisors often overlook, where legal risk hides during expansion, and the lessons that continue to shape their advisory philosophy.1851 Franchise: What originally drew you to franchise law, and what has kept you engaged over time?Lane Fisher:&nbsp;Franchise law is inherently multidimensional; it sits at the intersection of licensing, trademarks, corporate work, regulatory compliance and dispute resolution. That’s what drew me in initially, but what’s kept me here is the people and the growth curve. Franchising attracts entrepreneurial founders and strong operators, often in family-run businesses, and I enjoy helping them scale in a disciplined way. And because franchising cuts across so many industries — health and beauty, home services, fitness, food and senior care, just to name a small sample — you’re always learning. If your client’s brand grows, your work grows with it, and you can be part of that story from launch through an exit.1851: As franchising evolves, what legal issue do you see brands most often underestimating today?Fisher:&nbsp;If I had to pick only one, I’d say the impact of AI, and the jury’s still out on how the issue develops.Brands are racing to use AI in marketing, franchise development, screening, pricing, scheduling, performance benchmarking, etc. But a lot of franchise documents were written pre-AI and don’t clearly address who owns the data, who can aggregate it and how it can be used or monetized.There’s also a risk layer people miss: AI tools can create real-world expectations. If prospects rely on AI-generated performance projections or comparisons, you can end up with disclosure and misrepresentation issues, including “implied” financial performance claims.1851: Where do emerging franchisors tend to get tripped up from a compliance or documentation standpoint?Fisher:&nbsp;The biggest mistake is treating the FDD like a marketing brochure instead of a regulated disclosure document. Early-stage brands sometimes plug in estimates for initial investment without real calculations and then don’t update those numbers as actual experience comes in. They also underestimate training, especially around what salespeople can and can’t say and how to handle financial performance representations. If you’re offering Item 19, you need clean data, clear assumptions and documentation behind it.1851: How should franchisors think about risk management as they scale into new markets or add new growth strategies?Fisher:&nbsp;Prioritize quality over quantity. The fastest and easiest way to create long-term risk is awarding franchises to undercapitalized or mismatched operators. Strong franchisee selection and validation solve a lot of problems before they start.1851: What distinguishes your approach or philosophy when working with franchise clients?Fisher:&nbsp;I’m not interested in being an “FDD factory.” A franchise system should reflect a real, replicable business, so we’re candid with clients about readiness, and sometimes that means telling someone to wait. We also spend real time understanding the underlying unit economics. If a client is making an Item 19 disclosure, our job is to help them normalize the data, define the assumptions clearly and communicate it in a way that’s accurate and useful.More broadly, we coach clients to grow smart. Initially, that might mean selling smaller deals to better operators, disciplined expansion and, of course, documentation that matches how the business actually runs.1851: Looking back, what lesson has had the greatest impact on how you advise clients today?Fisher:&nbsp;Two things: (1) franchising isn’t for everyone and (2) preventable problems are expensive.The best systems respect the reality of independent business owners and are designed to motivate and support them, not just control them. And when disputes happen, the quality of the documents and the advice you got early on really matters. So we really counsel clients on disciplined growth: resist the temptation to “sell the most” and instead award franchises to better-capitalized, more capable operators. A little restraint upfront saves a lot of pain later.Every great franchisee had help buying a franchise. 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.

2026 Top Franchise Lawyers You Should Know: Lane Fisher — FisherZucker

1851 Franchise’s annual roundup of the Top Franchise Lawyers You Should Know is back for 2026, spotlighting the legal minds helping shape the future of franchising.

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As founders transition into franchisors, few areas carry more risk than earnings claims and advertising. It’s also one of the fastest ways to derail a franchise system before it even gets off the ground.The challenge is clear: prospective franchisees want to&nbsp;<a href="https://1851franchise.com/how-to-start-the-process-of-buying-a-franchise-a-comprehensive-guide-2723007">understand the financial potential of the business</a>, but franchisors must operate within strict legal boundaries about what they can and cannot say.<h2>Understand What You Can Legally Say</h2>In franchising, financial representations are regulated under the&nbsp;<a href="https://1851franchise.com/what-financial-performance-data-can-legally-disclose-a-guide-2731310">FTC Franchise Rule</a>. For example, the only place a franchisor can formally present financial performance data is within Item 19 of the&nbsp;<a href="https://1851franchise.com/how-to-buy-a-franchise-what-is-an-fdd-2724901">Franchise Disclosure Document (FDD).</a>That rule shapes everything.“One of the most important sections of the FDD is Item 19. This is where a franchisor may choose to disclose financial information about existing franchisees,” said&nbsp;<a href="https://www.linkedin.com/in/katy-branstetter-richardson-762684b7/">Katy Richardson</a>, founder of&nbsp;<a href="https://neighborhoodbarre.com/franchise/">NEIGHBORHOOD barre</a>. “Anyone involved in the franchise sales process can only discuss financial performance to the extent it is disclosed within that section of the FDD. For that reason, franchisors must be extremely careful not to make financial representations outside of what is formally disclosed in Item 19.”<h2>The Role of Validation</h2>While franchisors are limited in what they can say, prospective franchisees are not limited in what they can learn.&nbsp;<a href="https://1851franchise.com/how-to-buy-a-franchise-what-is-an-fdd-2724901">Every FDD includes a list of current and former franchisees</a>, and candidates are encouraged to reach out directly to get real-world insight.“Franchisee validation is often one of the most valuable parts of the due diligence process,” Richardson said. “It gives candidates the opportunity to hear firsthand experiences from operators within the system.”Rather than trying to “sell” performance through marketing, strong systems allow their existing franchisees and documented data to tell the story.<h2>The Biggest Legal Mistake: Not Hiring the Right Counsel</h2>If there is one mistake that consistently creates risk for emerging franchisors, it’s failing to work with&nbsp;<a href="https://1851franchise.com/top-franchise-legal-players-2025-franchise-lawyers-2730250">experienced franchise counsel</a>. “Strong franchise counsel is not just drafting documents,” Richardson said. “They are helping franchisors build a compliant, transparent and scalable foundation for long-term growth.”Franchise law is highly specialized, and while the rules may appear straightforward, the application is certainly not.“Inexperienced counsel often misses the nuances and operational realities unique to franchising,” Richardson said. “One common area of confusion is the Advertising Fund, specifically, which expenses can appropriately be allocated to that fund versus corporate overhead or brand operations.”<h2>Common Pitfalls in Earnings Claims</h2>Beyond general compliance, several specific mistakes recur across franchise systems.The first is incomplete or misleading cost disclosures. “Failing to fully disclose the actual costs franchisees incur to open a business” is one of the most common issues Richardson sees.Underestimating startup costs may make an opportunity appear more attractive upfront, but it creates long-term problems when franchisees encounter unexpected expenses.The second is improperly structuring Item 19 data. “There are many ways to structure an Item 19,” Richardson said. “The strategy behind our disclosures varies by brand.”At NEIGHBORHOOD barre, for example, the focus is not just on revenue, but on profitability.&nbsp;“We believe it’s important to highlight the metric that matters most to prospective franchisees: profitability,” Richardson said. “Higher AUVs do not necessarily translate to stronger margins or healthier businesses. With NEIGHBORHOOD barre, we intentionally disclose key studio operating expenses to provide a clearer picture of unit economics and overall profitability.”The third mistake is failing to account for ongoing fees and flexibility. “Failing to account for all ongoing fees, or the franchisor’s right to modify those fees within Item 6” can create confusion and potential disputes down the line, Richardson says.<h2>Advertising Pitfalls: Where Brands Get Tripped Up</h2>Earnings claims are not limited to formal documents. They can also appear, intentionally or unintentionally,&nbsp;<a href="https://1851franchise.com/franchisor-marketing-materials-guide-2730579">in marketing materials</a>, such as website copy, sales brochures, discovery day presentations, social media posts and conversations with candidates.It’s easy to forget that almost any remark about a franchisee’s potential income counts as a legal earnings claim, including casual comments like “our top locations bring in X.”That is why navigating the space where marketing meets legal rules is always a bit of a tightrope walk. The most successful franchisors don’t leave things to chance. They stick to the data, keep every message in sync with their FDD, and lean heavily on expert counsel. Ultimately, they let their numbers and their actual franchisees do the talking.In short, they focus less on selling and more on proving.Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you. &nbsp;

From Founder to Franchisor Legal Pitfalls

New franchisors face major legal risks when giving prospective franchisees an idea of how much they can make, which is why strict compliance with Item 19 of the FDD is essential.

From Founder to Franchisor: Legal Pitfalls in Earnings Claims and Advertising

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For&nbsp;<a href="https://www.linkedin.com/in/ainsley-hightower-7b230133/">Ainsley Hightower</a>, the path to business ownership was completely unexpected. With a background in journalism and a long career in marketing strategy and fundraising, the mother of three simply wanted an outlet to find herself amidst the chaos of early motherhood. She started out taking fitness classes and eventually became an instructor at the&nbsp;<a href="https://1851franchise.com/extraordinary-brands">NEIGHBORHOOD barre</a> in Memphis. When the original owner offered to sell her the struggling studio, Hightower hesitated at first. Thanks to some soul-searching at a yoga retreat&nbsp; and encouragement from her father, owner of multiple restaurant franchises, she realized it was the opportunity of a lifetime.&nbsp;Despite taking over the business at an incredibly busy time in her life, Hightower leveraged her marketing background and the brand's franchise support to completely turn the studio's finances around, bringing it out of the red and into profitability within just seven months. Now, three years after taking the reins, she has driven 30% year-over-year growth. Building on this incredible turnaround, Hightower recently signed a lease to open her second&nbsp;<a href="https://neighborhoodbarre.com/franchise/">NEIGHBORHOOD barre</a> studio, fulfilling her long-term goal of bringing the fitness brand to her home community of Germantown, Tennessee.1851 Franchise spoke with Hightower about her unexpected journey into business ownership and her plans for the future. Here’s what she had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Ainsley Hightower:&nbsp;I went to the University of Mississippi for journalism and had a long career in marketing strategy and fundraising. My path to becoming a barre business owner had nothing to do with what I’ve done in my career. About five years ago, a friend who was an instructor at the studio asked if I would be interested in coming in and doing some teaching. I have three little boys, and I had just had my second child, so I thought it would be great to do something that let me find myself a little bit. I auditioned, became an instructor, and eventually left my full-time career to work freelance from home and teach classes. Then, six months after my third son was born, the original owner of the Memphis studio came to me and said she was selling the studio and offered to sell it to me.1851: What did you do before franchising, and how did you decide franchising made sense for you?Hightower:&nbsp;When the owner first offered to sell me the studio, I declined because I had a six-month-old and two other little boys. Around the same time, my yoga studio was running a yoga teacher training I completed, and I felt a pull on my spirit. I realized that I did want to own a fitness studio. Two weeks later, the owner came back and said she still thought I should buy it. My husband, who is a commercial banker, looked at the numbers and was hesitant because the studio was in the red. I talked to my dad, who owns a couple of food franchises, and he told me it's not every day someone basically gives you a business. I knew what it took, and I knew I could do it, so I went back to my husband and said, "We're doing it!" He got on board- he knows when I set my mind to something, I won’t allow myself to fail.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?Hightower:&nbsp;I honestly didn’t have much knowledge of franchising. Because I didn't expect to be a business owner, I knew almost embarrassingly little information—I didn't even know that I was going to have to pay royalties. However, I will always tell people that I could not have done it if it weren't a franchise. The support, the guidance, and the built-in team are big reasons my business is successful. The resources taught me so much about running my business, making money, and meeting my goals.1851:&nbsp;What made you pick this brand? What excites you most about this company?Hightower:&nbsp;From a barre lover's perspective, there is no other brand with the variety of formats that our brand has. You don't find that anywhere else. I really appreciate that the brand and leadership are constantly looking to keep that evolution going so that we don't get pigeonholed.&nbsp;It's really exciting that no matter what's trendy or what people are looking for, you can make a client's experience match their needs. I also love that our classes are so accessible. There's a modification and an advancement for every single thing we do, so everyone is making the class their own.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Hightower:&nbsp;We actually just signed the lease for our second studio. People in Memphis kept asking if I was going to open a location in the suburbs where we live. We noticed a space with a "for lease" sign right near our house, and all the pieces fell into place. Opening a second location has been the goal for so long and there’s still so much to do, so that’s still the dream.&nbsp;Beyond that, my main goal is for someone to hear NEIGHBORHOOD barre and know exactly who we are and where we are in my community. I want to build brand recognition around Memphis and for people to associate our studio with an effective, inclusive and all-around fun workout&nbsp;1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Hightower:&nbsp;My best advice for other franchisees is not to be afraid to pay for help and delegate. If you have to pay more for help and take home less so your quality of life is better, it's worth it every time and you won’t experience burnout as often.&nbsp;I also tell people that your franchise is only as successful as much as you are present. People have to know your face and associate you with the business. At the same time, remember it's still just a job. I'm a mom and a wife first, so those things are still top priority. You have to find a good balance of showing up and staying on top of everything, without feeling like you have to do it all and control it all.About NEIGHBORHOOD barreFounded in 2011 by Katy Richardson, NEIGHBORHOOD barre delivers a fresh, modern approach to fitness, one that is welcoming, effective, and rooted in community spirit. With studios across the United States, NEIGHBORHOOD barre combines low-impact, high-result training with an inclusive atmosphere that empowers clients of all fitness levels. For more, please visit <a href="www.neighborhoodbarre.com">www.neighborhoodbarre.com</a>.

image of ainsley hightower, franchise owner of neighborhood barre memphis

Starting as an instructor as an outlet outside of motherhood, Ainsley Hightower took a leap of faith to purchase the Memphis studio and is now preparing to open her second location in the suburbs.


‘It’s Not Every Day Someone Gives You a Business’: How This Franchisee Turned an Unexpected Opportunity into a Multi-Unit Success with NEIGHBORHOOD barre

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A well-designed franchise model means very little if the people expected to execute on it don’t have the tools and direction they need to do so. For a founder considering franchising, transitioning from a single corporate unit to a wide-reaching franchise network is a major test of the business model itself and the structures in place supporting it. Bridging the gap between operational checklists and the realities of everyday business requires careful attention to ensure nothing gets lost in translation.“We documented all of the processes as we designed the model,” said&nbsp;<a href="https://www.linkedin.com/in/timvogel">Tim Vogel</a>, founder and CEO of&nbsp;<a href="https://scenthoundfranchising.com/">Scenthound</a>. “We have a recipe for how we ‘bake this cake.’ When we first started franchising, our franchisees were following a lot of the general processes but weren’t having the same level of success that we had originally. It was around 10 units in, all of a sudden we thought, ‘Something’s off here,’ and we had to go back and reinvent the wheel a little bit on that training.”For Vogel and the Scenthound team, these gaps ended up being in the leadership and soft-skill coaching aspects of the business, but gaps can be exposed for a variety of reasons when building onboarding, training and opening support structures.Standard training manuals are only half the battle. True onboarding requires reverse-engineering the founder's intuition and building a structured environment where a brand's culture can thrive without the founder in the room.<h2>Decoding the Soft Skills: Reverse-Engineering Intuition</h2>When stepping into the world of franchising, the initial instinct for most founders is to document the tangible, day-to-day tasks. But a rigid operational playbook doesn't automatically equal high performance.This performance gap led to a major realization for Vogel. The missing ingredient wasn’t a lack of operational discipline; it was a lack of leadership training.“There was an ‘ah-ha’ moment for me, which was around leading high-performing teams,” Vogel said. “It turned out that was a real natural skill for me to lead these small, high-performing teams. When we gave the franchisee the playbook on ‘here's the process,’ we didn't talk at all about these soft skills of building high-performing teams.”So, when the team realized new franchisees weren’t achieving the results they expected, they went back to the drawing board. From daily management tasks to communication styles and career pathing, Vogel made sure all of the small, interpersonal details and habits were built into the training program, ready for any new franchisee to execute.For founders who naturally excel at leadership tasks, explaining how to do it can be a big challenge, especially if they’re trying to coach someone who has never done it before. Rather than providing high-level, abstract statements, look at the daily habits that create the sense of leadership and culture. Document those, and go from there. This transforms leadership and culture from hard-to-pin-down ideas to repeatable, structured processes.“Culture is the consequence of practices. It's not your gut feeling,” Vogel said. “And that was a really hard lesson for me, because it was intuitive to me, and when I was like, ‘Why is it working?’ I had to go through this really hard process of reverse engineering my intuition. ‘What am I actually doing? Why does it result in these things? What are the actions?’ Then you start to identify key behaviors there that can be replicated. Memorialize that, and get that down as a best practice.”<h2>Turning Values Into Repeatable Rituals</h2>Once you identify those key behaviors, the next step is creating actionable tools that force franchisees to practice them. At Scenthound, this took the form of a highly structured, "one-sheeter" daily huddle protocol.Rather than letting managers run meetings based on their mood, the daily huddle aligns each location with the brand's core mission every single day. The meeting starts with their North Star (enriching the connection between people and dogs) and reading a positive customer review to anchor the team to their purpose.The huddle also includes a peer-to-peer recognition system where every employee fills out cards, shouting out teammates who exemplified the company's core values.“Those are the kinds of things where you start to instill our why, you start to instill a practice of catching people doing things right instead of catching them doing wrong,” Vogel said. “Those kind of things start to develop momentum, create the ‘one pack’ mentality, which is one of our core values. So it's the processes that then encourage the practices.”Even if an incoming franchisee has no natural leadership inclination, providing these specific operational routines allows them to learn the necessary soft skills through practice and over time.<h2>Auditing the Playbook and the Minimum Viable Product Approach</h2>The adjustments the Scenthound team made early on are a prime example of how founders are forced to pivot when entering the franchise space. When you build your first operational playbook or opening checklist, it’s hard to know that it’s really ready.&nbsp;Vogel suggests taking a cross-functional, cross-departmental approach by assembling small "SWAT teams," containing voices from operations, marketing, learning and development and finance to identify blind spots. Incorporating these different perspectives early on ensures as much relevant information as possible is included. But still, you’ll have to accept that your first training and opening program likely won’t be perfect, and trying to get it there before rolling it out will only hinder progress.“It's a bit of a fool's errand to try to get it perfect before you launch it,” Vogel said. “We kind of have this 80% mentality where then you launch it as a pilot to a handful of places, and then they find a bunch of other stuff. The feedback loop is actually one of the most critical parts of that process. Technology has really adopted this MVP (minimum viable product) approach. I think it's kind of in that same vein.”<h2>Moving From a ‘Jazz Band’ to a ‘Marching Band’</h2>In the earliest days of a franchise system, support is often highly intimate, reactionary, and conversational. The founder or a few executive members are personally on-site for every opening, throwing themselves into any issue that pops up. Vogel compares this stage to playing in a live jazz band.“The way a jazz band works is there's no sheet of music,” Vogel said. “I create a riff, and then you're next to me, and then you create a rhythm, and then someone else piles on top of that, and then all of a sudden you make this really cool song together. That's kind of what startup franchising is like... everybody just pitches in, and they make it work.”But once you’ve scaled past 50, 100 or 150 locations, improvising can create real liability. Lack of cohesion and inconsistency across markets and franchise owners can overwhelm a corporate team, hurt brand identity and ultimately slow growth.“As the business really grows, complexity grows beyond the ability for me to riff,” Vogel warned. “You have to really transition from being a jazz band into being a marching band. When you think about the features of a marching band, you've got your brass section, your percussion section… every one of them has their sheet of music, they know what steps they need to take when, and everyone's kind of marching to the sheet of music they've got in front of them.”Making that leap requires a fundamental shift in mindset and a willingness to invest heavily in scalable systems.<h2>Beyond the Checklist: Verifying Opening Readiness</h2>The training road map is just the first step. As a franchisee prepares to open, you should ensure they’ve completed everything outlined in the opening checklist, but it’s also important to do a quick check-in and ensure they’re&nbsp;really ready. Are they thinking about the business the right way? Are they leading? Are they aligned with what your brand stands for?For example, at Scenthound, Vogel looks for three specific indicators to judge true operational readiness:<ul><li>Do they truly embody the brand's unique philosophy (e.g., viewing the business through a "wellness routine hygiene mindset" rather than a standard "dog grooming mindset")?</li><li>Can they naturally deliver that exact paradigm and messaging during customer health checks?</li><li>Have they successfully hit their mandatory, objective target for member sign-ups before opening day?</li></ul>While financial and pre-sale metrics are clear-cut and binary, soft skill gaps require careful corporate intervention.“With the presales, it's a number, and that's pretty cut and dry,” Vogel said. “If you don’t hit your presale numbers, we can delay your opening. On the other stuff, we just try to give a little extra support before we get there. We want to set up an extra call. Let's have a conversation. Let's do an extra training session.”<h2>Capitalizing for Future Scale</h2>It’s clear that having the proper training and opening protocols in place is crucial to long-term brand success. Before building them the right way, franchisors must create the space to build them at all. Doing this while managing the day-to-day of a growing brand can be difficult, but it’s a non-negotiable.Many franchises do not surpass the 100-unit mark, and even fewer do it with relative speed. Vogel attributes this drop-off to franchisors failing to build their support infrastructure ahead of their actual sales.“You should always try to be a year or two ahead, infrastructure-wise, from where the business needs you today,” Vogel said. “If you've got 25 units, you should have an infrastructure that's capable of handling 50 units. If you're 50 units, you should be at an infrastructure that can handle 75 to 100 units.”It can be difficult to do this. Many founders feel absorbed by the demands the business presents today and have a hard time thinking about future demands. Ultimately, avoiding this cycle comes down to capitalization.“The number one reason businesses fail is if you're under-capitalized,” Vogel said. “The same goes for the franchisor. If you're having to make the choice between serving the franchisee today or putting infrastructure into place, it means you don't have enough resources presently needed to get you to where you need to go. It's because you didn't hire enough people and have enough tools in place to support doing both.”Throughout the franchise launch and growth process, training, onboarding and opening resources should remain top priorities. They are what turn a founder’s personal passion and vision into the systems and supports that make the franchise opportunity what it is. Doing this thoroughly and carefully, all while staying ahead of your own growth curve, is what will set your franchise network up for steady, unified growth in the future.Growing and selling franchises is difficult. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you. &nbsp;

From Founder to Franchisor 13 - Onboarding: Training Maps and Opening Teams

Building a sustainable franchise network requires founders to distill their vision and “gut instincts” into clear, repeatable training processes and opening support to ensure franchisee success.

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