1851

<a href="https://www.linkedin.com/in/rob-schryver-246a271/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=navy-veteran-transitions-from-corporate-world-to-franchising-with-shuckin-shack-2727732" target="_blank" rel="nofollow">Rob Schryver</a> spent the better part of 30 years in the corporate world, working with firms like Accenture and NCR. During this time, he helped major food franchises like McDonald’s, Buffalo Wild Wings, and Wendy’s streamline their operations and boost efficiency. Over the years, his passion for the restaurant industry (and seafood) grew, leading him to discover&nbsp;<a href="https://shuckinshackfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=navy-veteran-transitions-from-corporate-world-to-franchising-with-shuckin-shack-2727732" target="_blank" rel="nofollow">Shuckin' Shack</a>. Drawn to the brand’s laid-back atmosphere and commitment to great seafood, Schryver saw the perfect opportunity to blend his corporate experience with his love for cooking.Now, as a&nbsp;<a href="https://1851franchise.com/shuckinshack">Shuckin' Shack</a> franchisee in Alpharetta, Georgia, Schryver is excited to offer locals a unique seafood dining experience. In a recent interview with 1851 Franchise, he shared his journey from Navy veteran to corporate professional to franchise owner. Here's what he had to say.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?Rob Schryver:&nbsp;After high school, I joined the Navy and served for 10 years. During that time, I began earning college credits, and after leaving the Navy, I completed my degree, which led me into the corporate world. I started at Accenture in 1995, where I stayed for 10 years, followed by eight years at another consulting firm, and then another eight years at NCR. In total, I spent nearly 30 years in the corporate world.Throughout that time, I worked with restaurants, focusing on improving operations and efficiencies. At NCR, I installed point-of-sale systems for major food franchises like Wendy’s, McDonald's, Buffalo Wild Wings and Chick-fil-A. This work sparked a deeper interest in the restaurant industry. I’ve always enjoyed cooking, but about 15 years ago, I realized I had a good sense of what made restaurants successful by looking at the data generated from their point-of-sale systems..I felt that combining my knowledge from work with my passion for cooking would give me an advantage. While other interests came and went, my desire to start a restaurant never did and I felt confident that this was the right direction. I knew it would be a lot of work, but I didn’t want to dabble in it and have regrets later.I spent most of my life building capital and planning for retirement, but I wasn’t fulfilled. When the opportunity to leave the corporate world and focus on restaurants came, I took it. After learning about Shuckin' Shack — its brand, culture, and menu, particularly the seafood — I knew it was the right fit. As I continued talking with the team, I became more motivated and eventually decided to become a Shuckin' Shack franchisee.&nbsp;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?Schryver: It's a dramatic shift. I didn’t have a positive view of franchises. From the outside, either through the corporate world or personally, they were difficult to work with. They seemed like they didn’t understand what we were trying to do and almost resented our presence. I developed a negative feeling about franchises, largely due to the give and take between what the corporate franchisor wanted and what the franchisees wanted. We were in the middle, negotiating between the two parties, which created more animosity in the franchising experience.Fifteen years ago, I would have said, "There’s never a chance I want to start a restaurant, and there’s never a chance in hell I would ever be a franchisee." That has clearly changed because now I am one. My perception of franchising changed by talking with the Shuckin' Shack folks and understanding that not all franchises are the same. Some large franchises have hundreds of units, and there's some relevance to my previous opinions about large franchises. But I feel the size of Shuckin' Shack is key. I’m at the beginning of their growth plan, and with 20 units or so, it’s a small franchise organization, which I like.There’s more collaboration between Shuckin' Shack headquarters and franchisees. The folks at headquarters take information from franchisees and incorporate it into the broader plan. They listen to us. The size of the organization is one of the reasons I’m attracted to it — it's small, it's growing and franchisees are heard. They incorporate ideas. My perception of franchise operations has also changed dramatically, and I now have a greater appreciation for what goes into being a franchisee.I haven’t even opened the restaurant yet, but I already understand the many things franchisees deal with just to get a restaurant open, not to mention all the operational challenges they’ll face once it’s running. I have a much greater appreciation now than I did before.1851:&nbsp;What made you pick this brand? What excites you most about this company?Schryver:&nbsp;I focused on the fact that this area lacks good seafood and oysters. Some of that is because we’re inland, but there are a few places around. However, most of the places that serve oysters here are upscale, or the oysters themselves aren’t that good. Friends, family and I would go to the coast and find cool oyster shacks with fantastic oysters at great prices. We’d think, "Wouldn’t it be cool if one of these places was right here where we live, so we don’t only get that experience on vacation?"That’s what led me toward a seafood-oriented menu. Shuckin' Shack attracted me because I stopped in at the Cumming location, about 30 minutes north of me, and the whole experience was really cool. I ate the food and interacted with the staff. I thought, "Yeah, I could see this kind of place operating in downtown Alpharetta and doing really well." There’s no other place like it — it would be unique.After that, I had additional conversations with friends, family and people I met. I’d ask them what kinds of food they liked and what they thought would do well in Alpharetta. Seven out of 10 times, they mentioned seafood, and half of those times, they specifically mentioned oysters. I thought, "This can't be a coincidence." I believe there’s a gap in Alpharetta, and the people I talk to seem to agree. I want to be the guy that closes that gap”.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Schryver:&nbsp;I’d like to have at least one more Shuckin' Shack and maybe use the experience of running two franchise units to open a third non-franchise restaurant. Three would be the goal, with all of them within walking distance or a short drive from one another, preferably in downtown Alpharetta. I’ll start with this one and aim to grow to three restaurants — not necessarily all Shuckin' Shacks, but probably two.What do I hope to achieve? I like the idea of being my own boss. When I make mistakes, they're mine because I made the decisions. But I also want to benefit from good decisions, knowing I’m responsible if I don’t make the right ones. I enjoy the independence of not having a direct boss. The harder I work, the more sales I get and the more I benefit. It’s not like in the corporate world, where you can work harder but still only get your salary. There’s a much greater upside to being a business owner — your hard work, dedication and effort pay off in a much greater way than if you were an employee.1851:&nbsp;What is the one thing about your story you want us to know?Schryver:&nbsp;I have a passion for this. I have a passion for restaurants and I believe that will help me overcome the perception that 60% of restaurants fail within 18 to 24 months. Some of that failure comes from people realizing, "This is harder than I thought," or, "This is not what I wanted to do." I already know how hard it's going to be, and I have a passion for the food service industry that I believe will help me overcome the risks. It won’t be without hard work and tears, but I believe I can figure out how to push through and come out successful on the other side.1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Schryver:&nbsp;You need to think it through and consider everything involved with being a franchise or business owner. It doesn’t matter that it’s a franchise — the business owner part is the key. If you haven’t thought through everything that comes with owning a business, you can end up in something bigger and harder than you expected. Before you commit financially, you need to be 100% dedicated.You have to think through everything — not just the good parts like meeting customers, talking, and serving good food but also hiring and managing employees, figuring out where you’ll get the money to start the business, maintaining it, making payroll and even remodeling or construction. Where will you get the money for that? You have to think through all these details because they’ll hit you after you’ve signed on the dotted line. If you’re not fully committed, it can be overwhelming.The cost to open a Shuckin’ Shack franchise ranges from $472,000 to $1,416,420. For more information visit:&nbsp;<a href="http://www.theshuckinshack.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=navy-veteran-transitions-from-corporate-world-to-franchising-with-shuckin-shack-2727732" target="_blank" rel="nofollow">www.theshuckinshack.com</a>.ABOUT SHUCKIN’ SHACK:Offering a “lifestyle experience,” Shuckin’ Shack Oyster Bar creates an environment that encourages guests to grab a seat, relax and take their taste buds on a trip to the coast; after all, life is too short for bland drinks and boring bars! The original Carolina Beach, NC Shack, which was just 900-square-feet, was launched in 2007 with a plan to become the go-to local hangout for people of all ages. A place where friends and family can enjoy fresh, delicious meals, cold beer, and craft cocktails in an environment that exudes fun and relaxation, Shuckin’ Shack offers exceptional seafood and creative drinks that will make guests question why they ever settled for ordinary bar offerings.&nbsp; Thanks to its bold flavors and impeccable vibes, Shuckin’ Shack has continued to grow. In 2014, the brand began franchising and has since expanded to 18 units across six states. To learn more about Shuckin’ Shack, visit&nbsp;<a href="http://www.theshuckinshack.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=navy-veteran-transitions-from-corporate-world-to-franchising-with-shuckin-shack-2727732" target="_blank" rel="nofollow">http://www.theshuckinshack.com</a>.

Navy Veteran Transitions From Corporate World To Franchising With Shuckin' Shack

Navy Veteran Transitions From Corporate To Franchising With Shuckin' Shack

1851 Franchise

After decades in the corporate world, Rob Schryver has left behind a successful consulting career to fulfill his dream of owning a restaurant with Shuckin' Shack.

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DoodyCalls

Why This IT Professional Invested in a DoodyCalls Franchise After Being Laid Off From Corporate America

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Mathnasium

Mathnasium Learning Centers Closes 2025 With Record Growth, Eyes Key U.S. and International Markets in 2026

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HomeTeam Inspection Service

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Why Team-Based Inspection Models Are the Future of the Home Inspection Industry

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Capitalizing on the “Strategic Opening”: The HomeTeam Advantage in an Incentive-Driven Real Estate Market

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HomeTeam Inspection Service Named Among the Top Franchises in Entrepreneur’s Franchise 500® Ranking

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IFA: Momentum Grows for American Franchise Act With Problem Solvers Caucus Endorsement

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Mass Layoffs Are Destabilizing the Labor Landscape; Corporate Escapees May Turn to Franchising as Their Next Step

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Consumer Confidence Is Up, but Customers Are Still Watching Their Wallets

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Mr. Gatti’s Pizza Sells Majority Stake to Franchisee

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Denny's Franchise Outlook - Triartisan Acquisition - Agg - 1851 Franchise

Denny’s Sale Closes at $6.25 a Share, Returning the Chain to Private Ownership

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

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

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

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

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For 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

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

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For&nbsp;<a href="https://lawnsquadfranchise.com/">Lawn Squad</a> franchisees John and&nbsp;<a href="https://www.linkedin.com/in/jessica-martinez-b11464179">Jessica Martinez</a>, entrepreneurship was always about starting a new family chapter. After years of building successful careers in corporate America, the couple decided it was time to trade in their desks for something that brought them closer to each other, their children and their community.&nbsp; Before franchising, Jessica spent 14 years in the financial services industry, with a primary focus on real estate and home services, while her husband, John, spent over a decade in big tech. However, the corporate ladder felt increasingly at odds with their vision for their family. Driven by a desire for greater stability, more flexibility, and the long-term goal of building generational wealth for their children, they decided to make the entrepreneurial leap into franchising.“I’ve always been very well-versed in the customer experience world,” she said. “I knew I didn’t want to end my career in corporate America. My husband, John, spent a little over a decade in big tech and always had an itch to be outside with our kids. That is when we decided to pursue other opportunities.”<h2>Entrepreneurship Is a Family Tradition</h2>The couple began&nbsp;<a href="https://1851franchise.com/how-to-buy-a-franchise-first-time-guide-2729728">saving and planning with intention</a>. “We tried to be very conservative financially so we could either acquire or start a new business from scratch,” Jessica said. “He helped my 19-year-old son start a landscaping business a little over 18 months ago, and that’s when we decided to pursue Lawn Squad ourselves.”The Martinez family’s entrepreneurial drive runs deep. “Entrepreneurship is in our blood — both of our parents owned and operated their own businesses,” Jessica said. “When our son got a little bit older, we knew it’d be a good time to make a decision. John worked for his dad while he was going through college, and I worked for my parents starting in high school when we started our family.”Their oldest son, now a freshman in college studying business, has already stepped into the family operation. “He’s always known that he wanted to start something of his own, and this gives him firsthand experience,” Jessica said. “It’s teaching him what it takes to build something from the ground up.”<h2>Why Lawn Squad?</h2>When it came time to&nbsp;<a href="https://1851franchise.com/how-to-choose-the-right-franchise-step-by-step-2729118">choose the right business</a>, the family was strategic. “We loved the idea of recurring revenue from the residential side,” Jessica said. “Because my son and husband had started their own landscaping service already, this really checked all the boxes for us.”The culture and support behind Lawn Squad sealed the deal. “It was definitely a good culture fit for us,” she said. “The team was very patient and open-minded and welcomed all of our questions. It made us feel very comfortable. We liked that it’s an emerging brand, which means you have a little more autonomy as opposed to a franchise that has been in business for 30 years. We got on board and thought we could really make a difference, while also having the backing of&nbsp;<a href="https://www.authoritybrands.com/">Authority Brands</a> behind us. It gave us that extra confidence that we weren’t doing it completely alone.”<h2>Building Something Together</h2>The Martinezes officially opened&nbsp;<a href="https://lawnsquad.com/locations/north-san-antonio-tx/">Lawn Squad of North San Antonio</a> in late April 2025. From the start, they made it a true family affair by including their 10-year-old daughter. “Both the residential and commercial aspect is relationship-heavy,” Jessica said. “So we bounce off each other’s strengths — I am the personality, my husband is technical, and my son can play both sides.”Their youngest is also finding her place in the business. “She helps us on the weekends at the shop,” Jessica said. “She’ll help John check off the inventory. It’s a family affair, literally. Our kids are able to see the sacrifice it takes in the beginning. It’s not all glory — you have to roll up your sleeves and take risks. You have to be willing to make sacrifices. It’s a great firsthand experience.”<h2>Lessons Learned and Rewards Earned</h2>Like any new business, the road hasn’t been without challenges. “The hardest part is that you have to be ready to make lifestyle changes and you have to be able to be flexible and go all in,” Jessica said. “We are already reaping the rewards of locking in and doing what it takes. We can all see our own contributions, which has been fun.”The joy of seeing their collective effort come to life outweighs the challenges. “We can look at something tangible and say, ‘We built this together,’” Jessica said. “That’s what makes it worth it. They say when you run a business, you work 24/7 — and that’s true. But it doesn’t feel like that because we’re doing it all together. It sounds cliché, but it’s very true.”<h2>Building a Multi-Generational Legacy</h2>Looking to the future, the Martinezes see Lawn Squad not just as a business, but as a foundation for&nbsp;<a href="https://1851franchise.com/family-franchising-winning-combination-2727664">a long-term family legacy</a>.&nbsp;“Long-term, we intend for this to be a rewarding, multi-generational brand,” Jessica said. “After my son graduates from college, he will likely take on more responsibility, and John and I will be able to step back and maybe acquire additional businesses or keep growing. The opportunities are really endless.”

How a Couple from Finance and Big Tech Turned Career Burnout into a Scalable Family Legacy with Lawn Squad

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

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

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

Keith Sizemore headshot, Radiance Holdings

Radiance Holdings Names Keith Sizemore Chief Development Officer

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

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

Navy Veteran Transitions From Corporate World To Franchising With Shuckin' Shack

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