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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Central Creativity

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Filta - Women in Filta - Julene Robinson - 1851 Franchise

Pivoting from Education to Entrepreneurship: How One Woman Built a Nearly $1 Million Filta Franchise in a Non-Major Market

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

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

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