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Franchise Opportunity Deep Dive: Newk’s Eatery is a fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.

Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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

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

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

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What financial performance data can I legally disclose? It’s a critical question for franchisors navigating franchise sales. It’s also one that carries legitimate legal risk when mishandled. While transparency can help attract qualified potential franchise owners, the Federal Trade Commission (FTC) places clear limits on what financial information can actually be shared and how.Understanding where the lines are drawn is critical when it comes to protecting both the brand and franchisees.<h2>Understanding the Legal Guardrails</h2>The FTC’s Franchise Rule closely regulates Financial Performance Representations (FPR). Therefore, according to franchise attorney&nbsp;<a href="https://www.linkedin.com/in/mario-l-herman-b9258112a/">Mario Herman</a>, most financial data will be found within Item 19 of the&nbsp;<a href="https://1851franchise.com/how-to-buy-a-franchise-what-is-an-fdd-2724901">Franchise Disclosure Document (FDD)</a>.&nbsp;“Under the FTC’s Franchise Rule, codified in 16 CFR Part 436, franchisors are generally prohibited from making FPRs outside of&nbsp;<a href="https://1851franchise.com/the-item-19-how-to-get-to-the-bottom-line-when-researching-franchise-concepts-2721856">Item 19 of the FDD</a> unless specific conditions are met,” Herman said.There are limited circumstances where sharing financial information outside Item 19 is allowed.“There are two permissible instances where financial information may be shared outside of Item 19,” Herman said. “First, when it concerns actual records of an existing outlet a prospective franchisee is considering purchasing. Second, when the information supplements the information already provided in Item 19 by providing more detailed information about performance at a particular location.”<h2>Where Franchisors Can Get Into Trouble</h2>Even without sharing hard numbers, franchisors can accidentally create prohibited financial performance representations.“The gray area where potential legal disputes could arise includes statements akin to promissory fraud about the prospective franchisee's potential earnings,” Herman said. Phrasing matters. And potentially misleading statements like, “you will double your investment in a year” or “you are guaranteed to make a profit” should be watched closely.<h2>Practical Takeaways for Franchisors</h2>So, what financial performance data can I legally disclose? Five considerations:<ul><li>Anchor all earnings discussions to Item 19 before providing any supplemental detail.</li><li>Avoid promises, projections or guarantees (even without numbers).</li><li>Use caution with comparisons that imply potential financial success.</li><li>Educate sales teams and franchisees alike on&nbsp;<a href="https://1851franchise.com/understanding-financial-performance-representations-and-their-legal-ramifications-2703154">what constitutes an FPR</a>.</li><li>Monitor public statements made by franchisees that could be reflective of more systemwide claims.</li></ul>Bottom line: You can share less than many expect, and only under certain specific conditions. By paying particular attention to&nbsp;<a href="https://1851franchise.com/how-franchisors-can-build-a-marketable-item-19-2727750#stories">FDD Item 19</a> and avoiding implied earnings claims, franchisors can stay compliant while building trust with potential franchisees.Handled correctly, transparency and compliance don’t have to be at odds. But the margin for error is slim.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.

What financial performance data can I legally disclose?

What franchisors need to know about Federal Trade Commission rules, Item 19 disclosures and avoiding prohibited financial performance representations during franchise sales.

What Financial Performance Data Can I Legally Disclose? Practical Tips

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Franchise Legal Player:&nbsp;<a href="https://www.linkedin.com/in/leslie-curran-28b877b/">Leslie Curran</a> Firm:&nbsp;<a href="https://plavekoch.com/">Plave Koch PLC</a><a href="https://plavekoch.com/attorney/curran-leslie-d/">Leslie Curran</a> has built a reputation as a trusted advisor to franchise brands navigating growth, compliance, and long-term risk. With experience advising emerging and growing franchisors across a wide range of consumer-facing and service-based brands, Curran brings a practical, business-minded approach to franchise law. Her work focuses on helping brands scale responsibly while protecting both the franchisor and franchisee experience.1851 Franchise connected with Curran to discuss what franchisors often overlook, where legal risk hides during expansion, and the lessons that continue to shape their advisory philosophy.1851: What originally drew you to franchise law, and what has kept you engaged in the space over time?Curran: I found my way into the franchise practice by accident. At a large D.C. law firm, my office was with the lawyers in that practice group, but I didn’t start out working with them. I got to know the lawyers who sat near me, and they were great people, as well as talented lawyers. The practice was very interesting. They were working with brands I knew, and they were helping those brands grow and expand into new markets.And 25-plus years later, I am still working with franchisors and other brand owners to achieve those same goals of growth and expansion, alongside building great legal and business systems to support that growth. I have stayed engaged because of the people who have crossed my path along the way — the people I work with at Plave Koch, the clients who have trusted me to be part of their teams, suppliers I have built relationships with and, yes, even many franchisor-attorney competitors and franchisee attorneys I have had the pleasure of collaborating with over the years in a variety of contexts. For me, this practice and what we do is about building great relationships all around and helping build up an industry that knows no limits in terms of growth with integrity.1851: As franchising continues to evolve, what legal issue do you see brands most often underestimating today?Curran:&nbsp;Franchise sales have gotten tighter and tighter from an absolute numbers perspective. Each year, we see more brands enter the market that want to sell franchises. However, there does not seem to be a corresponding increase in the number of prospective franchisees who want to buy franchised businesses. In a competitive franchise sales environment, in addition to traditional in-house franchise sales teams, we see a variety of outside franchise sales organizations and other third parties pushing to help franchisors close deals.&nbsp;The legal challenges presented by this intersection include ensuring disclosure documents are not only legally compliant but, where possible, also provide information that can assist with the franchise sales process. It also includes ensuring all franchise sales groups are following legal requirements, including possible upcoming broker regulation, and indemnifying the franchisor for any issues arising from sellers’ actions. It also means ensuring the brand is actually ready, from a legal and business standpoint, to onboard prospects. Brands should be aware of the legal and business issues that surround the various players in the franchise sales process and carefully review the agreements with all third-party sellers.1851: In your experience, where do emerging franchisors tend to get tripped up from a compliance or documentation standpoint?Curran: They fail to do due diligence on the legal, financial, business, franchise sales and other advisors they bring on board to help them get started. Each aspect of the startup is important, and mistakes can be very costly for an emerging franchisor. The franchisor team should take time to vet and interview each service provider and get comfortable with the people you will be working with. It’s an expensive endeavor and it’s not quick, so you’d better like those folks. Also, reach out to other franchisors and service providers for advice and recommendations.For the legal documents, franchise agreements often have a term of 5 to 10 years, so documentation that is poorly drafted is going to stick with the brand for a bit.1851: How should franchisors be thinking about risk management as they scale into new markets or add new unit growth strategies?Curran: First, ensure that the brand is able to enter the market from a franchise sales and disclosure law standpoint, either by use of registration or exemption or exclusion. From the business side, some considerations are: Does the franchisor have the operational systems in place to support the new markets or growth strategy? Has the franchisor assessed the financial viability of the new market or the growth strategy? Does the franchisor know what possible brand changes may be necessary for the franchisee to succeed in the new market? Have systems standards, including supply chain issues, been reviewed and updated as necessary?The risk of failure in a new market, especially for an emerging brand, is very significant. Failure in one growth market beyond a brand’s core current market can make it very difficult to expand further in later efforts. In addition, a lack of planning can lead to increased complaints from franchisees who sign up and assert that the franchisor’s foresight and support may be less than anticipated. Those failures and complaints can divert resources and are likely to make additional growth plans take a back seat.1851: What distinguishes your approach or philosophy when working with franchise clients?&nbsp;Curran: Hospitality is important to me. By that, I mean focusing on what is important to each client. I strive to meet clients where they are in terms of knowledge and expertise. No two clients are equal in that sense. While every client is different, at the simplest level, every client wants to be heard and helped when they need you.It sounds simple, but we must listen first to what the client is trying to achieve and only then formulate a reply with all of the options, along with the risks. Never assume you know better than your clients or dismiss their concerns. The advice needs to be relevant, practical and actionable.1851: Looking back, what lesson from your legal career has had the greatest impact on how you advise clients today?&nbsp;Curran: It’s a lesson that sounds simple: Smart lawyers keep clients by being useful. Figure out how to be useful. That will impress your clients and more will follow.Every great franchisee had help buying a franchise. Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com/">www.1851growthclub.com</a> and start your journey.

2026 Top Franchise Lawyers You Should Know: Leslie Curran — Plave Koch PLC

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

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When considering a franchise, a key early question often presents itself:&nbsp;<a href="https://1851franchise.com/strategicfranchising/the-role-of-franchisor-support-in-driving-franchisee-success-2730403#stories">What support must franchisors provide?</a> The answer is critical for prospective franchise owners seeking a strong foundation for any business opportunity. Franchisors are responsible for equipping local franchisees with the tools, training and guidance necessary to run and scale the business.<h2>Franchisor Responsibilities: Tools and Training</h2><a href="https://msaworldwide.com/team-member/kay-ainsley/">Kay Ainsley</a>, managing director at&nbsp;<a href="https://msaworldwide.com/">MSA Worldwide</a>, emphasizes the franchisor’s role in protecting the brand while supporting franchisees.“I think that the franchisor’s primary responsibility is to protect the brand,” Ainsley said. “Therefore, they need to provide their franchisees with the tools necessary for the franchisee to operate the business to the standard set by the franchisor. They can’t make you successful. They can give you the tools. But you've got to work the business and you've got to take responsibility for it.”Support generally starts before the doors to a new business open. Ainsley notes that franchisors should provide an initial marketing plan to ensure new franchisees are prepared beyond merely the grand opening.<h2>Types of Franchisor Support</h2>Five areas to consider:<ul><li>Training Programs:&nbsp;Initial training walks owners through how the business runs day to day, from service standards to the playbook they’ll use to manage staff and customers.</li><li>Operational Tools:&nbsp;Access to technology, manuals, POS systems and workflow templates help maintain consistency regardless of market location.</li><li>Marketing Support:&nbsp;Franchisors should provide a&nbsp;<a href="https://1851franchise.com/the-secrets-to-franchise-marketing-success-how-top-brands-drive-growth-2729269">marketing plan</a> with guidance on national campaigns, local advertising and budgeting (especially in the early months of the franchised business).</li><li>Ongoing Guidance:&nbsp;Regular check-ins, mentorship and problem-solving resources can help support compliance while encouraging continuous growth.</li><li>Brand Protection:&nbsp;By enforcing standards and providing updates on policies or product changes, the franchisor can help protect the broader reputation and general value of the business.</li></ul><h2>Taking Responsibility as a Franchisee</h2>Even with strong franchisor-provided support, Ainsley stresses that local franchise owners need to actively manage their businesses. Understanding the full scope of franchisor support can help prospective franchise owners set realistic expectations while planning for long-term success.So, what support must&nbsp;<a href="https://1851franchise.com/franchisor-stories">franchisors</a> provide?&nbsp;The answer to that question can help empower franchisees, ensuring they ask the right questions while evaluating franchise opportunities proactively and effectively. While franchisors can equip franchisees for success, building a business that thrives ultimately depends on the franchisee and the level of commitment to the business and proven systems demonstrated.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.

A practical breakdown of the training, marketing and operational support franchisors must provide to help franchisees perform consistently while protecting the brand.


What Support Must Franchisors Provide? A Guide for Prospective Franchisees

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After more than a decade growing&nbsp;<a href="https://tidefranchise.com/">Tide Cleaners</a> from a single location in Naples, Florida, into a 42-unit operation spanning five states,&nbsp;<a href="https://www.linkedin.com/in/robert-lyons-534a9718">Robert Lyons</a> is entering a new chapter. Through Consolidated Cleaners, Inc., Lyons and his partners have built one of the largest Tide franchise portfolios in the country, employing more than 550 people across Tide Cleaners locations.Now, Lyons is preparing to open his first Tide Laundromat in Fort Lauderdale, Florida, bringing the trusted Tide brand into a category he believes is overdue for innovation. By combining a modern customer experience with the operational lessons learned from years in the dry cleaning industry, Lyons sees significant opportunity for continued growth. As he expands into the laundromat space, his focus remains the same: build great teams, invest in people and create businesses that serve their communities for the long term.1851 spoke with Lyons about his background, what drew him to Tide and his plans for the future. Here’s what he had to say:&nbsp;1851 Franchise: Frame your personal story for us. What do you want us to know?Robert Lyons: We've been involved with Tide Cleaners for more than 13 years now. We started with one location in Naples, Florida. I was the operating partner alongside two other partners. I came from a real estate development background and had previous franchising experience. The story of the brand really resonated with us, and we felt it was a market that was ripe for growth.Since then, we've grown to 42 locations across five states, including Florida, North Carolina, South Carolina, Ohio and Kentucky. We now have approximately 550 employees. It's been an incredible journey, and we've really enjoyed the ride.This Tide Laundromat in Fort Lauderdale is our first location in the laundromat category, which makes it especially exciting.1851: What did you do before franchising, and how did you decide franchising made sense for you?Lyons: I started my career as a financial analyst. I worked for a joint venture between Morgan Stanley and Duke Energy, and eventually became a project manager overseeing projects in North Florida and South Georgia.In 2010, I found myself looking for new opportunities and eventually became vice president of business development for a tile restoration franchise. In that role, I worked closely with franchisees across the country. That's when I really fell in love with the small-business side of franchising.My father and grandfather were both small-business owners, so entrepreneurship was always in my blood. When one of my partners approached me about the Tide opportunity, it immediately resonated with me. The rest is history.1851: What made you pick this brand? What excites you most about this company?Lyons: The dry cleaning industry hadn't changed much in the last 50 years. There wasn't a major national player or any real consolidation happening in the industry. There were larger regional brands, but nothing with the national recognition that Tide brought to the table.What appealed to us was that Tide wasn't starting from scratch. The store concept was new, but the product brand already had decades of trust behind it. People grew up with Tide. Their parents and grandparents used Tide. That brand recognition was incredibly powerful.We also aligned with the company's values and the way they do business. Another factor was that we wanted to be in an industry that wasn't likely to be disrupted out of existence by technology. We've implemented a lot of our own technology over the years, but at its core, dry cleaning remains a necessary service.The laundromat business is similar to dry cleaning in some ways, but it's really a different industry. We saw an opportunity to completely reimagine the customer experience. Traditionally, laundromats aren't places people want to spend much time. We asked ourselves, "How can we change that?"Like our Tide Cleaners locations, this laundromat is bright, fresh, welcoming and safe. One of the unique features is that the machines automatically dispense detergent, so customers don't have to bring their own products. The detergent is included in the wash experience.It's the exact opposite of what many people expect from a laundromat. It serves a different customer base than our dry cleaning business, and we saw it as a great opportunity to diversify while remaining within a category we understand well. Given the market opportunity, we believe it's an excellent fit.1851: What do you hope to achieve with your business? What are your plans for growth?Lyons: Looking ahead, we want to continue opening both Tide Laundromats and Tide Cleaners locations. We're very excited about the laundromat concept, and it's been very successful so far.We also hope to continue expanding within the territories where we already operate and potentially grow into additional markets over time.1851: Is there anything else about your story you want us to know?Lyons: One thing I'm especially proud of is how much growth we've created from within the company. Nearly all of our managers have been promoted internally.From our very first store, we still have five of the original 10 employees with us today. My director of operations in Florida started with me when she was 18 years old. The general manager of our laundromat started as a customer service representative in one of our dry cleaning stores.We really believe in creating opportunities for our people. We value our team members, invest in their development and help them grow their careers.1851: What advice do you have for people thinking about becoming franchise owners?Lyons: It's all about the people. You have to build the team from the ground up.Get to know your customers from day one, and bring your managers along with you throughout the process. When people learn the business from the ground up, they become stronger leaders.At the end of the day, it's about treating your employees well. If you take care of your team, they'll take care of your customers. It's really that simple. It's all about people.ABOUT TIDE SERVICESIf it's got to be clean, it's got to be Tide for consumers in the home and outside the home. Tide Services, a subsidiary of Procter &amp; Gamble, is the only out-of-home laundry brand who cleans and cares for all consumers' clothes through a national network of expert franchisees, powered by the most trusted brand in the history of fabric care. Together, our Tide Cleaners and Tide Laundromat experiences deliver a full suite of cleaning services with a combined 220+ stores and additional access points like delivery, lockers, and campus laundry. For more information, visit&nbsp;<a href="http://tidecleaners.com/">tidecleaners.com</a>,&nbsp;<a href="http://tidelaundromat.com/">tidelaundromat.com</a>, or&nbsp;<a href="http://tidefranchise.com/">tidefranchise.com</a> for franchising opportunities.

image of robert lyons from tide services franchise

After building a portfolio of more than 40 Tide Cleaners locations, Robert Lyons is bringing the Tide Laundromat concept to Fort Lauderdale.

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