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Today, Chris Bowen is part of a group that owns 11 <a href="http://www.penn-station.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-penn-station-east-coast-subs-multi-unit-franchisee-chris-bowen-found-opportunity-right-down-the-street-2708082" target="_blank" rel="nofollow" target="_blank">Penn Station East Coast Subs</a> locations across Central and Eastern Kentucky including Lexington and surrounding areas. However, his beginnings with the brand happened more than 15 years ago &ndash; and right down the street.

Bowen, who majored in Hospitality Management at Purdue University, went to work for the restaurant chain Cooker right out of college. While furthering his career he was also expanding his family and soon realized that the juggling act wasn&rsquo;t creating the quality of life he wanted &ndash; so left the industry and started working for a preschool as a cook and facilities manager.

&ldquo;I had young kids at the time and it worked out for me &ndash; unfortunately, I started going broke because I wasn&rsquo;t making any money,&rdquo; laughed Bowen.

On Halloween, while taking his kids trick-or-treating, he noticed that a neighbor five houses down on his street in Frankfort, Kentucky, was giving out <a href="https://1851franchise.com/pennstation" target="_blank">Penn Station</a> complimentary sub cards as a treat.

&ldquo;I used to drive by his house and he&rsquo;d always be outside playing ball with his son,&rdquo; said Bowen. &ldquo;I would always think to myself, &lsquo;How does he have nights off and is able to be home this often when he&rsquo;s working in the restaurant business?&rsquo; Out of curiosity, I checked out the Penn Station website and saw that they had GM positions available.&rdquo;&nbsp; Bowen applied. &ldquo;I didn&rsquo;t realize that my neighbor was actually the owner and the individual who was hiring for the GM position. I actually offered to walk my resume down the street to him and we sat down at the kitchen table and he explained the concept and culture.&rdquo;

One of the major selling points for Bowen was the profit share opportunity that every Penn Station general manager is provided in their signed contract. Bowen liked the idea of instead of getting bonuses on a random or sporadic basis, he could help the business&rsquo;s success and share in the profit with the owner on a monthly basis&ndash; an element of the Penn Station model he continues to believe helps set them apart today.

Bowen started working for his neighbor, Penn Station franchisee Mark Greis, and he would do so for two and a half more years before joining the corporate team as an area rep covering Lexington. But his love of operations would end up calling him back, so he went back to work for the Lexington franchise group and worked his way up. When the Managing Owner retired, Bowen officially became a managing owner in the group.

As another twist in Bowen&rsquo;s journey, the Lexington group who he went to work for eventually purchased the restaurant in Frankfort that was owned by Mark Greis, the individual who gave Bowen his start at Penn Station. However, Greis did not move on from Penn Station completely. He remains a General Manager, under a similarly written GM agreement that Bowen first signed, with another franchisee in Cincinnati, Ohio.&nbsp;&nbsp;&nbsp;

&ldquo;The fact that Mark decided to sell his restaurant, yet wanted to stay involved with the brand, I think speaks volumes about Penn Station, the culture that is created with an ownership mentality, and the overall strength of the people and the products we sell,&rdquo; said Bowen.

That culture and the strength of the brand continues to drive Bowen&rsquo;s belief in the model he first became a part of 16 years ago.

&ldquo;There are no guarantees in this business ever, but everyone I know in the Penn Station system who is doing well is doing it the Penn Station way. They buy into the process and the brand. There&rsquo;s not a &lsquo;I&rsquo;m going to do it my way&rsquo; mentality,&rdquo; said Bowen.

The locations that Bowen owns are actively involved in the community, including doing a lot of catering with the nearby University of Kentucky and being a sponsor of an annual charity alumni event with Kentucky Wildcats basketball coach John Calipari. Bowen recently became a member of the Penn Station Franchise Advisory Council and in that capacity brings the knowledge and experience he gained while on the corporate side of things.

&ldquo;The area reps are consistently in the stores and I can reach out and ask them what they&rsquo;re seeing and get a good vantage point of what they are seeing across the area. When I was an area rep it was the same thing. Everyone wants to do well on the performance evaluation, but they don&rsquo;t want to just get scores. They want to know how consistent they are with their operations and how to improve. It&rsquo;s a good working relationship,&rdquo; said Bowen.

One of the strongest areas for improvement comes from the investment that <a href="https://1851franchise.com/pennstation/stationed-for-success-how-penn-station-s-vp-of-operations-supports-franchisees-2707914#mostRecent" target="_blank">Penn Station&rsquo;s operations team led by VP of Operations Lance Vaught (who trained under Bowen and considers him an early mentor)</a> puts in sharing best practices and acting as a bridge between different franchisees in the system.

&ldquo;Oftentimes, I&rsquo;ll get a call from a franchisee who says that Lance told them to call me and ask about specific things like how we got involved with the University of Kentucky or other marketing or operations area. I don&rsquo;t know of any franchisee in the system who is isolated, there are a lot of avenues for people to help you out if you&rsquo;re struggling,&rdquo; said Bowen.

While Bowen&rsquo;s journey still continues, it&rsquo;s fitting that the career path he opted for 16 years ago in order to enhance the time with his family is now bringing them even closer together. Bowen and his wife of 20 years, Lisa, have two college-aged children &ndash; oldest Josh and oldest daughter Sydney &ndash; who work in his Richmond, Kentucky, location and their daughter, Faith, works in the Frankfort location while she&rsquo;s still in high school. As a young boy, Josh would accompany his father at work on the weekends, standing on a milk crate in order to see over the counter and help take orders. Customers loved seeing the family dynamic in the restaurant and Bowen remembers those days fondly, and what the Penn Station experience has meant, and continues to mean, to the Bowen family.

&ldquo;My wife is the only one that has stayed out of the Penn Station business,&rdquo; laughed Bowen. &ldquo;It&rsquo;s really been a great thing for our family.

As a proud former general manager who noted the great autonomy and ability to build a strong system and culture provided to GM&rsquo;s by the Penn Station model, Bowen respectfully stays hands-off when it comes to his children jobs, leaving their management, hours and pay up to their GM. It&rsquo;s the GM&rsquo;s and employees, Bowen said, who he believes create loyal guests.

All this time after starting his Penn Station journey, the ability to create a better work-life balance and find happiness both professionally and personally continues to fuel Bowen and his Penn Station plans for the future.

&ldquo;I&rsquo;ve been with Penn Station for 16 years and don&rsquo;t have any plans to go anywhere any time soon. We want to open up more stores and grow our market. We want to expand,&rdquo; said Bowen. &ldquo;You can grind it out in the restaurant business, but if you make your work every day a pleasure to be at then you get joy on both sides of the fence.&rdquo;

How Penn Station East Coast Subs Multi-Unit Franchisee Chris Bowen Found Opportunity Right Down The Street

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The Kentucky operator has gone from GM to corporate employee to franchisee during Penn Station journey


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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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Family has always been the center of life for&nbsp;<a href="https://1851franchise.com/caringtransitions/local-siblings-launch-caring-transitions-of-somerset-county-to-build-legacy-and-serve-seniors-with-compassion-2730564">Ashley and Tarik “Sal” Seawright</a>, siblings and co-owners of&nbsp;<a href="https://www.caringtransitionsfranchise.com/">Caring Transitions</a> of Somerset County, New Jersey, which opened in September 2025. For this brother-sister duo — who come from a family of 13 siblings — launching their own business wasn’t just a professional milestone, but a continuation of their family’s legacy of care, connection and service. After years of building successful careers outside of the senior care industry, both Ashley and Sal recognized a deeper call to service. For Ashley, this meant leveraging her extensive experience in corporate organization and management to find a purpose-driven venture.“In all of my experiences, I’ve focused on moving forward and on family,” Ashley said. “But I needed to find something that would allow me to run it on my own and give back. Making a daily impact was missing for me.”<h2>When Family Timing Meets the Right Opportunity</h2>For Ashley, family has always guided her path. “The main thing for us is always legacy and family,” she said. “That is really how we’ve lived our whole lives. There are 13 of us in our immediate family, and that’s why family has been at the forefront.”After 20 years in corporate America, working in office and event management roles — including time at the Food Network — Ashley was ready for a new challenge.&nbsp;Sal, meanwhile, had spent nearly a decade running his own moving business. His introduction to&nbsp;<a href="https://1851franchise.com/caringtransitions/info">Caring Transitions</a> came by chance. “I met an owner of Caring Transitions who hired me to do some moving for him,” he said. “He later told me I already had the crew, the skills and the reliable service — I understood what it would take to do this type of work.”That experience stuck with him. “My father always had a dream of us opening a business together,” Sal said. “Knowing this business and knowing the ins and outs, I knew it would be hard to handle all of it myself. Ashley seemed like the best person professionally and the best person to bring in on this endeavor.”<h2>Why Caring Transitions?</h2>With Sal’s operational experience and Ashley’s organizational and management background, Caring Transitions — a franchise focused on senior relocation, downsizing and estate sales — was a perfect fit.“The market was a big selling point,” Sal said. “I already had a lot of clients in 55-and-older communities. It takes a particular skill to do that work with compassion and care. We grew up around older family members, so we understand that generation and the patience it requires. There’s a lack of compassion in this field, and we knew we could bring that human touch.”Ashley agrees, noting that&nbsp;<a href="https://1851franchise.com/caringtransitions/10-reasons-why-caring-transitions-stands-out-among-other-franchises-2727831">Caring Transitions felt different from the start</a>. “It’s important to live the brand,” she said. “Everyone we met was so passionate about what they do. Caring Transitions stood out more than any other franchise — especially since Sal already had the experience. The support you get from corporate is unprecedented. They really want you to have the tools to succeed.”Together, they’ve divided their responsibilities based on their strengths. “I’m the COO and she’s the CFO,” Sal said. “I handle operations, moving and customer service. Ashley ensures everything is paid and invoiced correctly, and she’ll be leading our estate sales.”&nbsp;“I’m handling the behind-the-scenes work, connecting with leads and doing consultations,” Ashley said. “I love talking with people, and I’m looking forward to expanding that aspect with the brand.”<h2>Building a Business and a Legacy</h2>The Seawrights’ vision&nbsp;<a href="https://1851franchise.com/mastering-multi-unit-franchise-ownership-2725555">goes beyond a single franchise</a> — it’s about growth, sustainability and impact. “By this time next year, we’re looking at having five franchises,” Sal said. “We’re hoping to add two more by the end of next year. The goal is to make it as big as possible.”Ashley emphasizes that their growth ambitions are rooted in legacy and community. “We want to expand our legacy as a family with Caring Transitions,” she said. “We can work together and work for our family. We want to make sure we have the right systems and support in place for our employees — they’re good at what they do, and we want to give them every tool they need.”<h2>Lessons in Family and Franchising</h2>While many people warn against going into business with family, Ashley and Sal have a different perspective. “When people say don’t go into business with family, it’s because they can’t separate the business from the personal,” Sal said.“Don’t go into business with your family unless you’re clear on your goals,” Ashley said. “You have to understand each other’s strengths. Sal has the operational skill set, and he’s also aware of what he needed to add — my skills. Siblings know what the other is good at. It’s about cultivating your talent and delegating it out. It’s not always smooth sailing, but we trust each other’s judgment. For families in franchising, you need candor, trust, and a shared goal. Who can you trust if you can’t trust your family?”

Why Two Siblings Saw a Growing Need for Compassionate Senior Support — and Chose Caring Transitions to Build Their Family Legacy

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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;

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<a href="https://www.linkedin.com/in/fernando-degwitz-202227202/">Fernando Degwitz</a> grew up in Venezuela and built his career in civil engineering and real estate development before moving to Miami to pursue an MBA at Northwestern University’s Kellogg School of Management. As he dug into entrepreneurship through acquisition (ETA) opportunities, he realized the heavy leverage involved did not match the level of risk he was comfortable taking.A friend introduced him to franchising as a way to bypass startup risks without taking on massive debt. Initially skeptical, Degwitz quickly saw the value: a proven brand, strong support systems and the ability to combine his construction expertise with a personal mission — helping families care for aging loved ones, inspired by his own mother’s struggles with mobility.In October, Degwitz officially launched his&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise, bringing professional home maintenance and aging-in-place solutions to the Miami market. His vision is to grow a $30 million business while creating meaningful impact for families throughout South Florida.Degwitz took the time to chat with the 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?Fernando Degwitz:&nbsp;I am originally Venezuelan, born and raised. I went to an American high school, which is where I learned how to speak English. Once I graduated, I went to college in Boston — Tufts and then MIT — where I did civil engineering and economics. When I graduated, I went back to Venezuela where I did real estate development and construction. I did all sorts of projects from residential to industrial, retail and commercial.It became difficult to operate any of my business lines in Venezuela. I started to look outside and began a real estate development project in Panama. At the same time, I started doing my MBA at Northwestern’s Kellogg School of Management, which has a campus here in Miami. I moved to Miami and then the pandemic hit. I finished the MBA virtually and, last year, started investigating franchises1851: What did you do before franchising, and how did you decide franchising made sense for you?Degwitz:&nbsp;When I was doing my MBA, there was a concept that is really popular in MBA schools right now called “entrepreneurship through acquisition” where you essentially buy a company that's already operating to get past the startup risk. I did a lot of research, went to the ETA conference and interviewed brokers. As I was doing it, I realized that other buyers were willing to take much bigger risks than I was.I realized that buying an existing business replaces "startup risk" with "leverage risk." In Miami, you would need to buy a larger company to make a decent living, meaning you take on a significant amount of debt and put in a personal guarantee without really knowing what you are buying. A friend of mine from Kellogg was really into franchising and started to talk to me about it. I started to look at it as another way of getting past the startup risk without having the leverage. You don't have the operation in the location you are trying to open, but you do have that brand experience at a national level1851: 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?Degwitz:&nbsp;Honestly, my own sense of franchising was that it is entrepreneurship for people who don't have the experience. I kind of looked down on it initially. This might be affected by my experience in Latin America. Once I was here in the U.S., and perhaps through my MBA experience, I started to understand the importance of a brand and not having to create it yourself. It took me a while to understand that my way of looking at it was completely wrong. The value in joining a franchise and not having to take that startup risk is immense.Now that I am in it, I would say that the day-to-day is very similar operationally to running your own business, because you are. It feels just as exciting as running your own thing, but it removes a lot of the negative emotions that come from the uncertainty of not knowing if you are doing the right thing, especially in marketing.1851:&nbsp;What made you pick this brand? What excites you most about this company?Degwitz:&nbsp;Beyond the economic sense tied to my construction background, I wanted to do something valuable for the community. On a personal level, my mother lives in Europe and has recently suffered falls. It is difficult to make modifications to her rental unit from so far away. I wanted to be in a business where I could make a difference for families in similar situations.&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a> offers that perfect combination of operating a successful business while "doing good" for society.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Degwitz:&nbsp;My vision is to expand from our current location in Pinecrest all the way North to West Palm Beach with professional management in place. To achieve that, I am focused on two key elements: finding the right people, starting with technicians and eventually office staff, and implementing the right systems and operational processes.1851:&nbsp;Is there anything else about your story you want us to know?Degwitz:&nbsp;Family is the most important thing to me. If I can help families take care of their homes, I believe that creates happier families. That is my personal and professional mission1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Degwitz:&nbsp;Do a lot of validation calls. You need to understand how current franchisees feel about the brand. Don't get discouraged by one bad call, as it might just be a bad match for that specific person; instead, look for the general sentiment. I personally "dodged a couple of bullets" by doing thorough validation calls.About TruBlue Home Service Ally:TruBlue Home Service Ally® provides a unique and affordable approach to helping busy adults and seniors live a worry-free life by offering trustworthy handyman, home maintenance and senior modification services. Helping you maintain your home both inside and out, TruBlue’s services include handyman projects and to-do list chores, preventative home maintenance programs, kitchen and bath remodels, seasonal work, and senior modification services, all handled by professional, bonded and insured Tru-Pro® Technicians. TruBlue franchise owners are required to complete senior home safety certification programs through the NAHB and Age Safe America. As certified specialists, TruBlue franchisees are able to perform aging in place home safety assessments and can make recommended safety modifications as needed.

image of fernando Degwitz from tru blu franchise franchisee owner of Pinecrest, Brickell

Civil Engineer and MBA Grad Fernando Degwitz Combines Business and Community Impact With TruBlue Franchise

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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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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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<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

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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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COLUMBUS, Miss. —&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a>,&nbsp;the 100+ unit fast-casual brand known for craveable, made-from-scratch food and category-defining menu innovation, has announced a new franchise signing for Columbus, MS, led by experienced multi-unit operators Vikas and Jaimin Patel. The restaurant is slated to open Fall 2026 at 2400 Highway 45 N., Suite 2, a high-visibility trade area where the Patels already operate&nbsp;<a href="https://beefobradysfranchise.com/">Beef ‘O’ Brady’s</a>, part of the&nbsp;<a href="https://www.fscfranchiseco.com/">FSC Franchise Co.</a> system, leveraging existing real estate and market familiarity to accelerate development.Before joining the FSC Franchise Co. system, the Patels spent years building a strong foundation in the food service and hospitality sector. Their early experience managing operations at Dairy Queen sparked a desire to bring something new to their community – a concept that blended great food, family-friendly comfort and a gathering place for sports fans.&nbsp;That vision led them to open the first Beef ’O’ Brady’s locations in Mississippi, where they quickly became known for creating welcoming spaces designed for families, kids and game-day regulars alike. With deep knowledge of local community preferences, a passion for hospitality and a proven track record of operating successful restaurants, the Patels see Newk’s as a natural next step in expanding their footprint and continuing to meet the needs of guests in markets they know and love.“Columbus is home for us,” Jaimin said. “We found a great spot that already fits what we need, so we can move quickly and keep things simple. Newk’s feels like the kind of place our family would eat every week – fresh food, made right and a comfortable vibe.”The restaurant will include a drive-thru, an optional addition that Jaimin says Newk’s is introducing at select new locations to enhance guest convenience.The Patels’ decision underscores the advantages of FSC Franchise Co.’s multi-brand platform, which includes Newk’s Eatery and Beef ‘O’ Brady’s. By adding Newk’s to their portfolio, the group expects to streamline development, supply and support while broadening day-part coverage across lunch, dinner, catering and off-premise occasions. The Patels are also slated to open a new Beef ’O’ Brady’s in Flowood, MS in December 2025, further expanding their presence within the FSC Franchise Co. family of brands.“Welcoming the Patels to the Newk’s system in Columbus is an exciting milestone for our brand and for FSC,” said&nbsp;<a href="https://www.linkedin.com/in/frank-paci-8b1a56a/">Frank Paci</a>, CEO of Newk’s Eatery. “They are disciplined operators with deep ties to the market and a track record of running great restaurants. Their ability to activate an existing site, paired with FSC’s shared resources, makes this a strong win for guests and for our growth in Mississippi.”The Columbus project will emphasize Newk’s signature operational model and digital convenience, including off-premise channels and loyalty, aligned with the brand’s systemwide focus on technology, training and operational excellence.About Newk’s EateryFounded in 2004 and headquartered in Jackson, Mississippi, Newk’s Eatery is a fast-casual restaurant brand known for its signature hospitality and scratch-made meals. With nearly 100 locations across 12 states, Newk’s offers a diverse menu of hand-crafted salads, sandwiches, soups, and pizzas — all made in-house with fresh, premium ingredients and without the use of fryers or microwaves. Guests can also enjoy convenient grab-and-go options and mobile ordering through the Newk’s app, available on Google Play and the App Store, for curbside, in-store pickup, or delivery.Newk’s has earned national recognition from Nation’s Restaurant News, Restaurant Business, and Entrepreneur, and continues to be celebrated for food quality and guest loyalty. To learn more, visit Newks.com, join the Newk’s Rewards program, or follow along on Facebook, Instagram, LinkedIn, and X. For franchise opportunities, visit&nbsp;<a href="https://franchise.newks.com">franchise.newks.com</a>.

Newk's Eatery Franchise - Columbus, Mississippi Expansion - 1851 Franchise

How Penn Station East Coast Subs Multi-Unit Franchisee Chris Bowen Found Opportunity Right Down The Street

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