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For Brant Michaels and&nbsp;<a href="https://www.linkedin.com/in/dustin-carlson-657494a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-arcadia-arizona-brant-michaels-dustin-carlson-why-i-bought-2729878" target="_blank" rel="nofollow">Dustin Carlson</a>, the journey to franchising with&nbsp;<a href="https://www.petbarinc.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-arcadia-arizona-brant-michaels-dustin-carlson-why-i-bought-2729878" target="_blank" rel="nofollow">petbar</a>, the luxury pet grooming and self-wash boutique, began with a shared love for dogs and a desire to build something meaningful beyond their day jobs. The two met more than a decade ago in Las Vegas — Michaels performing in the pre-Broadway run of “Aladdin” and Carlson working in radio — and eventually settled in Phoenix. For years, they talked about launching a business together. But nothing quite clicked until Carlson stumbled across a listing for&nbsp;<a href="https://1851franchise.com/petbar/info">petbar</a>.“I spent literally two or three years looking through business-for-sale listings that I got delivered to my email every morning,” Carlson said. “The original thought was to purchase an already functional business in good shape and just take it over and grow it from there. Maybe purchase multiple businesses. We didn’t really have anything specific in mind.”What they did know was what they didn’t want.“We didn’t want to do a restaurant. We didn’t want to do a bar,” Carlson said. “We were kind of poking around at convenience stores, smoke shops, laundromats — something boring and easy to run that we could own a couple of and generate the income we were looking for.”That changed the day Carlson clicked on a listing for a petbar franchise.“It looked like it was an already established business, but it turned out to be a new franchise opportunity. I’d never heard of it,” Carlson said. “There were none out here in Phoenix, but it was the first thing that made me want to click the button for more information, which started the snowball.”The concept struck a chord. When Carlson and Michaels had first adopted their dog, Merlin, they struggled to find a self-wash option that didn’t feel uncomfortable or out of place.“Doing it in our kitchen sink was an absolute nightmare, and he was a cranky dog,” Carlson said. “There weren’t many self-wash options because we didn’t want to leave him in someone else’s hands.”What stood out about petbar, he said, was how clean and focused the concept was.“I loved the streamlined business model,” Carlson said. “There wasn’t a lot of retail requiring you to carry a million dollars’ worth of inventory. It was strictly grooming and washing. And I loved the self-wash concept.”The pair traveled to Dallas for Discovery Day, where they met petbar co-founders&nbsp;<a href="https://www.linkedin.com/in/dan-o-loughlin-b6a6b911a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-arcadia-arizona-brant-michaels-dustin-carlson-why-i-bought-2729878" target="_blank" rel="nofollow">Dan</a> and&nbsp;<a href="https://www.linkedin.com/in/ashley-wible-o-loughlin-b889831b/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-arcadia-arizona-brant-michaels-dustin-carlson-why-i-bought-2729878" target="_blank" rel="nofollow">Ashley O’Loughlin</a>.“As soon as I walked into one of their locations, I was sold,” Carlson said. “Seeing it in action — especially at the capacity they operate in Dallas — was really impressive.”But it wasn’t just the business model that won them over. For Michaels, it was the culture — and Dan himself.“One of the clients came in, and their dog had an accident in the lobby,” Michaels said. “Dan didn’t miss a beat. He was still talking to me, cleaning it up without asking anyone else to do it. That resonated with me — he cared. It wasn’t beneath him.”That moment stuck with him.“As simple as it is, it’s Big Daddy Dan — like CEO — and he could have easily asked one of the front desk team members or somebody to get it,” Michaels said. “That went so far with me feeling that we were making the right decision.”Since launching their&nbsp;<a href="https://www.petbarinc.com/locations/phoenix-arcadia/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-arcadia-arizona-brant-michaels-dustin-carlson-why-i-bought-2729878" target="_blank" rel="nofollow">Arcadia, Arizona</a> location, the work has been anything but easy.“It’s a ton of work,” Michaels said. “Running the business itself, getting it off the ground, all the behind-the-scenes — there’s a lot involved. And I think one of the things that we weren’t really prepared for was how challenging it would be to build the right team.”Still, the payoff has been worth it.“Our team is just so strong and so solid. We’re so proud of them. They’re such good people,” Michaels said. “Anytime we’re in the store, we always leave feeling so good about everything because it’s happening.”From a business standpoint, Carlson said the pair appreciated the recession-resilient nature of the pet care industry, especially after seeing how petbar performed during the pandemic.“Dan and Ashley opened their second corporate store right at the beginning of the COVID shutdowns,” Carlson said. “That store was less than three miles from the first and still outperformed it within the first year. That kind of recession resistance was a big deal for us.”They also believed in the value of what they were offering to customers.“Everyone loves dogs. Everyone has dogs. Everyone wants to keep them clean,” Carlson said. “We actually believe in what we’re selling. Whether it’s a full groom, a self-wash or a membership for monthly services, it doesn’t feel like we’re nickel-and-diming anyone. That matters.”When it came time to choose a location, they originally had their sights set on Scottsdale. But after a promising deal fell through, they found themselves looking at a shopping center in Arcadia — and Carlson had a hunch.“We drove past this shopping center in Arcadia and thought, ‘That’s a spot right there,’” Carlson said. “It was close to our house. Our real estate guy said they had a space available, but it was under negotiation. That deal fell through, and we got it.”That stroke of luck, along with favorable lease terms, helped them launch without burning out before the doors opened.The location has proved to be a strong fit.&nbsp;“There’s a park literally right behind our shopping complex that has a ton of dogs,” Michaels said. “Even just going in the park, I had so many cards and they were gone in about 40 minutes. And the next day, this one woman came in with her two dogs because I gave her the self-wash cards, and that day she bought memberships.”Looking ahead, their goals are focused on growing responsibly.“Our immediate goals are to get our membership roster up to 300 and our monthly groom numbers to 400,” Carlson said. “That would put this store in solid shape with room for continued growth.”Their long-term plan includes launching their second and third locations under the developer agreement. They’d prefer to stay close to their existing store to allow for shared staffing and consistent oversight, but finding the right space has been a challenge.“That’s been the common mantra since we’ve started this,” Michaels said. “You need to have the right team members, you need to have the right location, you need to have the right attitude.”Even as they scale, that culture of care and connection remains at the heart of their business.“We genuinely feel cared about,” Michaels said. “It doesn’t feel like a PetSmart or a Starbucks or a Walmart where it’s so corporate that you don’t have any autonomy or any freedom.”And even now, several years into their petbar journey, that belief in the brand and its leadership hasn’t wavered.“At this point in the game and how involved [Dan and Ashley] are in everything, it really has been great for us,” Michaels said. “It’s so cool to be a part of something that you legitimately can feel good about.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/petbar">https://1851franchise.com/petbar</a>.

petbar - Why I Bought - Dustin Carlson and Brant Michaels - 1851 Franchise

Why Brant Michaels and Dustin Carlson Opened a petbar Franchise in Arcadia, Arizona

1851 Franchise

For Michaels and Carlson, their shared love of dogs and search for something meaningful beyond their day jobs led them to open their petbar franchise in Arcadia, Arizona.

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

Why I Bought: Brant Michaels and Dustin Carlson Found the Perfect Blend of Passion and Opportunity With a petbar Franchise

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Prince St. Pizza Partners With Dave’s Hot Chicken Franchisee for National Growth

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units

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image of sweta goyal, puneet mittal, mamta singhal, rajneesh signhal from paris baguette from texas

With five signed locations and their first set to open in January, two entrepreneurial families are turning their love for Paris Baguette into a community-driven business.

How Two Dallas Couples Turned Coffee Runs Into a Five-Store Paris Baguette Deal

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At just 24 years old,&nbsp;<a href="https://www.linkedin.com/in/pratham-patel/">Pratham Patel</a> is already leaving behind the corporate world to pursue business ownership. After graduating from Georgia Tech with a computer science degree in 2023, Patel worked in data analytics for Boeing until a layoff spurred him to return to his roots in Warner Robins. Inspired by his family’s background in retail entrepreneurship, he realized he wanted to build a legacy rather than just find another desk job.&nbsp;Patel chose to franchise with&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a> to give back to the town where he grew up. Rather than opening a typical neighborhood pub, he is using his technical background to revolutionize the local bar scene, equipping the location with a high-tech audiovisual system and a modern lighting package. Patel is dedicated to making&nbsp;<a href="https://1851franchise.com/brasstap">The Brass Tap</a> the elite destination for sports and entertainment in the 478 area code.Patel 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?Pratham Patel:&nbsp;I’m 24 years old and graduated from Georgia Tech in May 2023 with a degree in computer science. Georgia Tech’s CS program is consistently ranked among the best in the country, and it really shaped the way I think — analytically, strategically, and with a long-term mindset. After graduation, I worked a couple of corporate roles in Atlanta before ultimately moving back home to Warner Robins.I come from a very business-oriented family background, primarily in retail — liquor stores, gas stations, and similar ventures — so entrepreneurship has always been around me. This is my first time stepping into the food and beverage industry on my own, and it’s a new challenge I’m excited to take on. Having lived here my entire life, I know the community and the market inside and out, which gives me a strong foundation as I build something here.1851: What did you do before franchising, and how did you decide franchising made sense for you?Patel:&nbsp;In my first role, I worked on implementing advanced business analytics strategies for a mobile ordering platform widely used in the hospitality industry. After that, I joined Boeing as a systems data analyst supporting the C-17 program here in my hometown. When I experienced a layoff at Boeing, it forced me to take a step back and really think about what I wanted long term. That’s when I realized I’d always wanted to build something of my own — just like my parents did.I knew stepping into business ownership wouldn’t be easy, especially as a first-time operator. Building a concept entirely from scratch is challenging and requires constant innovation. What attracted me to the franchise model was the structure — the framework is already proven, and the concept has been tested. My job is to execute it at a high level. I bring youthful energy and creative thinking to the table, but having that established foundation gave me the confidence to take the leap.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?Patel:&nbsp;Before going through this process, I didn’t really understand what franchising actually provides. I had a pretty negative perception — I assumed it was mostly about high royalty fees with limited support in return. But once I started working with The Brass Tap, I quickly realized they approach it as a true partnership. They see it as an investment in you as an operator, not just a transaction.When I began this journey, I had no experience negotiating leases, navigating tenant improvement allowances, or running food and hospitality operations. The support I’ve received from my franchisor has been instrumental. He’s been more than a representative — he’s been like a business coach. He helped prepare me for every stage of the process, and because of that guidance, I now feel extremely confident handling complex lease negotiations and development decisions. It’s been a transformative experience for me.1851:&nbsp;What made you pick this brand? What excites you most about this company?Patel:&nbsp;I actually discovered the brand for the first time on Instagram through the Explore page. What stood out to me about The Brass Tap is that it’s not limited to craft beer — it’s a full-service bar with a premium liquor selection and a full-service kitchen. That versatility really appealed to me.I also recognized that the craft beer industry has faced shifts in recent years, with more people becoming health-conscious and drinking less overall. What impressed me is that The Brass Tap understands those trends and adapts. From “Dry January” menus to creative mocktail options, they’re constantly innovating to meet changing consumer preferences. The business remains strong because it evolves with the seasons and introduces fresh ideas that bring people in. At its core, the goal isn’t just to serve drinks — it’s to create an elevated hospitality experience that everyone can enjoy and feel a part of.I am excited to bring the community together with weekly trivia, karaoke, watch parties, and more — but the real energy kicks in on the weekends.The Brass Tap is launching a new era of nightlife in Middle Georgia, featuring renowned DJs, Bollywood nights, Latin vibes, hip-hop takeovers and unforgettable themed events.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Patel:&nbsp;I want this to be&nbsp;the spot in the 478 area code where everyone can just come together and have a good time. For my location in Warner Robins, I’m investing in a high-tech AV system and a modern lighting package, which no other location has ever done before. I also looked at one of their best-performing locations in California and saw how they utilized their patio and interior design. I’m taking elements from that success to build something new here.&nbsp;Long term, I’m focused on growth. Once we’re fully operational and have achieved great success, I plan to explore opening additional locations across the Southeast, with markets like Charlotte and Miami already on my radar. My goal is to position The Brass Tap as a leading name in the bar and nightlife scene, on par with the biggest players in the region.Looking ahead, I also have a vision of developing rooftop concepts and creating locations connected to sports-driven facilities, including pickleball, to bring together nightlife, community, and active lifestyle experiences under one brand.1851:&nbsp;Is there anything else about your story you want us to know?Patel:&nbsp;I don’t view this as just a business investment — I see it as an investment in the community that raised me. Giving back to this city is deeply important to me, and community involvement is a core part of my vision for The Brass Tap. My goal isn’t just to open a successful bar, but to build something that truly contributes — whether that’s partnering with local charities, hosting fundraisers, supporting small businesses, or backing community initiatives across Middle Georgia.I want The Brass Tap to be more than a place for great drinks and nightlife — I want it to be a place that brings people together and strengthens the community we all share. This is where I plan to raise my family and build my life, so it’s important to me that I give back in meaningful ways. I’m also a big pickleball enthusiast and have already had the opportunity to sponsor our local league. It’s a great way to connect with people and build excitement around what we’re creating. Ultimately, I want people to say, “The Brass Tap — that’s where it’s at.”1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Patel:&nbsp;This has been a true journey — and it’s not easy. It changes your entire life. It changes the way you think, how you communicate, and how you carry yourself every single day. The biggest advice I can give is that this is not a passive investment opportunity. Even though I don’t come from a restaurant background, I plan to be there every single day. If you’re going to do this, you have to be fully present and committed to your location, no matter what.ABOUT THE BRASS TAP:The Brass Tap is a Tampa-based craft beer bar and entertainment venue known for its extensive localized brewery offerings, specialty cocktails and premium wines paired perfectly with a select menu of upscale shareables. Every location provides a unique space for social gatherings and entertainment, with an unparalleled atmosphere created through live music, trivia, sports, exclusive beer tastings and tap takeovers. For more than 10 years, The Brass Tap has offered franchise opportunities to qualified operators, continuing to grow its family of 50+ bars in 16 states. For more information, visit&nbsp;<a href="http://thebrasstapfranchise.com/">http://thebrasstapfranchise.com/</a>.

The Brass Tap Franchise - Pratham Patel - Warner Robins - 1851 Franchise

Fresh off a corporate layoff, the Georgia Tech graduate is returning to Warner Robins to build a tech-forward sports-bar destination rooted in local partnerships and community connection.

24-Year-Old Computer Science Grad Pratham Patel Swaps Tech for Craft Beer With The Brass Tap 

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<a href="https://www.linkedin.com/in/robert-campbell-0006ab45">Robert Campbell</a> has spent his life in service. After growing up in poverty and serving more than two decades in the Marine Corps, Campbell went on to lead a growing church and develop affordable housing for seniors and veterans. When he began searching for a business that could support his long-term vision for workforce development and community impact, he wasn’t looking for just another company. He was looking for purpose.That search led him to&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a>, a premium handyman franchise focused on helping seniors and busy adults stay safe, comfortable and confident in their homes. For Campbell,&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a> is an extension of who he is, how he serves and the five-star standard he believes people deserve.1851 spoke with Campbell to learn more about his inspiring story, what drew him to TruBlue and his plans for the future. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Robert Campbell:&nbsp;I have always wanted to give back. I grew up in Missouri in poverty. I joined the Marine Corps and served in two wars. I spent over 20 years and retired as a major with a master’s degree. It wasn’t easy.After that, I came down to Wilmington, North Carolina, and became a pastor at a small church. We grew that church and built a multi-million-dollar complex. Since I got here, I’ve always been trying to help people.I had a vision for building affordable housing. We built affordable housing for senior citizens using low-income tax credits. We went on to buy and build a couple of multifamily homes and lowered the rent. In trying to buy housing and build affordable housing, I was also looking to start workforce development. I thought I would train people to fix houses and give them jobs.1851: What did you do before franchising, and how did you decide franchising made sense for you?Campbell:&nbsp;As I started writing up that workforce development program, it was really hard. But one day I saw TruBlue, and I thought, “Wow — this is a business with a purpose.” You can merge service and community, and that’s my sweet spot. I decided to look into TruBlue, and I really liked the ethos, the integrity — all of those things. We decided to go ahead and invest in the franchise.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?Campbell:&nbsp;What I’ve learned is that franchising gives you structure. TruBlue gave us everything — the way it’s structured, the onboarding, and the understanding that we are a premium handyman service. That matters.1851: What made you pick this brand? What excites you most about this company?Campbell:&nbsp;When I was starting our church, we were in the inner city. We had bars on the windows, and people were afraid to come there at night. But I shared with our people that we were going to build a five-star church.And TruBlue is a five-star premium service. We go a step above. We sweat the details. We come into people’s homes, and we respect it. It’s not finished until we do our five-star walkaround.In the last 21 years, I’ve been involved in several things, but TruBlue gives me the opportunity to not only help our premium customers, but also to help the marginalized. I know how to write grants. I know how to serve people. The name of my non-profit is New Hope CDC. I want to help ordinary people excel.I thought I would buy this business for myself and use it for hope.1851: What do you hope to achieve with your business? What are your plans for growth?Campbell:&nbsp;TruBlue did a great job of helping us understand that a Silver Tsunami is coming. I’m a Baby Boomer myself, and I know that 65 is just getting in the game nowadays.I’ve ensured that our team learns about senior citizens. As a senior, we sometimes forget that we’re not 21 anymore. People know about the risk of falling, but they still get on ladders.I went to change a light bulb the other day on a step ladder, and when I was coming down, I almost broke my neck. I can afford to have somebody come over and do the maintenance plan. They can come by every quarter. That fall was fitting — I’d never had that happen before.We don’t age in our minds as much as we age in our bodies. It’s just not worth it. Sometimes you can have a fall and get injuries that you never recover from.1851: What does your background bring to the TruBlue model?Campbell:&nbsp;I’m a senior. I’m in real estate. I own personal real estate in five states. I understand the entrepreneur who has to get his house ready for a flip, and I understand providers. We provide a premium service. What’s going to determine how the client feels about the job is how they feel about you. That’s why I teach five-star service. It’s about relationships. If we make good relationships, we can bring in repeat customers.1851: What are your long-term goals with TruBlue?Campbell:&nbsp;I’m writing grants to build houses and getting ready to build 34 units for veterans — permanent housing for chronically homeless veterans. It’s a $10 million project. We’re also starting a all boys school, HOPE Technology Preparatory Academy, a high school for boys 9-14th years. What’s different about this school is it’s culture over curriculum and giving them the chance to belong to a brotherhood. If we don’t give them a place to belong in the school, they will find a place to belong in a gang. With TruBlue, I can have them working for us being exposed to different skills, environments, people, doing work and awakening their perspective to so much more. These young men won’t be in a traditional school with a workforce program; the school is the workforce program and a stabilizing institution in the community as it will host a head start program, daycare center, and learning labs for adults and to get their GED, high school diploma and learn new trades and skills.My goal is to expand with TruBlue into other states. I believe that when I talk to them this time next year, we’re going to outperform most franchisees. I’m an overachiever, that’s what I do. We’re starting out slow but we will excel to lead, it’s just a matter of time.1851: Is there anything else about your story you want us to know?Campbell:&nbsp;We are a home service ally for people. One call does it all. Our school is creating young men of character, education and leadership for life, and the good part about it is we can employ these young men and help them reach their dreams. This is part of my life’s work, it’s who I am — and I’m loving it!To learn more about franchising with TruBlue, visit:&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">https://1851franchise.com/trubluehomeserviceally/info</a>.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.All locations are independently owned and operated. Service offerings, certifications and licenses vary by location.

1851 Franchisee Spotlight graphic with photo of Robert Campbell, TruBlue Home Service Ally

A retired Marine Corps major and community builder, Robert Campbell found a business in TruBlue that allows him to merge premium service, integrity and community impact.

Why This Philanthropist and Pastor Is Starting a TruBlue Franchise in Wilmington, North Carolina

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After years spent behind the scenes helping some of the world’s leading franchise brands grow,&nbsp;<a href="https://www.linkedin.com/in/h-kimberly-odell/">Kimberly O’Dell</a> is stepping into the spotlight as a franchisee herself with global&nbsp;bakery café franchise&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a>. With a background spanning InterContinental Hotels Group, Papa Johns, European Wax Center, and Museum of Ice Cream, O’Dell’s journey has come full circle, from developing franchise strategies to living them out firsthand.Her upcoming&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> café in Vinings, Georgia, brings her love of hospitality and her vision for community together under one roof. O’Dell hopes to create a welcoming neighborhood hub where people can slow down, connect, and enjoy simple moments over coffee and pastries.Opening in early 2026, her store will join a growing number of Paris Baguette locations that blend premium baked goods with a personal touch. Backed by years of marketing and guest experience expertise, O’Dell is ready to make her mark not only as a business owner but as a community builder, one croissant at a time.&nbsp;1851 Franchise spoke to O’Dell about her franchise journey and plans for the future. Here’s what she had to say:1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?Kimberly O’Dell:&nbsp;My background is in corporate franchise marketing, loyalty, and customer relationship management. I started at InterContinental Hotels Group in hospitality, then moved to Papa Johns working on retention and customer experience programs. Later, I oversaw loyalty and CRM at European Wax Center, and most recently led marketing for the Museum of Ice Cream across its locations in New York, Chicago, Boston, and Miami.I’ve spent much of my career in franchise marketing, but I was drawn to owning a franchise because it allowed me to take control of my career and bring my passion for customer experience to life. I’ve always loved baking and wanted to create a community space where people could connect over pastries. After experiencing a corporate layoff, I also wanted something lasting — something I could eventually hand down to my family. In corporate life, you can work for decades and leave with nothing tangible. Owning a bakery, or even multiple bakeries, offers that legacy.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?O'Dell:&nbsp;Having worked in franchising, I already had a very positive view of the model. I’ve always seen it as a great way for people with a business mindset to step into ownership with the support of a proven system. I like following a plan, and franchising gives you a roadmap. You know what to expect in terms of operations, revenue, and return, which makes the transition into business ownership more approachable.What I want people to understand is that franchising isn’t a simple “business in a box.” It takes real effort and due diligence to choose the right brand and then make it successful. A concept like ours, a high-end bakery and café, requires involvement not just in operations but in the community. You can’t be hands-off; you have to know your neighborhood and build relationships. For me, that’s one of the best parts. Franchising can be both profitable and deeply connected to the community you serve.1851:&nbsp;What made you pick this brand? What excites you most about this company?O'Dell:&nbsp;I actually discovered Paris Baguette by chance after running a marathon in Seattle. I walked into a café filled with beautiful pastries and sandwiches, completely unaware it was a franchise. I remember taking my sandwich to the Space Needle, and someone stopped me to ask where I got it. That moment stuck with me.The quality of the food and the brand’s presentation really impressed me. I love how Paris Baguette delivers a premium, bakery-style experience at an accessible price point. As brands like Starbucks and Panera have evolved, there is a whitespace for an authentic, community-driven bakery where people gather over something delicious. That sense of connection and craftsmanship is what drew me in.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;O’Dell: My goal is to create a welcoming community space where people feel comfortable spending time, whether they’re enjoying a pastry and coffee or meeting with family and friends. The area where I’m opening is very community-oriented. Families come for haircuts nearby, there’s a popular pizza restaurant known for trivia nights, and a Pilates studio next door. Those small local businesses give the neighborhood its charm, and I think adding a Paris Baguette will complement that perfectly.I want this café to become a staple in the community, a place people rely on and enjoy being in. Whether someone stops in after a class or while waiting for their kids, I hope it becomes part of their routine and their sense of connection to the neighborhood.1851:&nbsp;Is there anything else about your story you want us to know?O’Dell:&nbsp;I think what’s most exciting is how much opportunity there is as this brand continues to grow. I’d love to expand and eventually own multiple locations, as many franchisees in the system do. More importantly, I want each location to serve as a meaningful part of the community. For me, this isn’t just about running a business. It’s about using the Paris Baguette brand to connect with people and support the community in ways that truly matter.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?O’Dell:&nbsp;I would say due diligence and commitment are two of the most important things when considering franchise ownership. You need to really understand the brand, the support you’ll need, and where your own strengths fit in. The financial side is also critical.My corporate background has helped me build the business acumen and discipline required for this type of venture. Having seen how franchise systems operate from the corporate side, I know how valuable it is to understand what’s happening behind the scenes.Where I’m less experienced is in day-to-day operations. I’m the sole owner, so I’m handling everything from staffing to business management. Many franchise owners have partners who balance out their skills, but for me, it’s all on my plate. That can be intimidating at times.Still, I think success comes from recognizing where you need support while trusting in your abilities. It’s about being self-aware, doing your homework, and making an honest assessment of whether you’re ready to take on the challenge. ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.&nbsp;

image of 1851 franchise franchisee feature for Kimberly O'dell from paris baguette

Powder Springs resident Kimberly O’Dell is taking her passion for guest experience and community connection into ownership with her first Paris Baguette café, opening early 2026.

Franchise Marketing Leader Turns Franchisee, Bringing Paris Baguette to Vinings, Georgia, To Create Community Gathering Spot

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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? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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Amada Senior Care Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Amada Senior Care is a non-medical home care, assisted living placement, and related senior-support services with multiple revenue streams.

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Franchise Opportunity Deep Dive: 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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Visiting Angels Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Visiting Angels is a senior home care franchise focused on in-home support for seniors and individuals with disabilities.

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Is franchising better than starting a business from scratch? For many&nbsp;<a href="https://1851franchise.com/a-beginners-guide-to-franchising-how-the-model-works-2724686">prospective entrepreneurs</a> weighing the idea of ownership, the answer to that question can be both yes and no. Franchising offers a proven system and built-in support. Starting from scratch allows greater flexibility and control. And a proper understanding of the trade-offs can help potential owners decide which path is most aligned with their business goals.According to&nbsp;<a href="https://drymedicfranchise.com/">DRYmedic Restoration</a> franchisee&nbsp;<a href="https://www.linkedin.com/in/keith-carlson-29b0a930/">Keith Carlson</a>, the appeal of franchising often starts with structure. “The yes is that you have an automatic blueprint,” he said. “You’re in. You don’t have to think of everything. You don’t have to come up with your business plan or your marketing plan.”As Carloson noted, franchisors generally provide detailed guidance on everything from licensing and certifications to business structure. “All of those things are done. Or they’re in a list or part of a large checklist,” he said. “From that perspective, it’s simpler on the back end.”<h2>Franchising Vs. Starting From Scratch: Key Considerations</h2>So,&nbsp;<a href="https://1851franchise.com/buying-a-franchise-vs-starting-from-scratch-2725815">is franchising better than starting a business from scratch</a>? Here are five areas to consider:1. Built-In Systems Vs. Total Control Franchising provides a tested playbook. But it comes with rules. “If you’re in a franchise, every time you want to do something that’s outside their playbook, you have to ask permission,” Carlson reminds. Independent owners, on the other hand, can pivot freely but must build systems from the ground up (which takes time and resources).2. Fees and Royalties Franchise fees and royalties are part of the deal. It’s important to both understand and plan for them accordingly.3. Experience and Support One of franchising’s biggest advantages is access to experienced operators. Carlson recalled his first job after signing his initial work order: “I was nervous. But I had somebody on the phone within 10 minutes saying, ‘You’ve got to do this, this and that,’” he said. “It was so easy to get through that first job because there was no guesswork.”4. Following The System (With Local Flexibility) While local nuances aren’t always captured in a national system, the strength of a proven system remains a franchising hallmark.5. Long-Term Upside Starting a business from scratch can be more lucrative. “But it depends on the level of effort you want to put in,” Carlson reminds potential zees.<h2>The Bottom Line</h2>So, is franchising better than starting a business from scratch?&nbsp;<a href="https://1851franchise.com/franchising-and-the-american-dream-2730380">Franchising</a> can reduce risk, shorten the learning curve and provide critical support (especially early). Independent startups can offer more autonomy and, potentially, greater long-term rewards. Therefore, an honest assessment of tolerance for structure, fees and self-direction can help those considering entrepreneurship to properly assess the ownership situation best aligned with one’s goals for success in the business opportunity.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.

Is franchising better than starting a business from scratch?

Is franchising better than starting a business from scratch? Franchising offers a proven system and support. Starting from scratch provides flexibility and control. Here’s how to assess the tradeoffs.

Is Franchising Better than Starting a Business from Scratch? A Guide

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When evaluating a franchise opportunity, there’s an important early step: how do I research franchise complaints? Understanding the issues both current and former franchise owners have experienced can help prospective franchisees make better-informed decisions that increase the likelihood of selecting a brand aligned with their business goals.Franchise consultant&nbsp;<a href="https://www.linkedin.com/in/franchise-guru/">Lisa Welko</a> of&nbsp;<a href="https://integrityfranchisegroup.com/">Integrity Franchise Group</a> emphasizes the importance of validating information through direct research. “The most important thing about researching any franchise is the opportunity to validate with franchise owners personally,” Welko said. “Use the reviews to formulate your questions and opinions. And then validate those findings with actual owners in the system.”<h2>Start With The Basics: Public Records And Online Tools</h2>How do I research franchise complaints?&nbsp;It starts with sources that are accessible and objective.<ul><li>Franchise Disclosure Document (FDD):&nbsp;<a href="https://1851franchise.com/understanding-item-3-of-the-franchise-disclosure-document-litigation-history-2703061">FDD Item 3</a>, litigation history, lists pending litigation or past legal issues involving franchisees that can be potential&nbsp;<a href="https://1851franchise.com/red-flags-to-look-out-for-when-doing-franchise-research-2723769#stories">red flags</a>. &nbsp;</li><li>State Regulatory Agencies: Many states publish franchise or business complaints (including the Attorney General’s office). &nbsp;</li><li>Online Reviews and Forums: While helpful for providing additional context, they should not be used as the only source of research. “Just like anything on the internet, we need to remember ‘Buyer Beware,’” said Welko. “Online reviews can be a helpful tool. But we need to remember that it’s one tool in the arsenal. So, don’t let one bad review torpedo your research.”</li></ul><h2>Speak Directly With Franchise Owners</h2>Nothing replaces firsthand insights. Contacting current – and former – franchise owners to ask about their experience with franchisor support, operations and growth potential is a critical part of the validation process. It’s essential to pay attention to recurring themes in their feedback, both positive and negative, to identify potential risks (or opportunities) correctly.&nbsp;<h2>Practical Takeaways For Evaluating Franchise Complaints</h2><ol><li>Verify Patterns, Not One-Offs – A single complaint may be an isolated incident. Look for repeated issues that may indicate systemic challenges. &nbsp;</li><li>Check The Age Of Complaints – Older complaints may reflect resolved issues or changes in leadership (while recent complaints can indicate ongoing issues). &nbsp;</li><li>Ask Specific Questions – When speaking with franchisees, ask about areas like training, corporate support and general operational challenges. &nbsp;</li><li>Evaluate The Brand’s Response – How a franchisor addresses complaints can reveal the level of transparency, responsiveness and commitment provided to franchise owners. &nbsp;</li><li>Integrate Findings Within Decision-Making – Use complaint research as part of a larger due diligence process (along with financials, market analysis and personal goals).</li></ol><h2>The Takeaway</h2>So, how do I research franchise complaints?&nbsp;Doing so is essential. Utilizing a combination of public records, online insights and&nbsp;<a href="https://1851franchise.com/what-is-the-value-of-franchisee-validation-in-the-franchise-sales-process-2703208">direct validation with franchisees</a> (past and present), potential franchise owners can better evaluate both risk and opportunity. By following a structured approach, actionable insights that build confidence in the franchise decision-making process can be identified.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 do I research franchise complaints? In this guide with expert tips, learn how to uncover patterns, validate insights with franchisees and make informed franchise investment decisions.

Why I Bought: Brant Michaels and Dustin Carlson Found the Perfect Blend of Passion and Opportunity With a petbar Franchise

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