1851

When I read, I read to be inspired. Sometimes inspiration is born from the pages of a great business book – teaching me lessons like Good to Great by Jim Collins – and sometimes it is born from the pages of a magazine, a blog or the pages of a newspaper. Regardless, I don’t read for relaxation or pleasure, I read to be inspired, moved or pushed to think differently. I read thinking like an entrepreneur. Period.

However, if you saw me on the airplane today (being Monday, August 26th when I wrote this), you would have observed me first reading two Sunday sports sections (The Chicago Tribune and The New York Times, yes, a day late, I was feeling under the weather on Sunday) prior to burying my head in the business sections. Pleasure, right? No, business.

When I read a sports section, my mind instantly wanders into a world of statistics and analytics. How do great athletes produce great numbers? How do great GMs piece together winning teams that stick? I think about this. I observe the quotes, the reactions, the box scores, trying to find hidden gems of guidance for doing the same with my team.

Today I read, in The New York Times, about how the Philadelphia Phillies’ new manager, Ryne Sandberg, has his players playing for him in a remarkable way, something his predecessor Charlie Manuel seemingly lost his ability to do. Sandberg figured out a pattern in the minor leagues (where he was a coach) on leading. He learned how to squeeze the best out of his players. Even the million-dollar men will play for him. Will the Phillies win a World Series this year? No. Will they have even more challenges next year with an aging roster? Absolutely. Will Sandberg give up on making his aging players play more for him? Absolutely not.

I thought about this. I thought about this in the way I manage our team at the agency. Am I a manager who squeezes every inch out of my team? Honestly, I don’t think so. I don’t think I have cracked the perfect pattern where I can squeeze the best out of my team. In fact, I am not sure I have figured out the pattern of igniting passion among everyone on my team. I struggle to find the right balance of fun and tough love. Inside, I love everyone. Outside, my demanding demeanor is designed to get the best results for the brands we represent. I am willing to be the hard-ass if it generates the best results for our clients. Not everyone will like me. I am not in this to win a popularity contest. I am in this to create a winning process that can continue no matter if you are the power hitter or the utility guy.

I think of our staff much like a GM would think about their team. To consistently win, I must figure out the patterns, the analytics and the statistics to draw a perfect combination of passion out of my players. I must recruit, not hire, the right coaches to inspire the right players. Encouraging “good to great” is fantastic, but it is not enough to complete the perfect puzzle.

Much like a GM, I have a budget. I have a percentage of gross income I get to play with. From there, I have to measure out where I want to spend and at what percentage. The beauty of the agency life is that much like the NFL, if a player has lost the passion to compete, I can dismiss from the team without any contractual obligation. Unfortunately, though, this goes for my team, too. They can dismiss me without any contractual repercussions. They can choose to go to a competitor if I can’t figure out their patterns or a way to help them love the agency as a career, not as a job. The timeframe to do so with millennials is limited. I understand this.

I think a lot about building the perfect staff. Not the perfect person, but the perfect team. I can have a few power hitters, a few all-star fielders and some great pitching, but unless I carefully analyze the intricate statistics, I won’t have a great team. I may have a few egos, including my own, but that won’t net the perfect result without the right support group. A team is made up of all different skill levels. If we were all all-stars, there wouldn’t be any budget left over to be a great company. A fine balance of stars and prospects is what we desire.

Perhaps perfection is impossible, but it won’t stop me from trying. I know there is a longstanding championship agency team in the waiting – recruiting the right people to play the right positions will help us complete the puzzle for today. Tomorrow, though, the puzzle may change.

Business sections are great. Some stories are great tales of great business formation. Sometimes, though, great businesses happen by accident or don’t include prolonged success. Great sports stories, though, can teach us everything we need to know about teamwork, execution, diligent work ethics and prolonged results. I dream of identifying the Billy Beane way of recruiting, running and winning. I dream of the perfect staff. My dream inches forward through sports sections. I will continue to read for inspiration.

&nbsp;

1851 Franchise

When I read, I read to be inspired. Sometimes inspiration is born from the pages of a great business book – teaching me lessons like Good to Great by Jim Collins – and sometimes it is born from the pages of a magazine, a blog or the pages of a newspaper. Regardless, I don’t read for relaxation or pl.....

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Powills: Why I Read the Sports Section

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Your Pet’s Life Is Busy, Too. Woofie’s Makes Care Easy

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In 2005, Heidi and Brent Welsh decided to make a move that would change their careers and their lives. Brent was ready to leave the high-stress world of stockbroking behind, and Heidi’s experience as an office manager with&nbsp;<a href="https://franchise.twomenandatruck.com/">TWO MEN AND A TRUCK®</a> gave them the confidence they could bring the brand to Canada.Today, 20 years later, the Welshes are the longest-tenured owners of&nbsp;<a href="https://twomenandatruck.ca/">TWO MEN AND A TRUCK</a> Canada, where they’ve built their business on the belief that "nice humans" are the ultimate competitive advantage. With over 30,000 moves in London, Ontario, Heidi and Brent have proven that when you prioritize people and follow a proven system, you don’t just build a successful company. You become a trusted part of the community.Brent and Heidi sat down with 1851 Franchise to discuss how they made the leap from corporate life to business ownership and why “nice humans” still drive their culture 20 years later. Here’s what they had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Heidi Welsh: I was born in Port Lambton, Ontario, and Brent was born in Akron, Ohio. We met and spent the first decade of our marriage in Akron, but I missed Canada. Brent was ready for a change, too. He’d spent his whole life in the same area and was feeling pretty burnt out by the corporate world. After a few years of talking and planning, the time was right. We signed with TWO MEN AND A TRUCK Canada in November 2005, moved in January 2006 to Delaware [Ontario], and officially opened in London [Ontario] that March.20 years and over 30,000 moves later, we’ve learned that reputation is everything. In our business, we make sure to show up with clean trucks and nice humans to help our community and make sure they actually enjoy their moving day experience.1851: What did you do before franchising, and how did you decide franchising made sense for you?Brent: I was working as a stockbroker at Charles Schwab. It was a high-stress job and after being in it for a while, I was just kind of worn out.Heidi: I was already working as an office manager at TWO MEN AND A TRUCK in Akron, so I learned what it took to run this business effectively. It’s all about good people and customer service. Brent and I had been talking about it for a few years and agreed that if the right opportunity appeared, we’d jump. When my boss at the time connected us with the team launching the brand in Canada, we knew it was time to go for it.&nbsp;1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Heidi:&nbsp;I think Brent’s business side looked at the data and success rate, whereas I knew the people. I knew the family that started this 30-plus years ago. They were just good people who treated their people well. They set an excellent example of how to start and build your business and to this day, we are held in high regard within the moving industry specifically because of the integrity of the brand name.Brent: Like Heidi said, before we even started, we read more on franchising and learned the statistics of success for franchises versus starting your own business. The failure rate for starting your own is way higher. With franchising, if you have a proven system and a solid territory, you have a real chance to make a go of it. We owe our longevity and success to the whole system.1851:&nbsp;What made you pick this brand? What excites you most about this company?Heidi: Really it was TWO MEN AND A TRUCK. I felt very confident that this could come to Canada and work.Brent: Looking at the system, they had proprietary software for booking and more of the logistics, CRM tools and professional branding and advertising materials. They had years of experience in the industry and guidelines for how to get started and how to do well with it.1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Heidi: We were the second location to open in Canada. The original owner of the first location [in Hamilton] sold his, so we’re technically the first owners in Canada who are still going strong.&nbsp;When we first decided to go all into this, we said to each other, this is going to work no matter what we have to do, but our marriage is always first and the business is second. We complement each other well and have always prioritized making this a joyful, good place to come to. Life's hard enough, you don't need your nine-to-five being dreadful.1851: What advice do you have for other people thinking about becoming franchise owners?Heidi: Give yourself time. For probably five years, we did nothing but sleep, drink and eat TWO MEN AND A TRUCK. You have to be willing to put in that initial sweat to build a company that lasts in the community.ABOUT TWO MEN AND A TRUCK Canada:TWO MEN AND A TRUCK is an international, full-service franchised moving company with more than 430 locations and 3,000 trucks operating in 47 U.S. states in addition to Canada, Ireland and the U.K. Each location is independently owned and operated, and together, the TWO MEN AND A TRUCK network has performed more than 10 million moves since its inception in 1985. The moving company has been in Canada for the past 20 years, and more than 30 franchise locations are operating within Canada. In 2024, the Canadian locations moved 26,000 customers while maintaining a 95% referral rating, living up to the brand’s tagline as the Movers Who Care®. TWO MEN AND A TRUCK offers comprehensive home and business moving services, professional packing and unpacking, and storage and junk removal services.

1851 Franchisee Spotlight with photo of Heidi & Brent Welsh & TWO MEN AND A TRUCK logo

Based in London, Ontario, Heidi and Brent Welsh have built their moving business around a simple formula: proven operations, clean trucks and a “nice humans” mantra that shows up in every move.

20 Years and 30,000 Moves Later: Meet TWO MEN AND A TRUCK® Canada’s Longest-Tenured Owners

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<a href="https://www.linkedin.com/in/gabriel-uribe-san-diego/">Gabe</a> and&nbsp;<a href="https://www.linkedin.com/in/melissa-uribe-687495b8/">Melissa Uribe</a> came to&nbsp;<a href="https://franchise.kidstrong.com/">KidStrong</a>, the science-based kids training franchise, as parents focused on helping their kids. After driving 45 minutes to&nbsp;<a href="https://www.facebook.com/kidstrongcarlsbad/">KidStrong Carlsbad</a> starting in March 2024, they watched their son transform from a hesitant mover who’d needed physical therapy to walk at 18 months into one of the top runners at school. Their daughter jumped in soon after, and the family’s “this should exist near us” moment arrived. Now, the Uribes are bringing&nbsp;<a href="https://1851franchise.com/kidstrong/info">KidStrong</a> to Rancho Bernardo, California, with a center expected to open in summer 2026 serving families in the area, including Carmel Mountain Ranch, Poway and surrounding North San Diego communities.What drew them in wasn’t just the physical support. It was KidStrong’s whole-child model: equal parts physical skills, confidence and character. The affirmations (“I am strong. I am brave. I can do this.”) followed them from the center to the playground to theme-park lines, and the results stuck. Unlike drop-off programs, KidStrong pulls parents into the process and builds a genuine community — exactly what the Uribes say North San Diego is hungry for.Backed by Gabe’s hospitality and tech operations background and Melissa’s 18-year accounting career, the Uribes plan to ultimately develop two to three centers in San Diego County. Their goal is long-term impact: help as many kids as possible grow stronger, braver and more resilient.Gabe and Melissa sat down with 1851 Franchise to discuss how their family’s experience with KidStrong led them to franchise ownership. Here’s what they 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?Gabe Uribe:&nbsp;I grew up in Rancho Peñasquitos, just across the 15 freeway from where we’re opening. My professional background is in hospitality and tourism management, with a transition to property management, and more recently as a product manager for tech startups. The tech industry is rife with layoffs and uncertainty. That instability, combined with my desire for a more family-friendly schedule, made me look for alternatives. When we saw how much we loved KidStrong as parents, and realized there was a huge market opportunity since the only San Diego location was a 35 to 45-minute drive away, it just made perfect sense to bring this positive program to my old stomping grounds.Melissa Uribe:&nbsp;I’ve been a stable accountant with the same company for 18 years and am very risk-averse, so franchising was not something I was interested in at all. My husband had previously mentioned it, and I was negative about it. However, once we started taking our kids to KidStrong and saw the incredible physical and emotional improvement in them, it was clear: this program needs to be available to every kid. The decision to franchise only made sense because I got behind the actual KidStrong program itself, not just the business idea.1851: What was your perception of franchising prior to becoming a franchise owner, and what do you want people to know about franchising now that you are in it?Gabe:&nbsp;Prior to KidStrong, I had considered smaller, at-home franchise concepts like cold calling or sales after a layoff. The idea of opening a physical center was completely new until we saw this opportunity. What I want people to know now is: you better believe in the product. If you view it only as a way to make money and then be hands-off, you're going to struggle when things get rough. Your belief in the mission will be the only thing that keeps you going.Melissa: The idea of the risk involved with franchising was something I was completely against. What I want people to know now is that my entire perspective changed because of the KidStrong product itself. I got behind the brand because I saw the proof in the pudding with our own kids. It wasn't the franchise model that sold me; it was the undeniable value of the program.1851:&nbsp;What made you pick this brand? What excites you most about this company?Gabe:&nbsp;I'm excited by how much KidStrong speaks to the parents, the customer. Parents are going to spend money on their kids’ development, and KidStrong purposely addresses both character building and physical development. The high parent engagement that's built into the model, making it a community and not just a drop-off, makes us confident it's a recipe for success.Melissa:&nbsp;It was the only brand for us because it addresses the "whole child": equal parts physical, brain and character. Other concepts offer the physical aspect, but KidStrong teaches life skills like perseverance and grit. We use their affirmations ("I am strong, I am brave, I can do this") outside of class to encourage our son to try new things, like going on a new ride at Legoland.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Gabe:&nbsp;We want to take care of our people better than other companies I've worked for. We want to offer advancement opportunities for those with a passion for child development or fitness. Our growth plan is to open two to three successful centers in San Diego County, giving Melissa the opportunity to be as hands-on as possible.Melissa:&nbsp;My focus is literally how many kids we can help. As long as we can pay our bills and pay our people well, I want to serve as many families as possible, especially seeing so many children who are shy and lack confidence.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Gabe:&nbsp;Make sure you believe in the product. If you love chicken, you open a chicken franchise. Because when things get rough, and they will, your belief in the mission will be the only thing that keeps you going.Melissa:&nbsp;Agreed. You have to believe in the product you’re selling. We saw the direct impact of the program on our children, and that conviction is what makes the long process worthwhile.1851:&nbsp;Is there anything else about your story you want us to know?Gabe:&nbsp;Our oldest son, Westley, also has epilepsy, which comes with emotional challenges. We were concerned about him being held back, but the progress we've seen in building his confidence through KidStrong, while nothing else changed, has been amazing. We now see him flying through the air and leaping, which is a big deal for a child who struggled to walk at 18 months.Melissa:&nbsp;My mom, the doting grandmother, was actually the one who introduced us to KidStrong after a coworker recommended it. Our son, Westley, was a late roller and needed physical therapy to learn to walk at 18 months. He struggled with basic motor skills and couldn't even run properly; he galloped. Now, because of KidStrong, he is one of the top runners in his school’s running club.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/kidstrong">https://1851franchise.com/kidstrong</a>.About KidStrongKidStrong was founded in 2015 by Matt and Megin Sharp because they wanted a program focused on developing strength and confidence for their daughter Ella and other kids like her. Together, they partnered in 2017 with Matt's best friend and co-founder Lincoln Brown to help grow the program. Later, Megan Stein joined as a co-founder. Together they developed KidStrong, a science-based kids’ training program focused on brain, physical and character development for ages walking through 11 years old. KidStrong offers a science-based curriculum that is parent-focused and taught by professionals to help accelerate milestone development and promote social and emotional strength. Today, KidStrong has grown exponentially, with more than 500 franchises sold to date since the company opened its first center in 2015. Over the next five years, KidStrong plans to have more than 500 open centers in the U.S. and Canada. For more information, visit&nbsp;<a href="http://www.kidstrong.com">www.kidstrong.com</a>.

1851 Franchisee Spotlight graphic with photo of Gabe & Melissa Uribe, KidStrong

Gabe and Melissa Uribe plan to open their KidStrong location in summer 2026, serving families across North San Diego County with a whole-child model built on movement, confidence and character.

After Seeing KidStrong’s Impact on Their Kids, the Uribes Are Bringing It to Rancho Bernardo, California

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<a href="https://www.linkedin.com/in/anthony-runnels-7973938/">Anthony Runnels</a> was in the midst of growing his career in corporate finance when he began to search for a business model that better fit his personal and professional goals. Despite his corporate success, he felt a persistent desire to help others in his community. When facing challenges with family members who were in need of assistance to age safely and comfortably in their homes, Runnels began to consider owning a business of his own that might offer a solution.Runnels began exploring home service options after seeing his mother and other relatives in need of more support to live safely at home. He found&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> and liked that the model delivers senior-focused handyman services without a brick-and-mortar location. He now owns&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue Home Service Ally</a> serving&nbsp;<a href="https://www.trublueally.com/coastal-south-bay">Coastal South Bay</a> and hopes to offer reliable help to local seniors.&nbsp;1851 Franchise spoke with Runnels about his journey into franchising 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?Anthony Runnels:&nbsp;I started my career in public accounting, where I worked at EY and received my CPA license. I worked my way up in a lot of senior corporate finance roles. During most of that time, I always had this itch and this yearning to do something more to serve people and to help out in the community.I ended up trying a year as an investment adviser doing financial planning, but the problem was I wasn’t helping the people in the way I wanted. That feeling never went away, and I never quite could put my finger on what kind of business I wanted, though I knew it was what I wanted.In early 2025, I stumbled across this podcast where there was a gentleman talking about franchising as a good way to take a step toward owning your own business. Truthfully, the best part of this business is going out and servicing people, seeing the reviews and hearing how professional we are and how much they love our service. It feels rewarding to see that.1851: What did you do before franchising, and how did you decide franchising made sense for you?Runnels:&nbsp;When I went into private industry, I handled a lot of SEC reporting and managing investor relations, dealing extensively with Wall Street investors and trying to take companies public. I eventually found my niche in startup and smaller sized companies primarily in media / entertainment and technology.I had experience in multiple kinds of business structures and eventually started looking for something that was AI-resistant in a growing kind of market, and something that I felt good about doing that would be a service to people. Franchising made sense as a good way to take a step toward owning your own business, but without the risk of doing everything from the ground up.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?Runnels:&nbsp;I knew about other franchises like fast food, dry cleaning or laundromats, but didn’t realize how expansive they could be and how many industries are available. I always assumed franchising was a brick-and-mortar business that required a lot of capital to invest.I soon found out that franchising could be home-based. Now I have a little office of my own, but I work with handymen directly from their own home bases. I also wasn’t aware of the support you get from the corporate office and the training provided.I couldn’t imagine having started this business on my own, especially because I’m from a corporate finance background and am not a handyman by trade. The support they provide accelerates your ability to scale.1851:&nbsp;What made you pick this brand? What excites you most about this company?Runnels:&nbsp;TruBlue actually was a competitor that popped up while I was researching other franchises. I liked that they offered handyman services to seniors. Once I talked to the TruBlue folks, I was sold.Every single person I talked to really had this passion for seniors and helping them age in place and prevent falls or accidents. It just really hit me at the core of who I am and felt right.&nbsp;1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Runnels:&nbsp;My goal, even before we opened, was to be the most prominent home service company in the Los Angeles area and definitely in the senior market for aging in place services. I am already a certified Aging in Place specialist, and all of my technicians are senior home safety specialists.That higher standard of service and care, and the way we communicate, is what will distinguish us. I am already thinking of expanding into more territories and want to be top of mind for people when they think about needing a home service company.1851:&nbsp;Is there anything else about your story you want us to know?Runnels:&nbsp;My personal life really drove my decision to move in this direction. My mom, who is in her later 60s and recently divorced, lives on her own. I realized these were the services she needed.I remember hearing her smoke alarms beeping, and she told me she didn’t trust just anybody to come over. That made me realize that I may not even be able to go over there and take care of what needs to be done in the way I would want.We also had another family member who had a really bad fall in her garage, and all of these instances kind of pushed me toward getting the franchise. Being able to do very simple modifications, like putting in grab bars, makes it more comfortable for people to stay at home, which is really where they want to be anyway.&nbsp;1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Runnels:&nbsp;Take your time, do your research, and talk to as many people in the industry as possible. With TruBlue, I found a consistency with the messaging and a real passion that you felt, whether I was talking to current owners or the CEO.When looking into any franchise opportunity, try to get a feel for whether this company is really who they say they are. Franchising is a decent-sized investment, and you want to make sure you are getting into a business that feels like a good fit.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.

image of Anthony Runnels from Tru Blu Franchise Home Service Ally

Motivated by family experiences and a desire to serve his community, Anthony Runnels launched his TruBlue franchise to help the underserved aging population in South Bay and beyond.

CPA and Senior Finance Executive Pivots. CPA and Senior Finance Executive Pivots to a Purposeful Business, Bringing Essential Services to Seniors in the Greater Los Angeles Area With TruBlue Home Service Ally Franchise

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Brian Keaney comes from a long line of tradesmen; in fact, he jokes he’s known how to wire a house since high school. But while his&nbsp;family members were building careers as electricians and carpenters, Keaney was penning his own story as a local reporter.Now, after two decades of telling stories, he’s making a dramatic return to his roots with&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> of&nbsp;<a href="https://www.trublueally.com/newton-wellesley">Newton-Wellesley</a>, a home maintenance service dedicated to helping seniors in Dedham, Needham and surrounding communities. Seeing the “writing on the wall”&nbsp;— AI’s disruption of the communications industry&nbsp;— Keaney was motivated to return to a career that was recession-resistant.&nbsp;The mission became personal for Keaney a few years ago when his grandfather returned home from a rehabilitation stay. To ensure he could move around the house, Keaney and his uncles stepped in to perform immediate modifications, such as laying Masonite over wall-to-wall carpeting. Keaney realized that most seniors don't have a family with the technical skills or resources to execute those vital safety changes on a moment's notice.However, Keaney’s focus isn't limited to the elderly. As a parent, Cub Scout leader and youth sports coach, he understands the time crunch faced by many families. By handling everything from seasonal maintenance to minor home improvements, Keaney aims to help neighbors “reclaim their weekends.”1851 Franchise sat down with Keaney to discuss the launch of his new business. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Brian Keaney:&nbsp;I grew up in the trades. My dad's an electrician, and between my grandfathers and uncles, there isn’t much that my family couldn’t do. From my childhood through grad school, I was often working for one of them. I like to say that at 15, I knew how to wire your house. I also knew that I didn't want to wire your house, so I went to college instead.I worked as a reporter and in corporate communications for many years after college. I still consider myself a writer (I think in blog posts), but I saw a couple of years ago that AI was going to totally disrupt the industry. I decided I needed to find something tangible because ChatGPT was coming for my job. Because I have a background in this industry and can speak the language, I thought this would be a good fit.1851: What did you do before franchising, and how did you decide franchising made sense for you?Keaney:&nbsp;A few years ago, I got a cold email from a consultant, and he said, ‘Hey, have you ever thought about opening a franchise?’ I said, ‘No, I hadn't,’ which was 100% true. But my philosophy is you should always take the meeting because you never know what's going to come out of it. The worst case scenario is that you lose 20 or 30 minutes.&nbsp;So, I took the meeting and started exploring franchises for a little bit. It just wasn't the right time for me then. But about a year and a half ago, I went back to him. We looked at a bunch of different franchises, a bunch of different industries, and eventually I settled on&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a>. I couldn't be happier that I did.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?Keaney:&nbsp;I didn't really realize how big franchising was before I got started. My vision of a franchise was a Dunkin' Donuts. I didn't realize just how many industries they got into. You name the industry, and there's a franchise out there for it, which just blew me away.I had no idea there was a handyman franchise out there, mostly because I could do the projects myself and wouldn't think to hire someone. But now that I'm in it, I'm a big fan. I'm confident that I could have run a "Chuck-in-a-truck" type operation, but I know I would not have been able to run a handyman company nearly as well without the training and support that I'm getting from TruBlue.1851: What made you pick this brand? What excites you most about this company?Keaney:&nbsp;I looked at a whole bunch of different franchises and industries. The two finalists were TruBlue and kids' sports. You only have to look at my credit card bill to see what a big industry kids' sports is — I've got two kids obsessed with them. In the end, I decided to go with TruBlue, because kids' sports is a pretty crowded industry, and I didn't want to compete there.I really liked TruBlue's mission of helping seniors age in place and helping busy families. A lot of the things that we go out and do are stuff that I would just do around the house myself. Now that I'm married, have kids, lead Cub Scouts, coach sports teams, and everything else, I just don't have as much time as I used to. I know there are a lot of families like mine out there where these things need to get done, and they just don't have the time.&nbsp;I am also really pleased with TruBlue as a franchisor. I’ve heard some horror stories about other franchises, and every time I say to myself, “That hasn’t been my experience at all.”&nbsp;1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Keaney:&nbsp;I really want to be able to support my family while helping my community. Like Ben Franklin said, I want to do well while doing good. My plans for growth are strong; I have so much work that I could be doing, but I am limited by hiring good quality staff. If I could hire five more guys today, I would do it because there's enough work out there for all of them.We're really selective with who we hire. They have to fit technically, meaning they have the skills to do a variety of jobs, but they also must have the soft skills to be able to go into a widow's living room and make her feel comfortable. Eventually, I would like to buy a couple more territories, but right now we're really focused on this area.1851: Is there anything else about your story you want us to know?Keaney:&nbsp;The idea of helping seniors age in place is more than just theoretical; it was personal for me. A couple of years ago, my grandfather was in the hospital and then rehab. When he got home, he couldn't move very well.&nbsp;The day before he got home, my uncles and I went over to his house and put Masonite over the wall-to-wall carpeting to make it easier for him to get around. It occurred to me that most people don't have the skills or resources to be able to do that themselves. My grandfather, who taught most of us how to do it, was lucky to have a family that could help him like that. Now, I'm able to help other families do that as well.1851: What advice do you have for other people thinking about becoming franchise owners?Keaney:&nbsp;It's definitely worth exploring. I am working a lot harder now than I did in my last job, and it's more stressful, but I'm also enjoying it so much more. I'm much happier being a franchise owner than I was working to help rich people make even richer people still yet richer.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 Brian Keaney & TrueBlue Home Service Ally logo

Inspired by his family and a growing need for safe, reliable home modifications, Keaney is building a service designed for aging adults and overwhelmed households.

Former Reporter Returns to Trade Roots with TruBlue Home Service Ally 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? 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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<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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Sparkle Dog Care Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: Sparkle Dog Care is a membership-based pet grooming franchise that blends wellness-focused hygiene services with small-box retail and community engagement.

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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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The linear sales funnel is dying. Prospective buyers are no longer filling out a form at first glance and waiting for the phone to ring. They’re doing the majority of the heavy lifting before they even make themselves known to the franchisor. For franchisors, this means one key thing: you must know exactly where candidates spend their time. No guesswork. And you have to adjust your strategy accordingly.And, in today's buyer world, the biggest buzz term is 2026's ride or die for franchise brands – Ai.&nbsp;If you are trying to sell a franchise today, you must meet candidates where they are (four walls, Ai, website, social advertising).&nbsp;Focusing on a strong digital footprint first and then lead generation will help the brand with validation and will lay the foundation for trust before the first conversation even happens. Still, franchisors must know where to find their candidates and be confident the candidates are being sent to the right place.“We consistently see the strongest lead performance from Google Search (paid and organic), social platforms such as Facebook, Instagram and LinkedIn and our franchise development website,” said&nbsp;<a href="https://www.linkedin.com/in/erinlsnyder">Erin Snyder</a>, head of franchise development at&nbsp;<a href="https://handelsicecream.com/handels-franchise/">Handel’s Homemade Ice Cream</a>. “Because all awareness and advertising efforts ultimately funnel candidates to our development site, maintaining a highly optimized, mobile-first web presence is critical for conversion.”<h2>The "Hidden" Channels: Authentic Research via AiSEO</h2>While Google and major portals are often where a candidate might start a broad search, the deep research happens in the shadows. This is where candidates scroll, mindlessly or otherwise, simply observing rather than clicking “apply” immediately; or, ask Ai chatbots about the best franchises to buy, the blind spots, the why nots, and, of course, the whys.Right now, Ai plays a key role in this research stage. Buyers want the truth.&nbsp;For franchisors, this means your content strategy must pivot. It is no longer enough to post stock photos of happy business owners. You must document the journey, showing the behind-the-scenes reality that proves your concept has staying power.<h2>The Pivot From Print to Digital Interactivity</h2>While print media has been a channel for franchise development in the past, its static nature has made it less effective as the buyer’s journey has shifted to digital. Buyers are generally looking for channels that will allow them to click, read and continue the search immediately.“Traditional print media has largely become a thing of the past for franchise development,” Snyder said. “What has been encouraging, though, is seeing many of these publications successfully pivot to digital formats that offer greater interactivity, stronger analytics and far better linkability than print ever could.”This creates a more dynamic experience for the candidate. In addition to a digital article, franchisors can embed a “day in the life” video, for example, or hyperlink a deeper dive on costs and profits for instant validation.This shift also allows franchisors to track return on investment more effectively. Instead of guessing if an article or ad worked, digital publications allow you to see exactly who clicked through, allowing for retargeting and smarter budget allocation.<h2>The Conversion Hub: Your Mobile-First Website</h2>Once a candidate has discovered you on Google, watched your videos on TikTok and read about you in a digital publication, they finally arrive at the destination: your franchise development website.This is the bottom of the funnel, where you will win or lose a candidate. Because all other channels point here, your website cannot just be a digital brochure. It has to be a conversion engine. And crucially, it must work perfectly on a smartphone.The question can’t just be “Do we have a website?” Questions about the website should surround usability and readability. Is navigation easy on a smartphone? Does the site load quickly? Is it readable? If a prospect has to pinch-and-zoom to read your investment costs and financial performance, they will leave.An optimized, mobile-first presence is critical because it serves as the collection point; all other awareness efforts funnel potential franchisees to the site. The user experience here should validate the trust built on other channels. However, accessibility is only half the battle; the content itself must be unsparingly open. The website is the channel where you must prove your value proposition with hard data.“Across all channels, the messaging needs to be clear, concise and consistent,” Snyder said. “Candidates should be able to easily find transparent investment ranges and financial requirements, a clear value proposition, compelling franchisee success stories, key differentiators from competitors and straightforward next steps for how to inquire.”When you treat your website as a transparency engine rather than a gatekeeper, you change the dynamic of the eventual sales call. A candidate who has already consumed your financial data and success stories arrives at the inquiry stage educated and qualified. This allows the development team to skip the basic fact-finding and move straight to strategy and fit.“When a candidate submits an inquiry, the first conversation should build on what the candidate has already learned,” Snyder said “ensuring they understand the opportunity they are considering, clarifying details, personalizing the discussion to their goals and moving them into a structured education process rather than starting from scratch.”<h2>Allocating the Budget: The "Ideal Candidate" Approach</h2>While a presence across multiple channels — from search and social to digital publications — is key, understanding exactly how much to invest in each option is the next hurdle. There is no single, magical approach to budgeting; a brand selling multi-million-dollar franchises needs to develop a presence in different places than a low-cost, mobile franchise will.To spend effectively, you must deeply understand your ideal franchisee profile. Once you know who is investing, you can begin working on where to find them. For example, a high-net-worth investor might be on LinkedIn and reading digital trade journals, while a first-time investor or someone seeking an owner-operator model might be influenced by local Facebook ads.“Franchisors should start by understanding their ideal franchisee profile and then allocate budget toward the channels where those prospects spend the most time,” Snyder said. “The mix will naturally look different for a high-investment, multi-unit candidate than for a first-time owner-operator. Beyond that, it’s critical to consider overall brand awareness and invest in channels that consistently get both the brand and the franchise opportunity in front of qualified prospects. A balanced approach that supports both awareness and lead capture tends to produce the strongest results.”<h2>Key Takeaways and Next Steps:</h2>Make sure you have a content footprint that answers the top 25 questions asked about your brand in Ai and Google searchs.Review your mobile experience: Open your franchise development site on your phone. If it takes more than three seconds to load or if the "Apply" button is hard to find, fix it immediately.Embrace "lo-fi" video content: You don't need a production crew. Use a smartphone to record "day in the life" videos with your franchisees and post them to social to build authentic trust.Ensure transparency and continuity:&nbsp;Candidates need to be able to find the information they’re looking for, and the experience should be consistent between a social page and a franchise development site. Make sure your value proposition is clear across all channels.Embrace innovation, but don’t count out the classics:&nbsp;Look at the whole picture. Many candidates are exploring opportunities on supplemental platforms like social media or in the results of a Google search, but they’re still looking at the franchise development site, too. Don’t confine yourself to the “old reliable” methods, but don’t leave them behind, either.Budget by persona, not platform: Don't just "do Facebook ads." Define exactly who your buyer is, and spend your money only on the channels where that specific person consumes content.For more information on franchise growth channels, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-use-social-media-marketing-to-promote-your-franchise-2727185#stories">How To Use Social Media Marketing To Promote Your Franchise</a></li><li><a href="https://1851franchise.com/building-a-franchise-website-that-converts-key-features-and-best-practices-2727363#stories">Building a Franchise Website That Converts: Key Features and Best Practices</a></li><li><a href="https://www.youtube.com/watch?v=vlfduHqGy7I">How to Sell Franchises | The Buyer Persona</a></li></ul>

To succeed in the shifting landscape, franchisors must understand the buyer’s journey, identify the ideal franchisee profile, and build a digital presence that meets candidates where they are.

How To Sell Franchises in 2026 — Top Channels Franchise Buyers Use Before They Inquire

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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.


Powills: Why I Read the Sports Section

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