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<a href="https://www.linkedin.com/in/demetrius-kelley-5340b9b/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=rebuilding-a-legacy-melting-pot-franchisee-prepares-to-reopen-nashville-restaurant-after-2020-bombing-2727527" target="_blank" rel="nofollow">Demetrius Kelley’s</a> journey with&nbsp;<a href="https://meltingpotfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=rebuilding-a-legacy-melting-pot-franchisee-prepares-to-reopen-nashville-restaurant-after-2020-bombing-2727527" target="_blank" rel="nofollow">Melting Pot</a> began when he was just a child, drawn in by the restaurant’s atmosphere and delicious smells when walking by. Years later, he started working there as a server and quickly realized his passion for the restaurant business. Over time, he worked his way up and eventually became the franchisee of the very location that had fascinated him as a young boy.In 2020, the Nashville Melting Pot was&nbsp;<a href="https://www.nrn.com/news/christmas-bomb-destroys-dozens-downtown-nashville-restaurants?utm_source=1851franchise.com&utm_medium=article&utm_campaign=rebuilding-a-legacy-melting-pot-franchisee-prepares-to-reopen-nashville-restaurant-after-2020-bombing-2727527" target="_blank" rel="nofollow">destroyed in the bombing</a> that took place in the city on Christmas, forcing the restaurant to close its doors. But now, after several years, Kelley is ready to reopen and bring back the beloved dining experience that so many in the community have missed.&nbsp;Kelley recently sat down with 1851 Franchise to share his story, reflect on the restaurant’s closure and talk about what guests can look forward to when the&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a> returns to Nashville.1851 Franchise: Frame your personal story for us.&nbsp;What did you do before franchising, and how did you decide franchising made sense for you?Demetrius Kelley:&nbsp;Background-wise, I'm an automotive business transplant. My parents were in that business for a long time in Michigan in the 90s. Where they were working gave them the opportunity to move to Spring Hill, Tennessee. I moved here to Tennessee when I was 16, and even though I was living in Franklin at the time, I had lots of friends who played Laser Quest. Laser Quest was in the exact same building as Melting Pot, but just two floors above it on Second Avenue. As a kid, when I would go play, I would think, "Oh, that place smells great. People come out and look so happy." But, you know, looking at the price when you're 16 years old, I couldn’t afford that, so I never really got an opportunity to go. I had some friends who went there for prom in '98 and raved about it.Well, I was working a job in Franklin at a really high-end restaurant that closed back in 2001. When it closed, I was looking for another server opportunity because I was paying my way through college. I was looking at downtown restaurants and thought, "Well, I should go check out the Melting Pot since I wanted to go there as a kid but never did. Let me go check it out." So, I applied there in July of 2001, got hired and worked there for three years as a server. I graduated college in 2004 with my degree in mechanical engineering, but I was a little burned out. It took me five and a half years to finish school, and all my friends who had gone on to do engineering were like, "It’s okay," and "It is what it is." They didn’t seem passionate about it, and that kind of concerned me that people in my age group didn’t seem passionate about doing it. I’ve always been passionate about being in the restaurant business.So, the owner at the time, who is now my business partner, said, "Well, if you want to manage here, you could do that for a while and figure out what you want to do in life." We came to an agreement that I would manage, so I did that for about a year and a half. Then the general manager left, and there was turnover, so I moved up the ranks pretty quickly. By 2007, I was already director of operations and [general manager], and by 2009, I actually became a managing partner of that location. From 2001 to December of 2020, I was employed there in some capacity, either as a server or as a managing partner.Of course, we had that unfortunate tragedy on Christmas of 2020 when someone parked an RV on the street possibly targeting the AT&amp;T building, and we were collateral damage. It’s been hard-fought with a lot of issues with the building, downtown historic regulations, the city’s direction for how they wanted to redo the streetscape and the landlord being unsure about what they were doing. Originally, the plan was, and had always been, that when the current owner, Mark, was going to take a step back — he was older, and his kid had already graduated from college — the business was going to be mine to take over. That was the exit plan. But, of course, things changed. So now, starting up, the franchise agreement for that store expired in the middle of our rebuild. We’ve established a plan for reopening the location, with me being the front-runner for the business and those guys in the background. So it’s kind of mine at this point to ensure everything gets up and going.1851: What made you stick with Melting Pot through thick and thin?&nbsp;Kelley:&nbsp;The restaurant business is hard, and the Melting Pot is no easier to run. If anything, it has its challenges, given the style and concept. You have to tell people, "Hey, you go to a place and have to cook your own food." And they might think, "What? I cook my own food?" But the one thing I’ve always loved about the concept is the experience itself. It’s designed for people to enjoy the actual experience.A lot of times, when you go to restaurants, everything runs on the kitchen's timing, everything is on the timing of the server. There are lots of gaps — did they cook my food perfectly? Are they just trying to get me in and out so they can turn the table for the next guest? Sometimes, you feel rushed.One of the reasons I’ve always loved this business is that we’ve designed a dinner experience that allows you to forget what’s happening outside. You’ve had a stressful, long day, but hey, it’s your anniversary. You’re going to go in there and have a nice, leisurely dinner where the server caters to what you need and want. If you cook a shrimp and eat it, it’s hot and perfect because it’s right there in front of you. If you want to take two minutes to have a conversation with your significant other and then cook the next one, it’s still hot.In every other concept, there’s a deterioration point — from the moment it hits the table, the first bite is perfect and hot, but by bite number 10, it’s not quite so hot. By bite number 20, you’re thinking, "Let me just box this up, take it home, and reheat it to make it perfect."The combination of being able to provide an experience that is pleasant and enjoyable, where you don’t feel rushed, and where the server is attentive instead of just dropping off your food and walking away, has always appealed to me. The biggest thing for me is that, even though we’ve been gone, we’re constantly getting emails, texts and Facebook messages from guests asking, "When are you reopening?" It’s just a different approach to operating a business, and that’s always been the thing for me.&nbsp;1851: Why did you want to return to the city and serve the perfect night out again?&nbsp;Kelley:&nbsp;The one thing that we always said was that we're trying to create the perfect night out for people and create experiences and memories — not just dinner. You know, you can go anywhere you want to eat. Frankly, you could probably do any concept out there faster at home yourself. But there’s something special about being able to say, "I don’t want to fuss. I don’t want to have to prep anything or clean anything up. I just want to go in and have a really fun dinner." And people want that. People want to be able to come in and forget about everything else.And it’s missed. If you do that every year for your anniversary — if you’ve done it every year for 25 years, if that was your anniversary spot, and your kids did it with you for birthdays, special occasions and graduations — all of a sudden, that frequency, that repetitiveness that you’ve grown accustomed to is gone. It throws your life off because you’re like, "Oh, what’s going to become our anniversary spot now?" And if you’ve been doing it for so long, nothing ever seems as good as the original.One of the coolest things people share with me is, "Here’s a photo from every birthday my kid had from age three until they went off to college. We keep every photo in a frame on our mantel. Here are 14 or 15 years of photos — every year, you’re part of that progression." Then that kid goes off to college, comes back and gets engaged. They do their rehearsal dinner there. And people want that. People want that consistency of, "I go there, the service is always good, the food is always good, they always treat me great," and it becomes part of their memories. Then the next generation starts that over again. They get married and have a kid, and it builds generational love for the concept. When everything is so inconsistent in the world, having some consistency is important for people.1851:&nbsp;What is the one thing about your story you want us to know?Kelley:&nbsp;The one thing that’s happened is we never had any intention of going away. When the restaurant was, unfortunately, destroyed, our goal was to be back in six months or a year. But when we weren’t able to do that because of things outside of our control, it left some guests and people feeling disappointed. They’d say, "Oh, you’re the only store; the next closest ones are in Georgia, Kentucky or Alabama — not here." People get frustrated, especially around holidays like Christmas. You’ve got people who bought gift cards on Christmas Eve with the expectation of using them up until Christmas, or on New Year’s, or Valentine’s Day. So, you get some people who are discouraged and disheartened, asking, "How much longer? How much longer?" They start to lose faith in you as a person or as a business, thinking you’re not being forthcoming. And that’s never been our thing.Our thing is, we set our sights on getting back. We love our original location, and that was always our goal. But at the same time, we have to be realistic about wanting to get back. Sometimes you make decisions to return to the same building, but other times you realize you have to move on so you can get your concept back out there in front of people, because you don’t want to be forgotten. I also want people to know that we haven’t forgotten them. We don’t want you to feel like you’re not relevant. Your anniversaries, your birthdays — they’re all relevant. You’re relevant. We love you.It’s significantly more complicated than we ever wanted it to be. The goal would have been to never have had any of this happen and not have lost four years of memories for people. I guess that would be the biggest thing.1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Kelley:&nbsp;You do have to be prepared if you've never done a restaurant before. Restaurants are not easy. Some people run out and say, "Oh, I want a restaurant because I think restaurants are cool," and they are — they’re awesome. There’s nothing better than having a great experience. But there’s definitely a lot of work that goes into providing that experience for people. Everybody’s priorities at dinner are always going to be different. Some people are going to need to be in and out because they have kids, and it’s like lighting a fuse on their child the moment they walk through the door. So, they want everything quick and expeditious. And some people are like, "I don’t want to be bothered; I want to take five hours to have dinner because I have all kinds of life things going on outside, and I want to take advantage of this opportunity to see my significant other and not feel rushed." Then there are a lot of people who are just in between.So, you have to have staff that are patient, care about people, and aren’t necessarily always focused on money. Some days are going to be great — everybody’s making money and everybody’s having a great time. But some days are not, and you still have to be able to provide that perfect night out to people on a daily basis, even when days aren’t great. You have to be committed to doing it. You can only make a business successful with the amount of effort you’re willing to put in.If you’re expecting to just push the start button and walk away from it, thinking it’s going to be great, you won’t be happy with the end result because you have to be willing to put forth some effort. I always tell people, restaurants are like babies. You nurture them, support them and take care of them, and they’ll take care of you when you’re older. But it takes some effort upfront to make sure you’re setting them up with the right standards and values to make them good when they’re grown. Some of that involves finding the right people and making decisions that sometimes don’t benefit you as a franchisee because it might mean just a little bit more work. But you’ll see the benefit in the long run with success, profitability, and all those wonderful things that come along.About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 45 years. As the premier fondue restaurant franchise, Melting Pot has 92 restaurants in 31 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. Melting Pot is an affiliate of Front Burner Brands, a restaurant management company headquartered in Tampa, Florida. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting Pot, please visit&nbsp;<a href="http://www.meltingpotfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=rebuilding-a-legacy-melting-pot-franchisee-prepares-to-reopen-nashville-restaurant-after-2020-bombing-2727527" target="_blank" rel="nofollow">www.meltingpotfranchise.com</a>.About Front BurnerHeadquartered in Tampa, Front Burner is the restaurant management company for Melting Pot Restaurants, Inc., and the new casual whimsical dining concept Melting Pot Social! Melting Pot currently has 92 restaurants in 31 U.S. states and Canada. Melting Pot Social opened its first location in July 2021 in Asheville, NC. For more information, visit&nbsp;<a href="http://www.frontburnerbrands.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=rebuilding-a-legacy-melting-pot-franchisee-prepares-to-reopen-nashville-restaurant-after-2020-bombing-2727527" target="_blank" rel="nofollow">http://www.frontburnerbrands.com</a>.

Rebuilding a Legacy: Melting Pot Prepares to Reopen Nashville Restaurant After 2020 Bombing

Melting Pot Prepares to Reopen Nashville Restaurant After 2020 Bombing

1851 Franchise

After the bombing forced its closure, franchisee Demetrius Kelley is ready to reopen the doors of the Nashville Melting Pot, bringing back the dining experience that first inspired him as a child.

Rebuilding a Legacy: Melting Pot Franchisee Prepares to Reopen Nashville Restaurant After 2020 Bombing

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Layne's Chicken Fingers

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Layne’s Chicken Fingers Accelerates Growth in Q1 2026 With 50+ Restaurants Awarded and Expansion Across Key Markets

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The Junkluggers

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The Junkluggers Franchisees and Leadership Gathered to Build Momentum for 2026

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Lawn Squad

Why Invest in a Lawn Squad Franchise vs. Competitors?

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One Hour Heating and Air Conditioning

Women in Leadership Driving Success at One Hour Heating & Air Conditioning

Women in Leadership and Strong Team Culture Are Driving Success at One Hour Heating & Air Conditioning

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Central Creativity

How Central Creativity Is Closing the Resource Gap in STEAM Education

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Why Skilled Trades Are Emerging as the Economy’s Most AI-Resilient Careers

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When&nbsp;<a href="https://www.linkedin.com/in/burkhartjames/">James Burkhart</a> and his wife, Jenifer, found out they were expecting their first baby, they were four years into living near the West Texas oil fields. For Burkhart, who had previously spent 15 years managing complex facilities for Ascension Seton Medical Center in Austin, it was another way to prove his management skills. The news of the baby, however, brought a sudden clarity: the "road life" of the oil industry wasn't compatible with the father he wanted to be.&nbsp;That intentionality is now the driving force behind&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> of&nbsp;<a href="https://freshcoatpainters.com/locations/bastrop-san-marcos/">Bastrop and San Marcos</a>. By trading the oil fields for franchise ownership, he is working to translate a career’s worth of corporate management experience into a service-oriented business that prioritizes quality, job creation and most importantly, time.&nbsp;For Burkhart, the goal is simple: build the foundation of the business now while his daughter is a newborn, so that by the time she's old enough to have soccer games and school recitals, he’s the one in the stands, not the one stuck on a job site or in another time zone.Burkhart sat down with 1851 Franchise to discuss his franchising journey with&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> and how he’s applying his management background to build a team-first painting business across Bastrop and the surrounding communities. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?James Burkhart:&nbsp;I’m an Austin native, and my roots are deep in Bastrop and San Marcos. For the past five years, I was working the oil fields in West Texas, but everything changed when we had our daughter. I knew I couldn't be away from her and we didn't want to raise her out there. We came home to Austin to be near family. Making that move meant finding a way to provide without sacrificing being a present father.1851: What did you do before franchising, and how did you decide franchising made sense for you?Burkhart:&nbsp;My background is in management. I spent 15 years with a hospital system in Austin before moving into the oil industry. By my third year in the field, I was managing the company. I realized I could translate high-level corporate systems to the "blue-collar" side. I knew I wanted to own my next business. I wanted to create jobs and build something of my own, but I didn't want to reinvent the wheel, so I teamed up with people who already have the answers and the proven systems.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?Burkhart:&nbsp;Initially, I looked at buying into my hobby (fitness) and researched gyms. But once I broke down the costs, I realized we’d be eating ramen for a long time. It wasn't the right move for my family. The biggest thing people should know is that a franchise is exactly what you make of it. You need a massive amount of internal motivation. No one's going to be there to push you; you have to be able and willing to push yourself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Burkhart:&nbsp;I specifically wanted home services, so AI can’t take it over. Computers might paint houses one day, but I just don’t see that happening tomorrow.A lot of brands want you to be the owner-operator, the guy actually holding the brush. I wanted to work&nbsp;on the business, not&nbsp;in it. When I said that to the Fresh Coat team, they said that was exactly what they were looking for. I can manage people. I can build a schedule. I can maintain the day-to-day for a team. It was just an overall good fit.&nbsp;1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Burkhart:&nbsp;I think my ultimate goal is to move into commercial painting. General contractors are the people I'm just used to working with. I’ve spent my career working with them.This is every path I've taken in my life. If I want to start a company, I have to start by building up a team and the business little by little. I want to create jobs and help people. Somebody gave me a chance; that's what I want to do for other people.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Burkhart:&nbsp;Put your heart into it. You have to decide that no one is going to outwork you. The day someone says they’re going to wake up at 5:30 a.m., you wake up at 5 a.m. You can either doubt yourself or you can go make it happen. It isn't easy, but you won't fail if you simply refuse to let yourself.&nbsp;1851:&nbsp;Is there anything else about your story you want us to know?Burkhart:&nbsp;My wife and I had our first baby last fall. She’s too young to know what I’m doing now, but I told my wife by the time she’s old enough to remember, I want to have built something that ensures I never miss one of her games.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

1851 Franchisee Spotlight graphic with photo of James Burkhart and Fresh Coat Painters

After 15 years in health care management and a stint in the West Texas oil industry, James Burkhart is leveraging Fresh Coat Painters’ system to create local jobs and build a business that lasts.

Painting a New Life: Why This Seasoned Management Leader Walked Away From the Oil Industry to Scale a Fresh Coat Painters Franchise

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After losing his corporate job, Don Bosko convinced Beef ‘O’ Brady’s founder to take a chance on him and helped turn a single restaurant into a scalable franchise model.

30 Years of Beef ‘O’ Brady’s: How This Franchise Owner Turned His Family’s Favorite Restaurant Into a Multi-Generational Career 

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<a href="https://www.linkedin.com/in/john-bailey">John Bailey</a> has spent most of his career figuring things out as he goes. He started in the automotive industry, where he worked for more than 20 years, before teaming up with his brother to run a home renovation business. When the 2009 recession forced that business in a new direction, he took it as an opportunity to go out on his own. He wasn’t just looking for another job. He wanted something stable, something with a recognizable name behind it and a system he didn’t have to build from scratch. That search led him to&nbsp;<a href="https://franchise.twomenandatruck.com">TWO MEN AND A TRUCK®</a>, the international, full-service franchised moving company.Sixteen years later, that decision has grown into a five-location operation serving Midtown, Downtown, the Beaches, Thornhill and Vaughan. Bailey runs his teams with a simple mindset: He treats his movers like athletes and puts a heavy emphasis on showing up for customers the right way every time. It’s a big reason why most of his business now comes from referrals. Today, his crews handle everything from everyday family moves to high-profile clients like the Toronto Raptors and the Toronto Maple Leafs, while still staying involved in the community through efforts like<a href="https://twomenandatruck.ca/movers-for-moms-program">&nbsp;Movers for Moms®</a>.1851 Franchise sat down with Bailey to discuss his journey as a business owner with&nbsp;<a href="https://1851franchise.com/twomenandatruck">TWO MEN AND A TRUCK</a>. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?John Bailey:&nbsp;I am 63 years old and live in the Scarborough area of Toronto. We opened our TWO MEN AND A TRUCK location at 153 Bridgeland Avenue 16 years ago, and we are moving into our 17th year soon. We run a very team-oriented company culture, and I actually see our business as a sports franchise. Our movers are essentially athletes who lift and move furniture all day.1851: What did you do before franchising, and how did you decide franchising made sense for you?Bailey:&nbsp;Prior to franchising, I worked in the automotive industry for 21 years. After that, I was involved in a home renovations business with my brother, which eventually grew to serve all of Ontario and Alberta. Around 2009, the recession led to a shift in that home renovations business, so I decided to pursue a different direction. I wanted to do my own thing, separate from working with my brother, so I started with one TWO MEN AND A TRUCK franchise and have since expanded to five units.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?Bailey:&nbsp;I initially viewed franchising as just buying into an established brand and system, noticing that many large businesses like McDonald’s and Tim Hortons operate that way. Now that I am in it, I highly recommend becoming a franchisee because of the incredible support system available when challenges arise. However, I want people to know that a good brand does not automatically run itself. Starting a new business requires immense effort and hard work; you have to be actively involved in making it grow.1851: What made you pick this brand? What excites you most about this company?Bailey:&nbsp;I chose TWO MEN AND A TRUCK for the stability and the support system it provides, allowing for communication and problem-solving with other individuals in the system. It has a great brand name, but a key reason for selecting this brand specifically was the ability to work on the business rather than in it. I am most excited by the corporation’s genuine care for its franchisees and their desire for everyone to succeed and achieve a better quality of life.1851: What do you hope to achieve with your business? What are your plans for growth?Bailey:&nbsp;I aim for continued growth and financial stability in my business, and I would be interested in acquiring more territories if they become available. Culturally, my goal is to always exceed customer expectations and create “raving fans” rather than just satisfied customers. That commitment to service has resulted in a consistently high referral rate that often exceeds 96% every year.1851: Is there anything else about your story you want us to know?Bailey:&nbsp;We do a lot of exciting commercial work, maintaining contracts with high-profile clients like the Toronto Raptors and the Toronto Maple Leafs. We handle complex, last-minute moves, like shipping a player’s belongings from Florida to Sacramento during the pandemic, which really demonstrates our commitment to finding solutions for any problem. We are also heavily involved in charity events, including the annual&nbsp;Movers for Moms initiative, and for the last five or six years, we have coordinated Christmas shoebox deliveries for women in shelters and in abusive relationships across Toronto.1851: What advice do you have for other people thinking about becoming franchise owners?Bailey:&nbsp;New owners must be ready to work hard and stay closely involved in the business, especially in the early stages. I have always believed in being available when needed, and I still share my cell phone number for direct contact. Hard work is a big part of success.ABOUT TWO MEN AND A TRUCK:TWO MEN AND A TRUCK is an international, full-service franchised moving company with more than 430 locations and 3,000 trucks operating in 48 U.S. states in addition to Canada, Ireland, and the UK. 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®.&nbsp; TWO MEN AND A TRUCK offers comprehensive home and business moving services, professional packing and unpacking, and storage and junk removal services.

image of franchisee John Bailey Two Men and a Truck owner from toronto 

After losing a business in the 2009 recession, Bailey found a new path, and sixteen years in, his leadership and commitment to service continue to shape the way he runs and grows his business.

 How John Bailey Rebuilt After the Recession and Grew to Five TWO MEN AND A TRUCK® Locations

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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.

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