Name: Sport Clips Franchise
Brand: 1851 Franchise

Sport Clips

Sport Clips Franchise - Ted and Tina McMurdo - Colorado - 1851 Franchise

McMurdo Family Continues Sport Clips Haircuts Growth Across Colorado and Wyoming Through Multi-Generational Leadership

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Sport Clips Franchise - Jesse Keyser - 1851 Franchise

Why Multi-Brand Franchise Operators Are Scaling Fast with Sport Clips Haircuts: Inside Jesse Keyser’s Growth into Five States 

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Sport Clips Franchise - Jeremy Aydell - Adam Moskowitz - 1851 Franchise

How Two Sport Clips Haircuts Team Leaders Built a 27-Unit Portfolio in Louisiana and Mississippi

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Sport Clips Haircuts Isnt Chasing Growth - Its Building Better Franchisees

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Some franchise models are easier to grow than others, especially for operators looking to expand beyond a single market. For&nbsp;<a href="https://www.linkedin.com/in/jesse-keyser-sdmf-94513b10">Jesse Keyser</a>, who now owns more than 30&nbsp;<a href="https://sportclipsfranchise.com/">Sport Clips Haircuts</a> locations in the Midwest, that ability to scale has been central to his success.“While I was in college, I started working for a technology company until 2005,” Keyser said. “Then, I opened up my first Little Caesars Pizza with my younger brother and we ended up opening up five of those. We eventually got into other franchises and made the decision to build our portfolio with Sport Clips.”That early exposure to franchising shaped his mindset as an operator and set the stage for a multi-brand, multi-unit portfolio. But it was Sport Clips that ultimately stood out as the most scalable concept in his experience.<h2>From First Units to a 30+ Location Portfolio</h2>Keyser entered the Sport Clips system when the brand still had significant availability nationwide. “They had just over 700 locations open, but there was a lot of white space,” he said. “We got to cherry-pick great locations by getting in early. We have really great numbers.”Starting with a small initial investment, he quickly proved the model worked.“We originally bought a three-pack, and when we opened our third location, it broke the grand opening record, and then we did it again with our next location,” Keyser said. “I then started buying licenses and groups of 10. Eventually, we got into buying some existing locations too.”Over time, that mix of new development and acquisitions allowed him to build a portfolio spanning five states, positioning him as one of the system’s most experienced multi-unit operators.<h2>Built for Semi-Absentee, Multi-State Growth</h2>One of the defining advantages of the Sport Clips model is its support for semi-absentee ownership, a critical factor for operators scaling beyond a handful of units. For Keyser, that flexibility has been essential. “I manage these things remotely,” he said. “There is no need to be there every day because I can see what is going on based on the data.”The brand’s manager-driven structure allows franchisees to focus on leadership, performance and growth rather than cutting hair or managing daily operations themselves. Combined with strong reporting tools, this creates the visibility needed to support scale.“The operation is pretty simple, inventory is pretty simple,” Keyser said. “I can see what time they took their first client, what time they took their last client, etc. At the end of the week, I can look at the productivity numbers and track that.”That level of operational clarity is what enables multi-unit franchisees to expand confidently, even across multiple markets.<h2>Operational Simplicity Meets Recurring Demand</h2>Beyond the structure, the underlying business model plays a major role in scalability. Haircuts bring customers back regularly, giving operators a steadier flow of traffic than many other service businesses. Combined with a straightforward service model, this makes Sport Clips easier to grow across multiple locations.For Keyser, simplicity has been one of the biggest differentiators. “After being in six different franchise systems, Sport Clips stands out because the model is so simple and easy to manage that I can focus on the big picture instead of the day-to-day,” he said.That simplicity translates directly into scalability. Instead of reinventing operations with each new location, franchisees can replicate a proven system again and again.<h2>A Support System Built for Growth</h2>While the model itself is designed for scale, Keyser credits the franchisor’s support as a key driver behind his long-term success. “Of the six franchises I’ve been a part of, Sport Clips is the best when it comes to support,” he said.&nbsp;The brand supports franchisees at every stage, from site selection and store openings to day-to-day operations. That becomes especially important when operators start adding markets or taking on more locations.Another factor contributing to Keyser’s growth is the strength of its franchisee network.“One thing we always did when we got into the brand was reach out to as many franchisees with the brand as we could,” he said. “We were looking for a good mix of people who were wiser than us and people who were giving us growth opportunities.”That collaborative culture allows operators to share best practices, identify expansion opportunities and learn from one another — a key advantage for those looking to scale quickly.<h2>Thinking Bigger: Leadership Beyond the Unit Level</h2>As his portfolio has grown, Keyser has also expanded his role within the broader franchising community, serving on executive boards and engaging in industry advocacy.“In September, the IFA has the advocacy summit,” he said. “That is one of the most beneficial things I’ve learned and experienced in franchising in general. They will set up all your appointments to speak with all the elected reps where you have businesses.”His involvement has even extended to legislative efforts to support franchisees across industries.“For three years, we spoke about the tax rebate that bars and restaurants got since 1993, but salons didn’t,” Keyser said. “Through our own work on our own dime, we went to D.C. several times, and an updated policy got rolled into the Big Beautiful Bill — that was a great experience.”<h2>Why Sport Clips Works for Multi-Unit Operators</h2>For experienced franchisees looking to build large portfolios, Keyser’s journey highlights what makes Sport Clips a compelling platform for growth.It starts with a simple, repeatable operating model and is reinforced by strong unit economics, recurring customer demand and a manager-driven structure that supports semi-absentee ownership. Layer in a robust support system and a collaborative franchisee network, and the result is a brand built not just for single-unit success, but for long-term, multi-unit expansion.For Keyser, that combination has made all the difference.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://sportclipsfranchise.com/">https://sportclipsfranchise.com/</a>.

Keyser explains why Sport Clips proved to be a scalable fit for his long-term growth plans, helping him build a portfolio of more than 30 locations.

During the financial uncertainty of the late 2000s,&nbsp;<a href="https://www.linkedin.com/in/ted-mcmurdo-6173b3327/">Ted McMurdo</a> and his wife, Tina, began considering franchising as a steadier, long-term investment and a possible path out of corporate life. Together with their son,&nbsp;<a href="https://www.linkedin.com/in/riley-mcmurdo-057b561b/">Riley</a>, they launched a&nbsp;<a href="https://sportclipsfranchise.com/">Sport Clips Haircuts</a> business in Colorado, building a portfolio of sports-themed hair care locations specializing in grooming services for men’s and boys. Riley took on the work of opening the first location, building the team and running day-to-day operations while Ted provided the financial backing and Tina handled much of the back-office work.“We had talked about franchises for a long time, but I think the uncertainty of outside factors told him, ‘Now’s the time. If we’re ever going to do it, we should probably do it now,’” Riley said. “He approached me and said, ‘Would you go in on this with me?’ He put the money up and asked me to run the company and build up equity of my own in the business.”The family divided the work based on what each person could contribute to the business. Ted stayed close to the finances and big-picture decisions while continuing his career at Mobil, while Riley and Tina handled the daily work of getting the stores open, staffed and running.“We approached Riley about starting it with us, and we felt like it was a great opportunity to start our own business,” Tina said. “Riley and I started this journey together, and we learned together. I handled the back office, finances and accounting, while Riley handled the stores and management. That’s how it all began.”<h2>From One Store to a Regional Family Operation</h2>Their first&nbsp;<a href="https://1851franchise.com/sport-clips/info">Sport Clips</a> opened in 2010, with Riley handling the daily operations as the family learned the business. The next big step came in 2011, when the McMurdos bought an existing Castle Rock location that performed well enough to speed up their growth plans.“We built that first store from the ground up, hired the staff, and I was running the operations there,” Riley said. “Then we were approached by some Team Leaders who were exiting the system and asked if we wanted to buy their stores. One of them was Castle Rock, and that store really took off like wildfire once we got hold of it. That allowed us to grow faster than we had anticipated.”As the store count grew, more of the family moved into defined roles. Ted joined the business full-time after leaving Mobil in 2017. Riley continued to lead operations, later sharing the work with his brother-in-law,&nbsp;<a href="https://www.linkedin.com/in/jasonarnold303/">Jason Arnold</a>, who is married to Riley’s sister,&nbsp;<a href="https://www.linkedin.com/in/ashley-bailey-67785a3a9/">Ashlie</a>. Ashlie took on much of the accounting and administrative work, while Riley’s wife,&nbsp;<a href="https://www.linkedin.com/in/jessicamcmurdo/">Jessica</a>, became involved with payroll.Today, Riley and Jason oversee operations across the organization, while Ashlie manages much of the administrative work behind the scenes. Ted remains active as an adviser and mentor, handling store maintenance, reviewing projections and leading annual manager training sessions.“My dad’s main job right now is maintenance for the stores,” Riley said. “He also serves as a CEO adviser. He has years of experience in the business world, and he puts together projections for the company and presents them to us. He identifies areas where we’re doing well and areas that are concerning.”<h2>Why the McMurdos Are Growing on Their Own Terms</h2>The McMurdos currently oversee stores throughout Colorado and Wyoming and continue evaluating opportunities as they arise. Riley said the family is still interested in growth, but expansion decisions are now approached much more carefully than they were during the company’s early years.“We’re not in the business of going into areas we’re uncertain about,” Riley said. “It would have to be the right area, somewhere we’re comfortable with and where we’ve already seen success in similar markets.”The family believes the company can continue to grow while remaining manageable within its existing leadership structure. Maintaining the flexibility and culture of a family-run operation matters just as much as expanding the store count.“We feel like we can still do all this within the scope of the family,” Ted said. “We don’t really have to start thinking about hiring a CFO or specialized positions yet.”<h2>Keeping the Business in the Family Without Losing the Family</h2>The family aspect of the business has worked because each person’s role developed around real needs in the company. Rather than forcing a traditional corporate structure, the McMurdos built around the skills already inside the family, then adjusted as the business grew.Because so many family members are involved in the company, conversations about the business tend to spill into everyday life. A weekly operations meeting might eventually turn into discussions about family schedules, upcoming trips or who is bringing what to the next gathering.“You have to have a pretty strong relationship from the get-go,” Ted said. “We’ve always had really good communication. I cannot say there haven’t been disagreements, but we always work through those. Nobody takes themselves so seriously that they are going to walk away from it.”The same mindset carries over into how the family works together after difficult decisions must be made. Because the business partners are also parents, siblings, spouses and in-laws, the McMurdos have had to learn how to protect the relationships around the business as carefully as they manage the company itself.“The six of us — Riley and his wife, Ashlie and her husband, Ted and me — are very respectful of each other and appreciative of one another,” Tina said. “You have to remember that after the meeting, you may still be going to lunch together, having dinner together or attending a family function together. You have to be kind and understanding. We all want what is best for the business.”In 2020, Ted and Tina put a formal structure in place around the transition that had already been underway within the company. Riley and Jessica became one-third owners, Ashlie and Jason became one-third owners, and Ted and Tina kept the remaining ownership stake and voting control.For Tina, the ownership transition reflected what the family had been building toward from the beginning. Riley helped launch the business, grew with it and gradually took on more responsibility as the rest of the family became involved. That history is part of why the business still feels personal even as the company continues to expand.“I think it’s important that people understand Riley was part of the business from the very beginning,” Tina said. “When we talked about legacy and eventually passing it on, that was always the plan.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sport-clips">https://1851franchise.com/sport-clips</a>.

Ted, Tina and Riley McMurdo built their business together from the beginning, gradually bringing more family members into leadership as their store count grew to more than 20.

Scaling a franchise operation to 27 locations is not about speed alone. For&nbsp;<a href="https://www.linkedin.com/in/jeremy-aydell-096604231">Jeremy Aydell</a> and&nbsp;<a href="https://www.linkedin.com/in/adam-moskowitz-1851bb27">Adam Moskowitz</a>, it has been about building the right foundation and then growing from there.Today, the duo operates a 27-unit&nbsp;<a href="https://sportclipsfranchise.com/">Sport Clips Haircuts</a> portfolio across Louisiana and Mississippi, supported by a long-tenured team, a strong leadership bench and a culture that prioritizes both personal and financial success for Team Members. Their journey offers a clear case study in how investing in people drives sustainable, multi-unit growth.<h2>From Corporate Career to Scalable Franchise Growth</h2>Aydell’s path into franchising was driven by a desire for control and long-term stability.&nbsp;“I went to Louisiana and became a CPA. I eventually wanted something different and was able to dive into franchising, which had always been appealing to me,” Aydell said. “It was a proven business model, and I figured with my background, it was smart to ensure the future.”After experiencing uncertainty in the corporate world, he began exploring industries that offered resilience and long-term demand. “I started looking into the hair care niche. It was recession-proof and couldn’t be taken away by technology,” he said. “I loved meeting the Sport Clips team, and the team was very instrumental in having me sign on because they seemed like good people.”Starting with a three-pack in Louisiana, Aydell and his wife, Lori, who joined the business as chief financial officer, built their&nbsp;<a href="https://1851franchise.com/sport-clips/info">Sport Clips</a> operation methodically. “We took the leap of faith and started with a three-pack, and opened up our first location in Louisiana,” he said. “Then we opened up the second location, and moving forward, we were able to acquire three additional stores. We went from two to five and started adding units.”That steady, disciplined growth became a defining characteristic of their operation. “For me personally, the slow but steady growth was best,” Aydell said. “We set ourselves up financially to continue growing and pay down debt.”<h2>Strengthening the Operation with Strategic Leadership</h2>The addition of Moskowitz marked a turning point for the business, bringing a new level of operational depth and scalability.&nbsp;“For the last 22 years, I’ve been involved in franchising, both on the franchisee and the franchisor side,” Moskowitz said. “From 2015 until the end of 2024, I was working with Sport Clips and really fell in love with the brand.”Having worked inside the system at the franchisor level, he saw firsthand what differentiated top-performing operators. “I was looking at way too many opportunities for the brand to be operated at a higher level,” he said. “When you fully embrace&nbsp; the business model, you can really see it at a higher level.”The partnership came together through a shared opportunity to acquire 10 additional locations in 2025. Now serving as chief operating officer of their group,&nbsp;<a href="https://www.youtube.com/@sportclipsteamaydell">Sport Clips Team Aydell</a>, Moskowitz has helped streamline operations and improve performance across the portfolio.&nbsp;“This was a pivotal moment for us. I was at a crossroads of scalability. I wanted to grow more, but I needed a strong operating partner to help manage the bandwidth and support the vision over the long term. Investing time and resources into the right people is one of the greatest long-term investments you can make because the return compounds far beyond today’s results. Having him come on board has completely changed the game and given me another decision maker to bounce ideas off of,” Aydell said. “He has really enabled me to grow much quicker and with far more confidence in the future.”At the core of their success is a clear, consistent philosophy: build a culture where employees want to stay. “The best businesses have a documented structure and best practices,” Moskowitz said. “But it’s a people business. It’s all about people — service, relationships, Team Members.”That philosophy aligns closely with the broader Sport Clips system,&nbsp;<a href="https://1851franchise.com/sport-clips/sport-clips-franchise-growth-strategy-2732090#featured">which emphasizes leadership, team development and a manager-driven operating model</a>. “I loved the core values of the company,” Moskowitz said. “Do what’s right, do what’s best, treat others the way they want to be treated. All of those things really tie back to people.” That focus on people has translated directly into long-term retention and operational stability across their locations. “Having great people on the team is essential,” Aydell said. “You can’t run a multi-unit operation of 27 stores without having great management.”<h2>Built for Multi-Unit Expansion</h2>The structure of the&nbsp;<a href="https://1851franchise.com/sport-clips-franchise-growth-strategy-2732090">Sport Clips model</a> has also played a significant role in enabling Aydell and Moskowitz to scale. “Because this business isn’t usually owner-operated, it’s much easier to scale,” Moskowitz said. “You have to be present for your teams, but you don’t have to go in and cut hair every day.”Instead, the model allows Team Leaders to focus on operations while licensed Stylists deliver the service. “As a multi-unit Team Leader, this is an easier business to operate than most,” he said. “But it also comes with its fair share of challenges.”That balance of simplicity and scalability has made it possible to grow to 27 units while maintaining operational consistency. “As with any franchise, your first one is the most important one,” Moskowitz said. “If you don’t have it right the first time, your chances of expanding are much lower.”<h2>A Shared Vision for the Future</h2>As their operation continues to grow, both partners remain focused on long-term impact.For Moskowitz, the decision to become an owner was about more than growth. It was about control and quality of life. “This was all about finding work-life balance for my family while also taking a significant leap of faith to invest in myself, my future, and the people around me,” he said. “I’ve always believed that when you invest time and money into people today, the long-term return comes back even greater in the future. Seeing both of those things come to fruition has made the journey incredibly rewarding.”For Aydell, success has created the opportunity to give back and advocate for the industry. “My focus now is on advancing the cosmetology industry. It’s been great to bring focus to what a great industry it is,” he said. “It’s a fantastic business with fantastic people.”Aydell and Moskowitz’s 27-unit operation demonstrates how the Sport Clips Haircuts model, when paired with strong leadership and a people-first mindset,&nbsp;<a href="https://1851franchise.com/sport-clips/franchise-opportunity-2731977#featured">can create a highly scalable and sustainable business</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sport-clips">https://1851franchise.com/sport-clips</a>.

Jeremy Aydell and Adam Moskowitz grew their Sport Clips operation around steady expansion and a people-focused culture that gives Managers room to grow.

Few franchise categories offer the kind of built-in demand and recurring revenue that men’s grooming does. Haircuts aren’t optional; they’re routine, and that consistency has created one of the most scalable, resilient business models in franchising today.<a href="https://sportclipsfranchise.com/">Sport Clips Haircuts</a> has spent more than 30 years proving how powerful that model can be. Now, with nearly 1,800 locations across North America and a renewed focus on expansion in 2026, the category leader is entering a new phase and opening the door for experienced operators and growth-minded entrepreneurs to step in and scale.“We’re in a place now where we are ready to really accelerate our franchise expansion, focusing on net positive growth with our store counts after slowing down for the past few years following the pandemic,” said&nbsp;<a href="https://www.linkedin.com/in/brent-greenwood-cfe-b6a5527">Brent Greenwood</a>, vice president of franchise development. “Our leadership team is focused on expanding into both open territories and mature markets, making it a strategic moment for savvy entrepreneurs to get involved.”<h2>A Proven Brand With More Than 30 Years of Staying Power</h2>When Sport Clips was founded in 1993, the company saw an opportunity. While most salons were trying to be everything to everyone, Sport Clips decided to focus exclusively on men and boys. They recognized a major gap in the market and built an experience specifically for that underserved customer. That early decision to be different helped Sport Clips become a leader in the category, and over the last three decades, the brand has perfected and expanded its model.&nbsp;“I’ve been in this industry since 1979, and in the early ’90s, no one was going after the men and boys’ market,” said&nbsp;<a href="https://www.linkedin.com/in/gordon-logan-b711767">Gordon Logan</a>, founder and chairman of Sport Clips. “We felt like there was a real opportunity, and it turns out we were right.”That focused positioning continues to serve as a competitive advantage. Today, Sport Clips is easily one of the most recognized names in men's grooming, having generated billions in total haircut sales and established a massive presence across the United States and Canada.&nbsp;<h2>A Recession-Resistant, AI-Resistant Business Model</h2>According to market research, the global male grooming market is<a href="https://www.esteticaexport.com/the-rise-of-the-barber-industry-how-tradition-meets-innovation-in-a-global-grooming-revolution/"> expected to reach $110 billion by 2030</a>, growing at a compound annual growth rate of 5.5%. Haircuts are not discretionary purchases that can be delayed indefinitely. This creates a level of demand stability that is difficult to replicate in other industries.“This is a recession-resistant business,” Greenwood said. “I’m not going to say pandemic-proof, but it certainly is resilient, and it is also resistant to AI as well, which offers stability that is more important than ever.”Because customers typically return every three to four weeks, franchisees benefit from predictable traffic patterns and recurring revenue streams.&nbsp;“The recurring revenue opportunity is tremendous,” Greenwood said. “As long as men and boys have hair, they’re going to need a place like Sport Clips.”This frequency not only supports steady top-line performance but also allows operators to build strong relationships with their customer base over time. And with an&nbsp;<a href="https://aibm.org/research/male-loneliness-and-isolation-what-the-data-shows/">ongoing male loneliness epidemic</a>, that social interaction is becoming increasingly important to customers.&nbsp;<h2>Built to Scale: A Manager-Driven Model</h2>A defining feature of the Sport Clips franchise opportunity is its manager-led operating structure, which is intentionally designed to support multi-unit growth. Franchisees, referred to as “Team Leaders,” are not required to have experience as stylists. Instead, their role centers on leadership, team development and operational oversight, while licensed professionals handle the technical aspects of the service.“Our model is designed to allow investors to keep their full-time careers as they grow,” Greenwood said. “It’s about leading managers, building culture and driving performance.”This setup gives franchisees room to expand beyond one store without having to manage every daily task themselves. As they grow, they can develop a team to oversee several locations and help deliver a consistent experience across the business. Sport Clips owners usually run around nine stores, which really shows just how well this model supports opening multiple units.“After being in six different franchise systems, Sport Clips stands out because the model is so simple and easy to manage that I can focus on the big picture instead of the day-to-day, which is what’s allowed me to scale across multiple states,” said&nbsp;<a href="https://www.linkedin.com/in/jesse-keyser-sdmf-94513b10/">Jesse Keyser</a>, a multi-unit franchisee who currently owns more than 30 locations.&nbsp;In addition to the inherent strengths of the model, Sport Clips provides comprehensive support throughout the lifecycle of the business. From site selection and lease negotiation to training, marketing and ongoing operational guidance, franchisees are equipped with the resources needed to build and grow their locations successfully.“We only open as many salons as we can support,” Greenwood said. “We want our team leaders to do well over the long term.” At the unit level, Sport Clips reports an estimated initial investment of approximately $226,800 to $580,500 per location, including franchise fees and startup costs. Stores averaged $528,535 in net sales systemwide, according to the brand’s 2026 FDD.&nbsp;<h2>A “Family Feel” Brand Without Private Equity Pressure</h2>In an industry where many franchise systems are backed by private equity firms, Sport Clips has intentionally maintained its independence. This decision reflects a broader philosophy centered on long-term relationships and sustainable growth rather than short-term financial gains.“We’re a huge brand without any sort of private equity influence,” Greenwood said. “We have no interest in taking PE dollars.”This independence lets the company focus on creating a supportive, team-oriented atmosphere for franchisees — something it internally calls a “family feel.” For the operators, this means a closely aligned partnership with the franchisor, where choices are made to benefit the whole system, not just to meet the demands of outside investors.“We want a different type of relationship with our franchisees,” Greenwood said. “ It's more personal, and you lose that with private equity influence.”<h2>Why Now: A Strategic Window of Opportunity</h2>When it comes to deciding on a franchise investment, timing is everything, and the leadership at Sport Clips believes right now is a particularly good moment. The brand has come through the system-wide adjustments following the pandemic with a sharper growth strategy and is eager to expand. New opportunities are also opening up in established markets, and the current economic climate continues to highlight the value of a recession-resistant business model.“We’re opening up mature markets for single-unit entry points,” Greenwood said, “primarily to create bench strength for what we know is going to be demand for future acquisitions.”This strategy lets new operators enter established territories and build toward future expansion. At the same time, Sport Clips continues to identify white space opportunities across the country, particularly in regions where population growth and demographic trends support long-term demand, such as the Pacific Northwest, the Northeast, California, Michigan (including greater Detroit) and select Southern and Midwest markets.“We have an optimization plan that gives us a runway for growth over the next 15 to 20 years,” Greenwood said. “We could technically more than double in size.”For prospective franchisees, this convergence of factors, including stabilized operations, expanded territory availability and consistent demand, creates a compelling case for entering the system now. However, leadership emphasizes that these opportunities will not remain open indefinitely as markets continue to fill.“The runway is not going to last forever,” Greenwood said. “At some point, those who waited are going to miss out. The timing couldn’t be better.”As the brand grows, Sport Clips remains highly selective in its approach to franchise development. The company prioritizes candidates who bring strong leadership capabilities, a commitment to team building and a desire to scale their business over time. While prior experience in haircare is not required, success within the system depends heavily on the ability to lead people, manage operations and foster a positive culture within each location.“We’re very discerning,” Greenwood said. “It’s a people business, and success depends on how well you lead your team.”Many of the brand’s most successful franchisees have backgrounds in multi-unit retail, operations or franchising, allowing them to leverage their experience as they expand within the system.With more than 30 years of proven success and a forward-looking strategy focused on growth and innovation, Sport Clips is well-positioned for its next chapter. For entrepreneurs seeking a franchise opportunity that combines stability, scalability and long-term potential, the brand offers a compelling path forward.“We’ve been successful for over 30 years,” Greenwood said. “But we still have a lot of runway left.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://sportclipsfranchise.com/">https://sportclipsfranchise.com/</a>.

With nearly 1,800 locations, a manager-driven model and new entry points in mature markets, Sport Clips is opening the door for the next generation of franchise owners.

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Learn more about the investment behind the top-rated men's hair franchise, offering hair salon and styling services within a uniquely immersive sports-themed environment.

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How Sport Clips Haircuts Keeps Men Coming Back and Why That Loyalty Is Fueling the Brand’s Next Phase of Growth

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