1851

Some people say that working with family is impossible, but as Randy Bergeson and his sons&nbsp;<a href="https://www.linkedin.com/in/josh-bergeson-31013314/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=subway-and-mooyah-owners-open-first-of-multiple-laynes-chicken-fingers-in-wisconsin-2724879" target="_blank" rel="nofollow">Josh</a> and&nbsp;<a href="https://www.linkedin.com/in/lucasbergeson/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=subway-and-mooyah-owners-open-first-of-multiple-laynes-chicken-fingers-in-wisconsin-2724879" target="_blank" rel="nofollow">Lucas</a> look to open Wisconsin’s very first&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne&#x2019;s Chicken Fingers*</a>, the Soon to be FamousTM chicken franchise, they can’t envision doing business any other way. The family affair all started back with Randy growing up in his family’s Italian restaurant, and continued when he began running restaurants of his own. The first restaurant the three of them worked in together was a&nbsp;<a href="https://www.subwayfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=subway-and-mooyah-owners-open-first-of-multiple-laynes-chicken-fingers-in-wisconsin-2724879" target="_blank" rel="nofollow">Subway</a> location when Josh and Lucas were still in middle and high school.Once the two came back from college, they found their way back into the family business. In 2015, the family opened the first of five&nbsp;<a href="https://mooyahfranchise.com/?utm_source=google&amp%3Butm_medium=search&amp%3Butm_campaign=incentive&amp%3Bgclid=CjwKCAiA1-6sBhAoEiwArqlGPuPAU-7DDTFGidJjKX0VLgvmcYqWx6ilEnNWaWtThIifeJV49z5gyhoCZDgQAvD_BwE&utm_source=1851franchise.com&utm_medium=article&utm_campaign=subway-and-mooyah-owners-open-first-of-multiple-laynes-chicken-fingers-in-wisconsin-2724879" target="_blank" rel="nofollow">MOOYAH</a> locations. Now, the family business is growing and diversifying further, with a new&nbsp;<a href="https://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=subway-and-mooyah-owners-open-first-of-multiple-laynes-chicken-fingers-in-wisconsin-2724879" target="_blank" rel="nofollow">Layne’s Chicken Fingers</a> franchise in Janesville, Wisconsin expected to open spring of 2024, with two more locations coming to Wisconsin in the near future. The family compared many chicken brands, but found that none compared to Layne’s. What made Layne’s stand out in the highly populated chicken industry? The supportive corporate team, a successful business model and, most importantly, the best chicken fingers the Bergeson’s had ever tasted.&nbsp;“We decided if we were going to be in such a saturated market, we needed to have the best chicken to be able to say we are as good or better than everybody else in this space. We did a lot of side by side comparisons with other chicken tender concepts, and nothing stood up to Layne’s,” explained Lucas.1851 franchise spoke with the Bergesons about their journey into franchising and their plans for the future.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?Randy:&nbsp;I started in the restaurant business at a young age. My family had an Italian restaurant when I was in middle and high school, and then after I got married, I was working for Hardee’s and Culvers for 15 to 20 years. After that, I started a Subway in our small community of Darlington, Wisconsin. That’s where the boys got their start in the restaurant world. Once the Subway was established, we went on to grow a few other businesses together, including opening our first MOOYAH in 2015. Luke was the first one that wanted to follow me into the restaurant business, and then Josh thought that was a good idea. I was a little hesitant at first, but we make a great team.&nbsp;Having owned both independent businesses and franchises, franchising is much easier to scale. A private concept gives you extra freedom, but there is a lot of added risk.&nbsp;Josh: After my dad bought a Subway when I was 11, I started working there more and more up through high school. However, our mother is a teacher, and she was adamant that we needed to go to college and get a degree. It was Lucas who wanted to go into the restaurant business with my dad since high school, but our mother told him he needed to go get a degree, as well. We both went to University of La Crosse - Wisconsin, and I got a degree in business, finance and economics and had no interest in working in restaurants beyond college.&nbsp;I worked in a couple different restaurants during college, including some casual dining spaces as a cook, so I understood the industry from that experience. After graduation, I worked in employee health insurance benefits for a couple of years. I enjoyed it, but it wasn't what I wanted to do long term. When my dad and brother found MOOYAH, I thought I might as well ask to join them. Now we're five in with MOOYAH and looking to diversify.&nbsp;Lucas:&nbsp;All throughout high school, I loved working with my dad and in the restaurants. I loved taking care of customers, being in the community, working with other employees and taking on a&nbsp; training role. I had no interest in school. I worked hard and got good grades because our mom made sure we knew that was important, and she was right.&nbsp;After graduating college, I worked in sales and marketing for an IT security startup for about nine months while we were still searching for our first location. I really enjoyed it, but it solidified my desire to be in restaurants, not in an office in front of the computer all day.&nbsp;Our fourth business partner is Yodani Hernandez. Yodani and I have worked side by side for the last eight years. He's an immigrant from Mexico who was a roofer by trade, but found his calling in our restaurants. It's been amazing to see him grow from line cook all the way to area manager to Director of Operations. We made the decision a couple years ago to make him an equal partner in every new project moving forward. He's like a brother to us, and we couldn't imagine doing this without him.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?Josh: Luke and I were naive coming into it. We didn't have a lot of expectations because we were pretty young. I was 26 and Luke was 23.&nbsp;Lucas: Our first experience with franchising was with Subway, which has a very robust, streamlined system. There’s not a lot of creativity needed, which is a good thing in terms of scalability. However, when you go into franchising with a younger, newer business, the brand is still figuring some things out and franchisees are more a part of that process. We didn’t initially realize that not all franchises are created the same, but we have also learned that we thrive in the beginning stages.&nbsp;Randy:&nbsp;Every franchising experience is different. Some things will be enjoyable and some aspects will be difficult.1851:&nbsp;What made you pick this brand? What excites you most about this company?Lucas:&nbsp;What really drew us to the brand was the leadership team and the food. The Chief Operating Officer is someone who we really respect and trust. He's an expert in operations and supply chains which is pivotal when you’re franchising nationwide. After meeting with him, the CEO and the rest of the leadership team, we knew this was a brand that was ready to explode onto the scene.&nbsp;We decided if we were going to be in such a saturated market, we needed to have the best chicken to be able to say we are as good or better than everybody else in this space. We did a lot of side by side comparisons with other chicken tender concepts, and nothing stood up to Layne’s.&nbsp;1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Josh:&nbsp;We pursued this opportunity because we already have five MOOYAH locations, and we are looking to diversify. We wanted something a little bit different but still in the same vein. Franchising has allowed us to create a lot of good opportunities for our people because our team grows with us.&nbsp;We want to repeat those benefits to our team and community with Layne’s and are looking to grow as soon as we are able.&nbsp;1851:&nbsp;What is the one thing about your story you want us to know?Randy:&nbsp;In business ownership, a lot of people think they'll hire a manager and get the money without having to be too involved. If you have that attitude, you’ll fail. All three of us were in the restaurants pretty much every day, working long shifts, trying to figure out what our mistakes were and keep growing. Now, we have a very stable long-term employee base, and we’re able to open another location with some of our team members as managers.&nbsp;Lucas:&nbsp;People always ask us how we can work with family. What works really well is that our strengths and weaknesses complement each other. I couldn't do it without Josh and Randy, and they couldn’t do it without me. Not only are we able to work with family, but we love it and we can't imagine doing this business without family. We also have Yodani, which is quite unique, because we have brought him in as another owner and he is basically my second brother now. We count him as family, too.&nbsp;1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Josh:&nbsp;If you're going into the restaurant world, you have to be willing to work at every level of your business to understand it. If you do this, you can walk in and hold people accountable, because you know what doing something right looks like. You will be able to hop in and not have to rely on any one individual. You and your employees will develop a mutual respect for each other through this, too.ABOUT LAYNE'S CHICKEN FINGERSFounded in 1994 in College Station, the original location became a Texas A&amp;M legend known for its small-town charm, friendly service, iconic chicken fingers and secret sauce. While opening corporate locations across the Dallas-Fort Worth area, the leadership team focused on fine tuning its operations and starting to franchise.&nbsp;&nbsp;Franchise opportunities range from $545,000 to $1,190,000 with different buildout options available. Learn more about franchising<a href="https://www.layneschickenfingers.com/franchising/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=subway-and-mooyah-owners-open-first-of-multiple-laynes-chicken-fingers-in-wisconsin-2724879" target="_blank" rel="nofollow">&nbsp;here</a>.

Layne’s Expands in Wisconsin With Father-Sons Team

1851 Franchise

The father and sons team is excited to bring good food and employment opportunities to their Janesville, Wisconsin community with their Layne’s franchise.

Subway and MOOYAH Owners Open First of Multiple Layne’s Chicken Fingers in Wisconsin

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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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Pool Scouts

How a Pool Scouts Owner Built Control and Long-Term Growth

Create Wealth Through Franchising Podcast: How a Pool Scouts Owner Built Control and Long-Term Growth

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Jersey Mike's Takes First Steps Towards Initial Public Offering

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

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FTC Settlement Puts New Focus on Franchise Disclosure Standards - 1851 Franchise

FTC Settlement Puts New Focus on Franchise Disclosure Standards

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units - 1851 Franchise

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

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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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Based in Sumter, South Carolina,&nbsp;<a href="https://www.linkedin.com/in/jason-dubose-sphr-shrm-scp/">Jason DuBose</a> has built his career on a simple philosophy: people’s stories matter. Having navigated the complexities of caring for his own parents and now supporting his mother-in-law, DuBose is turning his dedication to service into a business with&nbsp;<a href="https://www.griswoldcare.com/">Griswold</a> to provide reliable in-home care to families in South Carolina.Today, after officially opening his doors in March 2026, DuBose serves six counties, including Sumter and Kershaw. His mission is fueled by the faces he saw while responding to welfare checks as a volunteer firefighter — people who just needed a helping hand to stay safe at home. By combining his HR expertise with a genuine love for people, DuBose is proving that the best business owners aren’t just managers; they are our neighbors who care.DuBose sat down with 1851 Franchise to discuss his whirlwind transition from the beauty industry to home care and why he’s ready to “pound the pavement” for the people of South Carolina. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Jason DuBose: I’m a proud Texan by birth, but South Carolina has been home since my youth. My father was in the Air Force, which is how we came to Sumter. This is where I met my wife, Tracy. I was actually her first kiss in middle school! We’ve been together for nearly 30 years and married for over 20, and our 18-year-old son, Mason, graduates from high school this year.Family is the center of my universe. Between Tracy and me, we have one surviving parent, her mother, Pailyn. She goes by Lyn and is just about the sweetest, toughest little old lady I’ve ever met. She’s survived multiple bouts of cancer and still manages a koi pond and four big rescue dogs. Being her support team is an example of exactly what Griswold is about.1851: What did you do before franchising, and how did you decide franchising made sense for you?DuBose:&nbsp;I spent almost 30 years in human resources across a wild range of industries, everything from timber processing and meatpacking to my last role in the "clean and conscious" beauty space.I'd always thought about maybe starting a business of my own, but the moment actually kind of came through volunteering. I went through rookie school to become a volunteer firefighter at age 50. While out on calls, I kept seeing seniors struggling with falls, welfare checks and other situations where they simply needed help. I looked at various service brands, but home care was the only thing that touched me personally.1851: What was your perception of franchising before becoming a franchisee, and what do you want people to know about franchising now that you are in it?DuBose:&nbsp;I don’t think a lot of people realize that two out of three businesses they pass on the road are actually franchises. I knew I wanted to build something, but I didn’t necessarily have a unique idea in mind. Franchising offered a proven system I could get behind.Now that I’m in it, I realize how much the new owner perspective matters. During my research, I specifically asked to talk to people who had been in business for less than six months. Hearing about their current pain points, the startup challenges, was much more relevant to me than talking to someone ten years in. It prepared me for the reality of the daily grind.1851:&nbsp;What made you pick this brand? What excites you most about this company?DuBose:&nbsp; It started with a social media outreach from Griswold. The team was infectious. They didn't just talk about numbers. They related everything back to me as a person and my family.What excites me is my cohort of fellow new owners. We have an open chat running constantly, where we celebrate a win or share advice on everything from hiring to growing the business. Having this tether to a group of people going through the exact same whirlwind is a godsend.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;DuBose:&nbsp;I hope that we can do a lot of good first and foremost. If we're doing it right, and this is one of the big takeaways I took from the training with Griswold, we're not recreating the wheel. People have been providing care to their loved ones and others for thousands of years. I just want to do the small things incrementally better than everyone else.&nbsp;1851:&nbsp;Is there anything else about your story you want us to know?DuBose:&nbsp;Starting this business has been a whirlwind. I’m a high-energy person, and I’ve realized that while I’m blessed to be on this journey, I have to stay grateful and grounded. I want people to know that I’m not just running a business, I’m one of their neighbors.&nbsp;1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?DuBose:&nbsp;You have to believe in something to be able to promote it, otherwise it shows all over your face. Also, do your research on the logistics. I wish I’d had a deeper understanding of the ROBS funding process before I started. Most importantly, find a brand that fits you. When things get tough, that personal connection to the work is what keeps you moving forward.ABOUT GRISWOLD:With over 200 locations across 30 states, Griswold is one of the country’s top home care companies, providing and referring professional, compassionate Caregivers around the clock. Griswold’s “Live Assured” promise gives both clients and their loved ones peace of mind, so they can live without the weight of worry. Griswold helps adults maintain quality of life despite advanced age, onset of illness, or post-surgery recovery through services including companion care, home services, personal care and respite care. Founded by the late Jean Griswold in 1982, the company has maintained its founder’s profound sense of empathy for older and disabled adults and those living with chronic conditions. Griswold has been recognized as one of the top 500 franchises in Entrepreneur’s 2026 Franchise 500® and named a 2023, 2024 and 2025 Best of Home Care® Endorsed National Provider. For more information, visit&nbsp;<a href="http://www.griswoldcare.com">www.GriswoldCare.com</a> or call 215.402.0200.

image of griswold home care franchisee in south carolina, jason dubose

After responding to welfare checks as a volunteer firefighter and navigating care for his own family, Jason DuBose opened Griswold to help seniors remain safe at home in Sumter and beyond.

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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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