1851

At just 23 years old, <a href="https://www.linkedin.com/in/mackenzie-kilgariff-004094143/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=the-great-franchisees-mackenzie-kilgariff-and-brittany-ishman-two-men-and-a-truck-new-jersey-2717984" target="_blank" rel="nofollow">Mackenzie Kilgariff</a> is one of the youngest franchise owners with <a href="https://franchise.twomenandatruck.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=the-great-franchisees-mackenzie-kilgariff-and-brittany-ishman-two-men-and-a-truck-new-jersey-2717984" target="_blank" rel="nofollow">TWO MEN AND A TRUCK*</a>®, the 380-unit moving franchise. Kilgariff started her career as a marketing intern with the brand before rising through the ranks to a general manager position. Now, thanks in large part to <a href="https://1851franchise.com/twomenandatruck">TWO MEN AND A TRUCK</a>’s scholarship program, which covered the bulk of her initial franchise fees, Kilgariff has teamed up with her mentor, <a href="https://www.linkedin.com/in/brittany-ishman-phr-73834b27/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=the-great-franchisees-mackenzie-kilgariff-and-brittany-ishman-two-men-and-a-truck-new-jersey-2717984" target="_blank" rel="nofollow">Brittany Ishman</a>, to open New Jersey’s third TWO MEN AND A TRUCK territory.We spoke to Kilgariff and Ishman to learn more about their journey to franchising and their experience with the fast-growing moving brand.<h4>1851 Franchise: Tell us your story – what did you do before franchising?</h4>Mackenzie Kilgariff: I started with TWO MEN AND A TRUCK as an intern my freshman year of college at Westchester University. I had originally gone into college with a criminal justice background and wanted to become a cop but soon realized that it wasn’t the right path for me. My uncle owned the Philadelphia TWO MEN AND A TRUCK location and recommended that I pursue the marketing internship to get career experience — and I never left. I stayed with TWO MEN AND A TRUCK and moved into a sales position for two years during college as well.&nbsp;Brittany Ishman: I originally discovered TWO MEN AND A TRUCK when I was matched with a temporary position in their human resources department. I was covering for someone on maternity leave but when she returned, I was offered a permanent position and became a manager at the Home Office working in risk management and compliance. I helped build their human resources department and that’s where I saw how much fun the franchisees were having and thought that would be a great fit for me as well. I bought the rights for TWO MEN AND A TRUCK in Princeton five years ago and now co-own the Brunswick rights with Mackenzie as she begins her journey as a franchisee.<h4>1851: Why did you pick franchising over starting your own business?</h4>Ishman: Franchising is nice because of the tools and support. TWO MEN AND A TRUCK has its blueprint laid out with training and offers top-notch support. I also own two other franchises in the beauty and wellness industry.<h4>1851: When did you start looking for a franchise opportunity with TWO MEN AND A TRUCK? How long until you signed?</h4>Kilgariff: ?I looked into the franchising opportunity when I looked into the Scholarship Program TWO MEN AND A TRUCK offers two years ago. I always knew I did want to own my own business and this felt like the perfect fit.&nbsp;<h4>1851: How did you perform your research?&nbsp;</h4>Kilgariff: ?A lot of it was internal knowledge that I had gained from TMT. I also learned a lot from Brittany. She was a great mentor and was not afraid to throw challenges my way. I also spoke with other franchisees and asked about their experiences.&nbsp;<h4>1851: What could have scared you away from the opportunity? ?</h4>Kilgariff: Moving is a very tough industry. It’s long hours, unhappy customers, and intense regulations. It takes certain people to be in an industry like this just due to the nature of it. No day is ever the same, and sometimes that is scary but very rewarding.<h4>1851: Why did you pick TWO MEN AND A TRUCK? What excited you most about the potential?</h4>Kilgariff: I graduated from Westchester University in the midst of the pandemic and I was worried about what my next step would be, so I looked at the one thing that had been consistent in my life for four years - TWO MEN AND A TRUCK. I expressed an interest in becoming even more involved and everything seemed to fall into place from there. I began an operations management role before moving up to a general manager position. During my time with TWO MEN AND A TRUCK, I saw that the franchise owners have a deep passion for the brand and for seeing others succeed. Franchisees aren’t only interested in their own success, but that of everyone else in the franchise system. That comradery is why I wanted to stay with the brand. In addition to that, I love how involved with the community TWO MEN AND A TRUCK is. We just completed a Toys for Tots campaign where we helped transport all of the toys.TWO MEN AND A TRUCK offers a scholarship program in which managers who have been in the position for at least a year have an opportunity to go back to TWO MEN AND A TRUCK school. It’s a year-long process —&nbsp; every month I learned a new aspect of the business. It really helped me see the business from a new perspective. Instead of solely focusing on the day-to-day operations, I was also focused on the bigger picture. Throughout the process, I learned how to run the business as a franchisee and I was recently awarded a scholarship that covers 80% of the franchise fee. I will open my first location, with my co-owner and mentor Brittany Ishman, which covers Brunswick, New Jersey, this March. It will be New Jersey’s third TWO MEN AND A TRUCK location.<h4>1851: What trends are you seeing in your local community?&nbsp;</h4>Kilgariff: We haven’t stopped since the pandemic started. We’ve completed over 4,100 moves since March 2020.Ishman: In 2020, the Princeton location had one of the top sales revenue for the entire system.&nbsp;<h4>1851: What makes you stand out as a unique business owner in the local community?&nbsp;</h4>Kilgariff: ?We do a lot of community service, that I love to be a part of. I love driving the trucks in the parades and going out on moves that benefit my community. We give a lot of donations to our local shelters, free moves to people in need in the community, transport food donations to food banks, and so much more. I think a lot of people my age are so ready to get their phones out and show everyone what they are doing, but it's also about the person you are and the leader you have to be when no one is watching you. (Hope that makes sense) I like just knowing that I am doing the right thing for my community.&nbsp;<h4>1851: What are your dreams with the business? What does the future look like?</h4>Kilgariff: I want to become the queen of moving in New Jersey. There’s so much opportunity for growth with TWO MEN AND A TRUCK. More than half of the Garden State isn’t serviced by TWO MEN AND A TRUCK and my goal is to change that. Brittany and I are two young women in a male-dominated field and we intend to shake it up.&nbsp;<h4>1851: What advice would you have for others looking at buying a franchise?</h4>Ishman: Do your research — owning a business is not an easy task so you need to be sure you love it. It’s also important to learn about your market and competitors and talk to other franchisees for advice.Kilgariff: It’s also so important to make sure you take care of your employees.<h4>1851: What do you do in your personal time?</h4>Kilgariff: Talking about TWO MEN AND A TRUCK. I’m so passionate about this brand. I also like to travel, whether it's hiking or going to the beach.&nbsp;Ishman: I have a son that’s about to be a year old so I love spending my time with him.&nbsp;<h4>ABOUT TWO MEN AND A TRUCK&nbsp;</h4>Headquartered in Michigan, TWO MEN AND A TRUCK is the largest franchised moving company in North America. Currently, there are more than 380 locations and 3,000 trucks operating in 46 U.S. states in addition to Canada, Ireland and the UK. TWO MEN AND A TRUCK has performed more than 8.5 million moves since its inception in 1985 and has seen consistent growth dating back to December 2009. In 2021, Entrepreneur Magazine ranked TWO MEN AND A TRUCK as one of the top 500 franchises in the U.S. for the 26th consecutive year. Franchise Business Review also named TWO MEN AND A TRUCK a 2021 Top 200 Franchise and Top Recession-Proof Franchise. As of August 2021, TWO MEN AND A TRUCK has joined the ServiceMaster brand. ServiceMaster was founded as one of America’s first franchise businesses and does business under six brands today across 50 states and nine countries that generate more than $3.3B in system-wide sales: ServiceMaster Restore, ServiceMaster Clean, Merry Maids, TWO MEN AND A TRUCK, AmeriSpec and Furniture Medic.&nbsp;For franchising opportunities, visit franchise.twomenandatruck.com.

The Great Franchisees: Mackenzie Kilgariff and Brittany Ishman, TWO MEN AND A TRUCK®, New Jersey

1851 Franchise

Leveraging a scholarship to cover initial fees, the 23-year-old general manager and her business mentor are two of the newest franchise owners with the “Movers Who Care®” brand.

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

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For&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-these-tenured-franchisees-continue-to-grow-with-trublue-2726985">Tim and Kay Diemont</a>, owning a&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise in Yorktown, Virginia, is a shared purpose. Over the past decade, the couple has built one of&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue’s</a> most successful and enduring operations, all while strengthening their marriage, deepening their community connections and setting an example for what family-owned franchising can achieve.By the time TruBlue came into their lives, both Tim and Kay were ready for a new chapter.“Tim was working as a regional director of stores and in charge of the East Coast. I had been with the same architectural firm for 20 years,” Kay said. “Tim was tired of the corporate demands, traveling and wanted to be home more. He also wanted to be doing something that would be rewarding and help in our community — the community where we raised our two sons. My employer was getting ready to retire and, since [Tim and I] had always wanted to work together, the timing seemed perfect for both of us.”The couple’s shared vision aligned perfectly with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-trublue-is-a-strong-franchise-choice-in-the-growing-senior-industry-2728519">TruBlue’s mission of helping seniors and busy families maintain their homes with ease and peace of mind</a>.<h2>From Marriage Partners to Business Partners</h2>Transitioning from life partners to business partners came naturally to the Diemonts.“Since we were already partners, this new partnership was an easy transition,” Kay said. “Tim knew how to manage people and had been in a leadership position for many years. I was already trained administratively and had worked in marketing for both the architectural firm and for a local mayor. So, my community connections were very strong in this area.”Their complementary skill sets have proven invaluable. A U.S. Air Force veteran originally from Michigan, Tim brought strong operational and leadership experience from his years managing retail teams. Kay, who has lived in the Yorktown area her entire life, leveraged her local relationships and administrative background to handle marketing and office management.The couple’s oldest son, Derrick, is a systems engineer who has contributed to the business over the years. “His expertise with setting up our computer needs and just his overall help with the business was and continues to be a huge plus,” Kay said.The Diemonts say that working together has improved their&nbsp;<a href="https://1851franchise.com/strategicfranchising/work-life-balance-as-a-franchise-owner-is-it-possible-2728825">work-life balance</a> rather than complicating it. “Since we work together, our schedules are the same,” Kay said. “We can take as much time off as we want or need, and we enjoy traveling extensively every year.”<h2>Choosing TruBlue for Their Family’s Next Chapter</h2>When the Diemonts first began exploring franchise ownership, they were drawn to opportunities that allowed them to&nbsp;<a href="https://1851franchise.com/the-top-25-franchise-brands-committed-to-serving-their-communities-2724335">serve their community</a>.“Tim was looking into a senior care franchise and at the time the one he was interested in pursuing was already taken in our area,” Kay said. “The person he was speaking with at&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> mentioned a new franchise they were developing. It sounded like a perfect fit for someone who already knew managerial and handyman skills. We were one of the first to open a TruBlue, and we have been the proud owners since 2013.”The TruBlue model — focused on home maintenance, handyman services and senior safety — felt like the right blend of purpose and practicality. “Tim always had faith and knew we would be a success,” Kay said. “The model for TruBlue was perfect! Our co-workers, family and friends loved the concept, and we had customers lined up before we ever purchased our territory.”<h2>Family Ownership in Action</h2>As business partners, the Diemonts run their franchise with the same&nbsp;<a href="https://1851franchise.com/how-a-franchisor-can-cultivate-a-strong-franchise-community-2722789">teamwork and communication</a> that have defined their marriage for nearly five decades.“We have great partners, who are like-minded to bounce ideas through,” Kay said. “All our employees know they can come to either one of us with a question or a problem and 98% of the time, they will get the exact response from us. The other small percentage is only due to Tim’s knowledge of certain handyman jobs and mine would be administrative questions regarding invoicing or payroll.”That united front has helped them build a loyal team and a strong reputation throughout Yorktown and the surrounding Peninsula communities. “Our client base is strong because we provide our customers with a good service at a great value, and it is continually growing,” Kay said. “Our employees are happy to be a part of our team and we are sure all of them would stay with or continue with any new owner, whether it be family or someone new.”<h2>Building a Family Legacy</h2>After more than 10 years in business, the Diemonts have watched TruBlue grow from a small emerging concept into a&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/trublue-accelerates-growth-in-2025-with-record-breaking-midyear-momentum-2730055">nationally recognized brand</a>. But for them, the most important growth has been personal — and local.“Hopefully, we have built a business that either one of our sons would be proud to carry on in the future,” Kay said. “Our client base is strong because we provide our customers with a good service, at a great value and it is continually growing.”The couple takes special pride in supporting local seniors, veterans and busy families. “Making our customers and employees happy and doing something good within our community for our seniors and veterans has been the most rewarding,” Kay said. “As a veteran and family-owned business, we take great pride in providing a service to those who have served our country and to their families. For our seniors and busy adults, providing them with peace of mind and someone they can trust in their homes is a very big deal to us as a company and as a family. Everyone’s home is their castle, and we always hope TruBlue of Yorktown makes them feel that way.”<h2>The Rewards of Working Together</h2>When asked about the hardest or most surprising part of running a family business, Kay didn’t hesitate: “Probably how easy it has been to work together. Nothing has been hard about it for us personally. Our skill sets matched pretty good.”For Tim and Kay, the past decade has been defined by collaboration, connection and community — and the next one promises more of the same.“Overall, everything we dreamed about running our own business has come true,” Tim said. “This is a great way of life.”

Discover how Tim and Kay Diemont leveraged their personal partnership to create a thriving, lasting legacy in the home maintenance franchise space.

Why This Couple Left Corporate America to Build a Community-Focused TruBlue Business in the Town Where They Raised Their Sons

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

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

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

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

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For&nbsp;Sandeep KesiReddy and his business partner,&nbsp;Siddhartha “Sid” Parepally, the decision to enter the franchise world was less about a career change than the fulfillment of a 20-year-old promise. Having known each other since their teens, the duo always envisioned building a business together.While life momentarily interrupted their plans — sending KesiReddy into the world of Bay Area tech startups, and Parepally into high-level operations — the desire to build something for themselves never faded. When they finally got serious about scouting for the right opportunity, they found&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a> in a sea of process-heavy legacy brands.&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> resonated with their own generation and offered an attractive approach to operational strategy.&nbsp;Now, KesiReddy and Parepally are looking to lead the brand’s growth in the Seattle market. Despite being told by corporate and construction teams that a store build-out would take six to eight months, the duo utilized their business and operations backgrounds to navigate permits and construction in just under three months. Starting with their flagship location in Bellevue, the partners are already looking to expand the brand’s footprint across Washington.&nbsp;KesiReddy took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Sandeep KesiReddy:&nbsp;My business partner Sid and I go back a long, long time. We have known each other for 15 plus years.We went to college together and always had this thing about opening a business together. Then, our paths diverged for a while; I went into entrepreneurship, running a startup in the Bay Area, and Sid became a head of operations for a global company on the West Coast. We were scouting for what we could do, and then came Paris Baguette. They just lined up so well for us as a rising brand that resonates with the current generation.1851: What did you do before franchising, and how did you decide franchising made sense for you?KesiReddy: I run a startup in the Bay Area and Sid manages operations for a global company. We realized Paris Baguette vibes very well with our synergies. They are an “ops-ish” restaurant rather than “ops-heavy.” You bake in the morning and sell in the afternoon, so it boils down more to a numbers and strategy problem rather than a time-efficiency problem that most restaurants have. That made it much more comfortable for us to jump into.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?KesiReddy:&nbsp;Before entering this, we were not keen on looking at franchising or the food business at all. Typically, our perception was that franchising involved a lot of red tape and processes that take away freedom from the owner to add their own flavor. Now, I want people to know that franchising can be very attractive if you find a brand that plays to your strengths. Seldom do you find a concept that has processes that actually empower you, help you run it right, and push towards higher revenues and profit margins. Paris Baguette has a unique combination of making the kitchen and the front of the store run as two independent operations, taking away most of the complexity of a restaurant.1851: What made you pick this brand? What excites you most about this company?KesiReddy:&nbsp;They were not one of those old-school brands stuck with lots of processes; they were flexible and quick in responding. What excites me most is the branding and the presence the brand has with Gen Z and millennials. Also, the flexibility the team had to understand our unique location was nice to have. I could just text my construction manager and have her fly in to help us out; I don’t see that happening often with other franchise brands.1851: What do you hope to achieve with your business? What are your plans for growth?KesiReddy:&nbsp;We want it to be one of the top-performing stores. Our goal is to make Bellevue a top-quartile store for Paris Baguette. We are already looking at expansion in the next fiscal year. You’ll see another store open in the Bothell/Woodinville region, and there is more to come.&nbsp;1851: Is there anything else about your story you want us to know?KesiReddy:&nbsp;Having a brand that has an appetite to grow is very important when you have similar ambitions. Most brands look at their franchisees through a single lens, but there are a thousand variables that make every location unique. Having an ear to listen to the story and being flexible while working toward a common goal is very important, and that is what Paris Baguette gave us. We navigated through the curveballs of construction and permits to launch our first store in three months, which the corporate team challenged us on, saying it would take six to eight. We’re excited to keep that momentum going.1851: What advice do you have for other people thinking about becoming franchise owners?KesiReddy:&nbsp;The power of a franchise is the process, the setup, and the safety net that comes with it. For a first-time business owner, there are very few things to figure out because there is always someone you can call and ask a question. There are many other franchisees who have been through similar situations. That mentorship is very important. Anyone trying to get into franchising should look at a brand that is ready to mentor them rather than just having them open a restaurant.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://ownaparisbaguette.com">https://ownaparisbaguette.com</a> or&nbsp; <a href="https://1851franchise.com/parisbaguette">https://1851franchise.com/parisbaguette</a>.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>.

image of Sandeep KesiReddy and Siddhartha Parepally, paris baguette franchise owners

By leveraging backgrounds in tech and operations, Sandeep KesiReddy and Siddhartha Parepally bypassed industry timelines to bring the global bakery brand to Bellevue.

Meet the Two Best Friends Opening a Paris Baguette Franchise in Record Time

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When&nbsp;<a href="https://www.linkedin.com/in/mark-garlington-9244a9113/">Mark Garlington</a> left his longtime plant job in Calcasieu Parish, Louisiana, it wasn’t a spur-of-the-moment move. After years in a steady role that never quite felt like the right fit, the U.S. Army veteran made a conscious decision to look for something that offered ownership, deeper community ties and a clearer sense of purpose. That search led him to&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a>, where he soft opened his franchise in November in&nbsp;<a href="https://freshcoatpainters.com/locations/calcasieu/">Calcasieu</a>, with a grand opening planned for February of 2026.That intentional mindset shows up in how Garlington is building the business from day one. He is investing heavily in marketing, trying out new crews even when it means losing money on early jobs and focusing on training and loyalty with the people who work alongside him. His approach reflects a personal standard for how he wants his customers to be treated. “One thing they can know about me is, if something isn’t right — if something does go wrong for whatever reason — I’m going to get another paint crew out there and I’m going to make sure it’s to their liking,” he said. “Whether or not they pick out the next crew, I’ll pay for it. I’m going to make sure I leave them right.”For people thinking about franchising, Garlington’s story shows what can happen when a career change is driven by values instead of impulse. With&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat’s</a> systems and coaching behind him, he is using the franchise model to step out of a job that never fit and into a business he can shape around his family, his team and the community he calls home.1851 Franchise sat down with Garlington to discuss his franchising journey with Fresh Coat, his commitment to community and his ambitious plans for growth. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Mark Garlington: I’ve spent most of my life working with people and trades, so Fresh Coat Painters feels like a natural next step for me. I grew up here, graduated from Sulphur High School in 2000 and later served as a cavalry scout in the U.S. Army, supporting coalition efforts in Iraq.When I came home in 2005, I went to SOWELA Technical Community College and then spent about 15 years working as an operator with RNCI Carbon and Cheniere LNG. Along the way, I worked alongside a lot of skilled tradespeople and found that what I enjoy most is helping people reach their goals and making sure the job gets done the right way — safely, on time and to a standard I can be proud of.1851: What did you do before franchising, and how did you decide franchising made sense for you?Garlington: In this area, the plants are a big part of our community. I worked at LNG, which is natural gas plants, and that has been the real big thing in the United States over the last 10 years. Oil and gas is really big around here, so it is almost a no-brainer. If you want to make money in this area, you go work for the plants.Coming out of the military, the transition was either into law enforcement or the plants, but there’s no money in law enforcement, so you gravitate where the money is. I went there, and that is where I had been working. I kept moving up, and no matter where they moved me in the plant, I was never happy.My boss even had that conversation with me when I was resigning. He said, “Mark, we pretty much moved you everywhere we could put you and you’ve never been happy.” He meant it in a good way — they knew that wasn’t where my mind was at and that I wanted more than what those jobs had to offer.It has always been me wanting to run my own business. My dad runs his own A/C business. My sister does her own thing. It is just a part of me. Something kept pulling me away, like, I don’t want to work 20 or 25 years for somebody else. Even though it’s a good retirement, it’s just not what I wanted. I like having some kind of stake and ownership in the decision-making process.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?Garlington: Working in the plants, you have a lot of spare time sometimes, especially on nights, so I had plenty of time to research. I think I kind of already knew what I was getting into. I knew it had its positives and its negatives. Obviously, a lot of the money goes to the franchise, but at the same time, you’re getting a lot of support.I didn’t want to mess this up. I wanted to make sure I was going to be successful. The success rate is something in the 70% range, and I think it is still at 50% even at year five. I knew that if I put everything I had put into my careers prior into this, I should be in that top 50%.I want people to know that, because I get support from coaches, I have a responsibility to make sure the job is done well. I am always going to have my background checks done and I am going to honor my warranties because I basically have a corporate office that I have to answer to. That accountability and support are important parts of franchising that people might not see from the outside.1851: What made you pick this brand? What excites you most about this company?Garlington: I first started exploring Fresh Coat nearly 15 years ago and began doing my research early on. As I continued to learn about the brand over time, it became clear how much Fresh Coat has built out its support, resources, and owner community. Having access to a strong system and the ability to connect with other franchisees played a big role in my decision to join.The first thing was narrowing down what I wanted to do. I knew I wanted something in construction, especially in this area with all the hurricanes and things that need to get repaired and rebuilt. I was mainly looking into roofing at first. I despise finance. I hate credit cards. I didn’t want to go the finance route because I feel like people don’t trust those types of people, so that was off the table.With roofing, I didn’t want to be responsible for a guy that falls off a roof. I was trying to get as safe of a career as I could, too. A buddy of mine, Wes, over in Lafayette owns a Fresh Coat franchise there. He’s my neighbor about an hour and a half from here. He made a comment to me that made a lot of sense: No one is ever in a rush for paint. It’s never an emergency to paint something.A roof, on the other hand, if you have a leaking roof, you need it now. At the plants, you have emergencies almost daily. Something could blow up, a valve closes or something, and you always have an emergency. With painting, this has been great. I don’t have to run anywhere. There are no fires anywhere — and if there are, I’m leaving. That lower level of emergency, plus the support and the network of other owners, is what really drew me to Fresh Coat.1851: What do you hope to achieve with your business? What are your plans for growth?Garlington: I think about growth way ahead of time. I’m trying to make sure I don’t scale too fast. I want to make sure I’ve got the reins on and I’m holding back a little bit where I need to.Mainly, I’ve been spending money on marketing and trying to get our name out there. I feel like as soon as we come out of the holiday season and warm up a little bit, it could snowball based on the marketing efforts I’m putting in.I actually have two painters right now. I subcontract them. One of them is working on my duplex right now doing full construction, not even paint. He does full remodels, but he’s a painter also. I’ve got another person who works for me right now, and she’s not painting yet. I’ve got her doing marketing. She’s going out and putting door hangers out, so we’re hitting that part hard first.I’m spending extra money and I’m going to lose money on a job coming up, but I’m trying out two other painters from a guy who runs a crew of four. I’m going to bring them in, and I’m going to pay my girl to work with them. I’m going to lose on her pretty much on that job, but she’s going to help with the work and learn more about sanding and things like that because it’s a ceiling sand. She did mostly new construction before, so I’m tying her in with them because they’re more professional on the repaints and then re-sanding and staining.I think I’m building my basis right now. I’m building loyalty with other paint crews and with the two people working for me by giving them my rental house work as well, keeping them busy until more paint jobs come. I truly do care about people, and I want to make sure everybody gets paid, so I don’t think that will be an issue as we grow.1851: Is there anything else about your story you want us to know?Garlington: I have a full commitment to the community. I really want to meet people and make them happy and leave them happy once the projects are complete.What I told my last customer we just did is that one thing they can know about me is, if something isn’t right — if something does go wrong for whatever reason — I’m going to get another paint crew out there and I’m going to make sure it’s to their liking. Whether or not they pick out the next crew, I’ll pay for it. I’m going to make sure I leave them right.1851: What advice do you have for other people thinking about becoming franchise owners?Garlington: I feel like some people don’t realize the amount of money they’re about to spend, and they really need to have that knowledge. I knew what to expect because I researched it, and the brand does show that the investment can be somewhere up to around $180,000. Even though the franchise fee itself is small, in the $42,000 range, I think people don’t fully understand that part.I also don’t know if people come in really understanding how long it might take before you’re getting enough jobs to actually support the business. I did enough of my own research to know that, and I came in all in. I have a 401(k) I’m willing to go through if I need to. I came in prepared for the unexpected.I didn’t actually know if I could trust the amount of support I would get, and I feel like it has been way better than my expectation was. That’s something on the positive side that I would want people to know when they are thinking about becoming franchise owners.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.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.

1851 Franchisee Spotlight with photo of Mark Garlington and Fresh Coat Painters logo

For Mark Garlington, franchising offered a way to trade steady plant work for ownership, community impact and a values-driven path that better fit his long-term goals.

Why This Army Veteran Walked Away From a Steady Plant Job To Open a Fresh Coat Painters Franchise

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

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

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

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

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

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

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

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As the health and wellness business in America continues to fill out, the fitness industry is growing alongside it. The industry now generates&nbsp;<a href="https://www.ibisworld.com/united-states/industry/gym-fitness-franchises/5599/">over $7 billion</a> in annual revenue, with a revenue increase of nearly 3% in 2023 alone.Rebounding since COVID, both big box and boutique franchises have shown&nbsp;<a href="https://athletechnews.com/fitness-franchising-by-the-numbers-10-key-stats/">membership growth</a>, with premium establishments up 21% compared to a whopping enrollment bump of almost 70% on the budget gym side.&nbsp;&nbsp;<h3>The Pros And Cons Of Big Box Gyms</h3>When it comes to choosing the right fitness franchise, there are pros and cons to each.Big box gyms are able to cast a wider net, attracting a clientele ranging anywhere from newbie to seasoned veteran, with a lower cost of entry potentially attracting even the marginally curious to the idea of a well-established, properly marketed brand.&nbsp;Big box and other low-cost fitness franchises are also able to capitalize on services like personal training and retail amenities, increasing revenue.Driven by recurring membership fees, big box gyms generally cost less. However, the wider net cast in terms of building a clientele, tends to require more equipment in a bigger space, increasing costs like rent. And with a wider array of workout machines to both service and maintain, additional costs tend to follow.<h3>The Pros And Cons Of Boutique Fitness Concepts</h3>On the boutique side, franchises are typically able to offer a more personalized fitness experience, catering to niche markets with an eye on community, quality and loyalty. However, a more hands on approach to management and day-to-day operations may also be necessary to deliver the more customized, immersive experience often demanded of the more boutique environment.As a result, boutique fitness concepts are typically able to capitalize on a more premium pricing model driven by the idea of exclusivity.But, while less equipment in a smaller space can help rein in expenses, it can also be difficult to build the more specific clientele required by the boutique experience, rendering selection of proper location crucial.<h3>Finding The Right Fit</h3>As potential franchisees assess the available opportunities in the fitness franchise realm, it’s important to ponder a number of factors which can impact the bottom line.In terms of budgeting, a full understanding of both initial investment and ongoing operational costs is crucial.&nbsp;Getting to know the customer and surrounding area can help franchisees assess just how much the consumer is looking to pay for a gym membership, helping clarify the big box versus boutique decision when it comes to the question of how to buy a franchise.There’s also market saturation, with big box gyms in particular becoming an increasingly crowded marketplace.On the management side, it’s important for franchisees to seize upon a specific approach, whether it’s applying a more hands on style to the level of personal interaction required on the boutique side or focusing on the moving parts in play in the larger, more complex big box environment.&nbsp;When it comes to buying a fitness franchise, an understanding of the consumer, proper assessment of the marketplace and specific approach to management can go a long way towards avoiding potential risk, helping franchisees find success as they ponder entrepreneurship via fitness franchises.For more info on fitness franchises, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/fitness-franchises-2025-trends-opportunities-2729600">The Rise of Fitness Franchises in 2025: Trends, Opportunities and What to Expect</a></li><li><a href="https://1851franchise.com/top-health-and-wellness-franchises-2729821">Top 15 Health and Wellness Franchises Opportunities for 2025</a></li><li><a href="https://1851franchise.com/fitness-wellness-franchise-guide-2729443">How To Choose the Right Fitness or Wellness Franchise for You</a></li></ul>

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As the fitness industry continues to grow fast, the decision for potential franchisees lies in whether to invest in big box or boutique gym franchise opportunities.

Boutique vs. Big Box Gym Franchises: Which Offers Best ROI in the $7 Billion Fitness Market?

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No-H2O Franchise Deep Dive - Costs, Fees, Profit and Data - 1851 Franchise

Franchise Opportunity Deep Dive: No-H2O is a waterless, app-driven car-care model with mobile, pop-up or static formats, low infrastructure, quick ramp-up, matched marketing and systemwide accounts.

No-H2O Franchise Costs, Fees, Profit and Data for 2025

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Ellianos Coffee Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: A drive-thru specialty coffee franchise focused on speed, quality and Southern hospitality.

The Great Franchisees: Mackenzie Kilgariff and Brittany Ishman, TWO MEN AND A TRUCK®, New Jersey

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