1851

Last year <a href="http://www.togosfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=togos-owner-ali-navabpour-finds-a-boost-with-new-pay-first-model-2705111" target="_blank" rel="nofollow">Togo&rsquo;s</a> unveiled three strategic priorities aimed at improving the customer and franchisee experience and strengthening the brand&rsquo;s position in its segment. Those priorities were improving the menu, increasing off-site ordering capabilities, and implementing a pay-first ordering experience.

Ali Navabpour, a multi-unit franchisee in Fremont, California, was one of the first <a href="https://togos.1851franchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=togos-owner-ali-navabpour-finds-a-boost-with-new-pay-first-model-2705111" target="_blank" rel="nofollow">Togo&rsquo;s</a> owners to upgrade one of his restaurants with the pay-first model, and the results have been encouraging for him and the brand.

&ldquo;It paid off immediately,&rdquo; Navabpour said. &ldquo;The pay-first design has vastly improved the customer experience, and it has cut operational costs as well.&rdquo;

Most Togo&rsquo;s restaurants use a pay-last model, where customers place an order at one station, watch as their meal is prepared at the next station, and finally pay at the third station&mdash;the cashier&mdash;when their food is ready. The pay-first model combines the first and third stations, allowing customers to pay as they order at a single station, saving time and reducing communication errors.

The Togo&rsquo;s restaurant that Navabpour upgraded to pay-first is his second unit, opened just 7 months ago. Navabpour said he decided to switch his new location to pay-first quickly after opening to better compete with nearby restaurants.

&ldquo;We are in a high-traffic area with a lot of competition,&rdquo; Navabpour said. &ldquo;We were doing well, but you can&rsquo;t rely on the food alone. People are in a hurry, so I wanted to do everything possible to make our customer experience easier and more appealing than the other restaurants around.&rdquo;

So five months after opening his second store, Navabpour reached out to Togo&rsquo;s corporate team and asked to become one of the first restaurants to upgrade to the new model. The corporate team sent out a representative to look at Navabpour&rsquo;s operation, and they decided he was a strong candidate and quickly approved the upgrade.

&ldquo;It was a very fast process,&rdquo; Navabpour said. &ldquo;They have an extremely efficient execution in place, so the burden on my store was minimal. We had to shut down for a single day while they came in and made the structural improvement. That&rsquo;s it. I was up and running again the next day.&rdquo;

According to Navabpour, the most immediate benefit of the new system is the speed with which his restaurant can service customers.

&ldquo;We are so much faster now,&rdquo; Navabpour said. &ldquo;We serve our customers in under two minutes on average. That&rsquo;s from the time they walk in until the time they walk out. That&rsquo;s much faster than almost any other restaurant can serve their customers.&rdquo;

Because pay-first combines the first and third stations from the original model, it also reduces operational costs by requiring fewer team members.

&ldquo;With the old system, we had to train our employees to cover each station, so they had to learn how to work the register, make every kind of sandwich, and take orders,&rdquo; said Navabpour. &ldquo;Now the whole system is much more streamlined. We have one person working the register and taking orders, so we can put our best customer-service people in that station and we can have our fastest, most consistent sandwich makers focused solely on that. So not only is our overhead reduced by the smaller staff, we&rsquo;ve also reduced food waste because there are fewer mistakes and inconsistencies in the sandwich preparation.&rdquo;

Navabpour is now eager to roll out the pay-first system to his other Togo&rsquo;s restaurant, and he&rsquo;s hoping to open a third store soon, which he plans to open with pay-first implemented on day one.

&ldquo;I&rsquo;ve been in the Togo&rsquo;s system a long time, and this is one of the most exciting changes I&rsquo;ve seen,&rdquo; Navabpour said. &ldquo;I think it&rsquo;s time the entire system makes the move to pay-first. It will increase the profitability of every store, and it&rsquo;s going to make running a Togo&rsquo;s even easier for every owner.&rdquo;

Togo’s Owner Ali Navabpour Finds a Boost with New Pay-First Model

1851 Franchise

The Bay Area franchisee is among the first to upgrade to the sandwich brand’s operational redesign

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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Fresh Coat

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How Kimberly Nelson Is Painting a Path for the Next Generation of Women in Home Services With Fresh Coat Painters

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Lyricos Learning

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How California’s Tulare County Office of Education Expanded Access to Hands-On Learning With STEAM on Demand

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Voodoo Brewing Co.

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Celebrate National Beer Day at Voodoo Brewing Co. With New Releases and Old Favorites

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New U Women's Clinic & Aesthetics

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Beyond a Med Spa, New U Is a Women’s Health Solution

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Why New U Is Targeting Texas for Franchise Growth 

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

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KKR to Acquire Nothing Bundt Cakes in $2 Billion Deal -  1851 Franchise

KKR to Acquire Nothing Bundt Cakes in $2 Billion Deal

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

1851 Franchisee Spotlight graphic with photo of Brian Keaney & TrueBlue Home Service Ally logo

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

Former Reporter Returns to Trade Roots with TruBlue Home Service Ally Franchise

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<a href="https://www.linkedin.com/in/joseph-deitzer-410b59176/">Joe Deitzer’s</a> path to franchising is far from traditional. After finishing high school, he pursued a career in cooking, eventually landing as executive chef at a summer camp. A lifelong passion for writing soon led him back to the classroom, where he attended college, worked toward a degree in English and explored work opportunities in UX content writing before pivoting to a role in screen printing. Suffice it to say, joining his father, David Deitzer, in co-ownership of a&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> franchise wasn’t quite on the radar yet.Eventually, franchising became the perfect intersection where timing, opportunity and family could all meet. David, a seasoned small-business operator and CFO who’s helped grow many small businesses, was pondering the idea of a retirement investment while Joe sought greater stability and an opportunity to grow professionally. Together, the father and son settled on&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat Painters</a>, a brand with a strong proven business model refined over more than two decades, clear processes and the ability to provide painting services that truly matter to their Northwest Arkansas neighbors.“My dad and I get along well. We’ve had success together in the past, like hiking the Appalachian Trail together. So, we’re trying to build a family-focused, community-centered enterprise. It just seemed like the right fit for us,” Joe said. “We wanted to do something real, help our community and offer a service people would appreciate. Franchising gave us the support to get started without having to figure everything out ourselves.”Now, as both partners and co-owners, Joe and David are ready to turn that vision into a family-focused, community-centered reality that blends entrepreneurial drive with a strong commitment to great quality and strong customer service.1851 Franchise sat down with Joe to discuss his transition into the painting and ownership sector with Fresh Coat Painters, his experience learning alongside his father and the importance of strong franchising support. Here’s what he had to say:1851 Franchise:&nbsp;Can you frame your personal story for us? How did you end up in franchising?Joe Deitzer: Sure. My background is in cooking. After high school, I worked my way up to chef and became the executive chef of a Christian summer camp where I live. Later, I went back to school for an English degree because I’d wanted to be a writer since I was a teenager.I graduated from John Brown University about a year and a half ago. While earning my degree, I did a UX content writing internship for three years. After graduating, I couldn’t find work in the UX industry, so I worked at a shop that screen prints t-shirts for just under a year.My dad was a small business owner when I was growing up. He’s now a CFO for small businesses that can’t afford one full-time. And he’s great with small business operations. He was looking for a good investment for retirement, and I was looking for a better job. Franchising seemed like a good fit. Through one of his friends, who sells franchises, we explored several options.&nbsp;We wanted something real that could help the community and offer a service people would appreciate. Painting seemed like the right fit.1851:&nbsp;How did you decide franchising made sense for you?Joe: My dad instilled an entrepreneurial spirit in me and my two older sisters. He gets excited about business ideas. And I share that to some degree. We discussed different business options, like woodworking, but franchising made sense because we didn’t want to start from scratch.Franchising offered support and processes to help us succeed from the start rather than figuring everything out ourselves.1851:&nbsp;What was your perception of franchising before becoming a Fresh Coat Painters franchisee and what do you want people to know now as you get ready to launch the business?Joe: I used to think franchising was for people who wanted it easy, maybe looking down on smaller operators. I also heard stories about people cutting corners, like operating without insurance or a business license.Now, I see franchising as a way to help people succeed in what they love. For us, that’s painting. We equip others to run their business properly, handle finances and provide excellent service.1851:&nbsp;What made you pick the brand and what excites you most about Fresh Coat Painters?Joe: I like their commitment to quality, both in painting and customer service. One of our commitments is the “333” rule: pick up the phone on the third ring, provide a quote within three days and start painting within three weeks. The brand equips its Fresh Coat Painters to deliver on that promise.1851:&nbsp;What are your goals for the business? Is there a plan for growth?Deitzer: Like any business owner, I want to be successful and grow. My mission is to offer the best painting services in Northwest Arkansas, provide for my family and contribute positively to the community.1851:&nbsp;What advice do you have for potential franchise owners?Deitzer: I’m just starting out myself. But I’d say keep hope alive, work hard, take action, manage your to-do lists and provide great customer service. That’s how you’ll separate yourself from the competition.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.

Father-Son Duo Brings Fresh Coat Painters Franchise to Northwest Arkansas

Joe Deitzer and his father David launched a residential and commercial painting franchise, turning shared timing and opportunity into a family venture serving their community.

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When brothers-in-law&nbsp;<a href="https://www.linkedin.com/in/ike-grigsby-06552b36/">Ike Grigsby</a> and Joseph Jones decided to start a business together, they wanted something that would let them work for themselves while giving back to the community they love. Both were ready for a new challenge — Grigsby after a long career in consulting and the military, and Jones after years in telecommunications and international business. Their new&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> location opens in February 2026 and will serve Friendly, Oxon Hill and Fort Washington in Maryland, as well as parts of Alexandria, Virginia.&nbsp;The two were drawn to&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat</a> for its strong support system, family feel and the chance to grow quickly in both residential and commercial painting. More than anything, Grigsby and Jones see this as an opportunity to make an impact. They plan to create apprenticeship programs for young people, help local homeowners and businesses, and build a business rooted in faith, hard work and community pride.1851 Franchise spoke to the brothers-in-law to learn about their franchise journey and plans for the future. Here’s what they had to say: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?Ike Grigsby:&nbsp;I’ll go first. I was a consultant with one of the large privately owned consulting firms in the Washington, D.C., area and throughout the country. I did general consulting, but my primary focus was on national security, physical security and personnel security. I worked there for 24 years.Back in June 2025, because of everything going on with the economy and the administration, my firm had to cut $5 billion worth of contracts. My primary contract was one of those that had to be cut, so I lost my job with them after 24 years. Prior to that, I served in the Army.I was a military police captain stationed in Germany, where I served as a military police chief. I oversaw three communities, supporting military personnel, their spouses and children. After losing my job, I knew I was going to get a pretty healthy sum from my pension. I said, “Well, I’m too young to stop working.” So I started looking at franchises. I told Joe — we talk every day — and he said he wanted to go in with me. That’s how we got started. Losing my job at the consulting firm was the trigger.Joseph Jones: Like Ike said, he came to me with the idea that he wanted to look at some franchises. I have a telecommunications background, a degree in international business, and I’m also a disabled veteran. I’ve been transitioning from the telecommunications industry and wanted to do something that allowed me to help the community. Helping people has always been a part of my life. When Ike came to me with the idea, I jumped on it.I thought it would be a great way to get involved in the community and help people. Also, with the economy declining, I wanted a backup plan in case my company faced layoffs. I wanted to make this my future as well, so I decided to go into the franchise business with Fresh Coat Painters.Grigsby:&nbsp;We looked at several franchises before selecting Fresh Coat. It took us about two or three months to decide. We wanted to be careful and make sure we chose the right fit. We went with Fresh Coat because of their portfolio and their ability to help us in all aspects of building the franchise.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?Grigsby:&nbsp;My perception was basically what I already knew, since I’ve always been interested in business. I knew franchising meant taking an already established company and building your own business from that model, so you don’t have to start from scratch. You do have to operate within the guidelines set by the franchise, but that’s no problem. It’s much easier to open a franchise than it is to start your own business from the ground up, and that was a big benefit for me.Jones:&nbsp;My perception was a little different. I was hesitant at first and didn’t have full buy-in until I met with Fresh Coat and learned how they operate. I thought franchising meant a lot of work with not much reward — you invest a lot up front and only see returns years later. But with Fresh Coat, there’s an opportunity to earn from the beginning because there’s such a strong market for painting jobs.Especially in the Washington, D.C., area, the demand is huge. Once Ike introduced me to the business and I learned more about Fresh Coat’s operations, back-end systems and national sales support, I felt confident moving forward.&nbsp;1851:&nbsp;What made you pick this brand? What excites you most about this company?Jones: I did my research on the brand, and we also reached out to about four franchise owners who were already operating. They were all very happy with the support they received and the opportunities they had in their communities. They were doing really well.Fresh Coat felt more like a family. Everyone we spoke with within the organization was supportive, informative and quick to respond. I also love their back-end systems — I’m a systems guy — and they have great tools in place to support franchisees. It’s like going into battle; you need the right weapons and the right strategy to win. Fresh Coat has both, and that’s what drove me to sign on with them.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Grigsby:&nbsp;One of the great things that sold us on Fresh Coat was the ability to do both residential and commercial painting. We plan to start with residential, as Fresh Coat corporate recommends, and then, depending on how things go, move into commercial work sooner rather than later. There’s a lot of opportunity — and money — in commercial painting.We also talked early on about giving back to the community, which is something Joe and I both value deeply. This community has given me so much, and we want to pay that forward. One of our goals is to create an apprenticeship program for young people, teaching them how to paint and helping them find jobs. There’s so much work out there, and if a young man or woman wants to learn a trade, we can train them. We have plenty of resources and training materials to help them get started, change lives and make our community a better place to live.1851:&nbsp;Is there anything else about your story you want us to know?Grigsby: You know, I’ve known Joe for about 35 or 36 years. He’s always had a business mind, so when he said he wanted to go in with me, it was a no-brainer. He has sales and communication experience, and I knew our skills would complement each other. I probably feel more comfortable going into business with him than I would on my own because I know what he brings to the table.Our ideas about helping the community align perfectly. Both of us were raised in the Baptist church, and our faith plays a big role in who we are. I feel a deep sense of gratitude and confidence that we’re going to be successful because of that foundation. When I lost my job, a lot of people might have felt stressed or uncertain, but I felt calm. I knew it was time to step out and do my own thing. That’s how we got here.Jones:&nbsp;One thing I’ve learned in life is that challenges can become opportunities. What feels like a setback is often just an opportunity waiting around the corner. It’s all about how you respond. If the situation had been reversed, I know Ike would have been there for me too. I know how he thinks — he’s detail-oriented, punctual, and gives 110% to everything he does. That’s exactly the kind of person I want to go into business with.This is the perfect challenge for both of us. We both believe we’re going to do well in this business, and in doing so, we’ll make a positive impact in our community.Also, I was raised on a farm in South Carolina — we raised hogs, goats and chickens — so I know what hard work looks like. I’m looking forward to putting in that work. It won’t be easy, but with our ideas and our can-do attitude, we’re going to win.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Grigsby:&nbsp;My advice would be this: If that’s something you want to do, go for it — but stay focused and be willing to put in the time and hard work. You get out what you put in. If you’re not willing to do the work, you won’t see results. Find a franchise that matches your skills, your interests and your goals, and then commit to it fully. You have to put your heart and soul into it — you can’t go in halfway. Stay focused for the long haul, not just for a few days or weeks. You need a purpose and a genuine desire to do what you’re setting out to do, or it just won’t work.Jones: My advice is to do your research. Don’t jump into the first franchise you see — explore multiple options. Call existing franchise owners and ask about their experiences, challenges and what it’s really like day to day. Study your market — what’s the demand for that type of franchise in your area? Who’s your competition?Ask a lot of questions. Write them down beforehand and make sure you get clear answers. And yes, use AI to help generate good questions — it’s a great tool for that. Also, read the fine print before you sign anything. Go through all the terms and conditions carefully because something small can come back to bite you later. Do your due diligence, ask questions and make sure it’s the right fit for you before you commit.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost 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 photos of Ike Grigsby & Joseph Jones, Fresh Coat logo

Ike Grigsby and Joseph Jones combine decades of professional experience and a shared passion for service as they open their first Fresh Coat Painters location serving Maryland and Northern Virginia.

Brothers-in-Law Turn Career Changes Into a Fresh Start With Fresh Coat Painters in National Harbor, Maryland

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After nearly 25 years in the technology industry,&nbsp;<a href="https://www.linkedin.com/in/forresthaverin/">Forrest Haverin</a> reached a turning point. His career spanned sales, project management and internal operations, but much of the work felt removed from real-world impact. He wanted a path where effort translated into visible results and where helping people was part of the job.A lifelong Texan, Forrest settled in The Woodlands three years ago to be closer to family. While updating his own 40-year-old home, he found himself drawn to hands-on maintenance and problem-solving, discovering how meaningful it felt to fix what people rely on every day. That experience sparked a larger idea: stepping away from the corporate world and into business ownership.Rather than starting from scratch, Haverin chose&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> for its established reputation and community-first mindset. The franchise gave him the opportunity to build something lasting, combining practical home services, a focus on senior safety, and a business rooted in serving his neighbors.Forrest sat down with 1851 Franchise to discuss his franchising journey with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a> and why he wanted work that felt “tangible.” Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Forrest Haverin:&nbsp;I am 45 years old and a native Texan. I lived in East Texas and Austin before moving to The Woodlands about three years ago to be closer to my family and my wife’s family. I spent close to 25 years in the technology industry, working in sales, project management and sales operations.Eventually, I sought a career change because I wanted work that was tangible. I wanted to see the fruits of my labor and have direct involvement in solving customer problems. That desire led me to the home maintenance and modification space. My interest really stemmed from moving into a 40-year-old home here in The Woodlands that required extensive renovations. I found deferred maintenance work enjoyable and satisfying because I could see the finished product.1851: What did you do before franchising, and how did you decide franchising made sense for you?Haverin:&nbsp;Prior to this, I was deep in the tech industry. I initially planned on starting a business from the ground up. However, as I researched, I saw tremendous value in joining an established brand. You get good name recognition, a professional logo, and a mission-driven leadership team right out of the gate. Franchising acts as a springboard, helping you circumvent the challenges of a scratch startup.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?Haverin:&nbsp;My initial perception was actually neutral to slightly negative. I didn't have a lot of knowledge about it, and I had concerns that the money I earned might leave the local area rather than staying in the community.However, upon closer examination of the TruBlue model, I found that the funds generally stay local. This aligned with my strong desire to shop local and support local businesses. I was also worried that a corporate office might be too involved in my daily operations, but I found that TruBlue gives franchisees latitude and trusts us to operate in a common-sense way.1851:&nbsp;What made you pick this brand? What excites you most about this company?Haverin:&nbsp;Aside from the business model fitting my interests, it was the ability to make a lasting, tangible impact. I love the idea of seeing my work in action. The leadership team is mission-driven, and that resonates with me.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Haverin:&nbsp;I aim to keep the business reasonably local, focusing on The Woodlands and the surrounding zip codes like Spring, Conroe, and Shenandoah. I want to scale the business, but only to a certain point where we can still feed back into the community.I also aspire to integrate a spirit of volunteerism into the company culture. I have ambitions to work with the local Habitat for Humanity and participate in local volunteer efforts, such as cleaning up parks and neighborhood easements.1851:&nbsp;Is there anything else about your story you want us to know?Haverin:&nbsp;I am married to my wife, Sarah, and we have a 6 1/2-year-old son named Elliott. My personal interests include aviation, I am an instrument-rated private pilot, and spending time with my son doing activities like BMX riding and flying model rockets.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Haverin: Perform your due diligence. Look into different brands and recognize that franchising can be a valuable option. It really helps you bypass the "ground-up" struggles.About TruBlue Home Service Ally:TruBlue Home Service Ally® provides a unique and affordable approach to helping busy adults and seniors live a worry-free life by offering trustworthy handyman, home maintenance and senior modification services. Helping you maintain your home both inside and out, TruBlue’s services include handyman projects and to-do list chores, preventative home maintenance programs, kitchen and bath remodels, seasonal work, and senior modification services, all handled by professional, bonded and insured Tru-Pro® Technicians. TruBlue franchise owners are required to complete senior home safety certification programs through the NAHB and Age Safe America. As certified specialists, TruBlue franchisees are able to perform aging in place home safety assessments and can make recommended safety modifications as needed.All locations are independently owned and operated. Service offerings, certifications and licenses vary by location.

image of forrest havernin from tru blue home service ally in woodlands texas

After 25 years in tech, Forrest Haverin traded screens and spreadsheets for hands-on work that makes a difference at home.

Tech Industry Veteran Turns to TruBlue Home Service Ally to Build a Legacy with Purpose in The Woodlands, Texas

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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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Franchise Opportunity Deep Dive: A fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.


Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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Beef 'O' Brady's Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Beef ‘O’ Brady’s is a family sports pub concept built around community, casual dining and lifelong local loyalty.

beef-o-bradys-franchise-costs-fees-profit-and-data

BrightStar Care Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: BrightStar Care is a home health care franchise that provides both medical and non-medical services.

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Visiting Angels Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Visiting Angels is a senior home care franchise focused on in-home support for seniors and individuals with disabilities.

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Building&nbsp;<a href="https://1851franchise.com/how-do-you-build-a-franchise-business-plan-2717037">a business plan</a> is a crucial operational step for any entrepreneur. But how do I build a business plan for a franchise that complements the franchisor’s system while addressing the unique needs of a given location? In this guide with expert tips, you’ll learn how to craft a thoughtful, actionable franchise business plan.<h2>Start With The Franchisor’s System In Mind</h2>So, how do I build a business plan for a franchise? Well, avoiding repetition is a good start.“You specifically don’t want to duplicate what your franchisor is doing,” said long-time multi-unit&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a> franchise owner,&nbsp;<a href="https://www.linkedin.com/in/haynes-chidsey-6a36a06/">Haynes Chidsey</a>. “There’s a reason why you join a franchise system and why you pay the fees and costs associated with it.”A strong franchise business plan should take advantage of the resources, marketing and operational systems that the franchisor provides (while utilizing daily experiences at the local level to help fine-tune what matters locally).<h2>Focus On Local Priorities</h2>A franchise business plan should be&nbsp;<a href="https://1851franchise.com/strategicfranchising/how-to-build-a-strong-franchise-brand-presence-in-your-local-community-2729771">locally focused</a>. It should reflect the unique characteristics and needs of each local market. It’s essential to identify opportunities to attract local customers, build relationships within the community at the local level and tailor services to the regional preferences required by each market.“Be complementary to what your system provides,” said Chidsey. “Stay locally focused. That’s what I would say is key. Avoid mistakes by focusing on the magic.”<h2>Practical Steps For Building Your Plan</h2><ol><li>Assess Both Market And Competition – Build a thorough understanding of local demand, competitors and potential customer base. This will lead to more informed projections. &nbsp;</li><li>Define Financial Goals – Include startup costs, ongoing fees and revenue expectations in the business plan. Staffing, rent, marketing and working capital should all be factored in. &nbsp;</li><li>Leverage Franchisor Resources – Incorporate the systems, training and support offered by the franchisor (instead of reinventing processes). &nbsp;</li><li>Set Operational Priorities – Decide which areas require hands-on local management (as opposed to areas guided by the franchisor). Focus energy where it’s most impactful. &nbsp;</li><li>Review And Adjust – A business plan shouldn’t be static. So, track performance, adjust strategies and refine priorities as the franchised business scales.</li></ol><h2>The Takeaway</h2><a href="https://1851franchise.com/chapter-3-developing-a-franchise-business-plan-2722586">Creating a franchise business plan</a> is about balance. With a clear plan that integrates franchisor resources and local insight, franchisees can confidently move forward, knowing their businesses are structured to thrive. Leveraging a proven franchisor system to make smart, locally relevant decisions is key. By slowing down to go fast, and catering to the local trends or demands unique to each market, zees can more effectively build a roadmap and franchise business plan capable of delivering long-term success.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 do I build a business plan for a franchise?

How do I build a business plan for a franchise? In this guide with expert tips, learn how to build a plan that leverages franchisor resources, focuses on local priorities and brings long-term success.

Togo’s Owner Ali Navabpour Finds a Boost with New Pay-First Model

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