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Name:&nbsp;<a href="https://www.linkedin.com/in/nicolesalla/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=top-franchise-marketing-leaders-nicole-salla-chief-marketing-officer-kiddie-academy-2731336" target="_blank" rel="nofollow">Nicole Salla</a> Role:&nbsp;Chief Marketing Officer Brand:&nbsp;<a href="https://kiddieacademy.com/franchising/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=top-franchise-marketing-leaders-nicole-salla-chief-marketing-officer-kiddie-academy-2731336" target="_blank" rel="nofollow">Kiddie Academy</a>With more than 360 locations nationwide and growing rapidly, Kiddie Academy Educational Child Care has become a trusted leader in early childhood education — and much of that success can be attributed to the brand’s strategic marketing engine. At the helm is Chief Marketing Officer Nicole Salla, who has spent her career championing purpose-driven storytelling that connects families to the heart of Kiddie Academy’s mission: educating and inspiring children to become confident, curious and kind lifelong learners.Under Salla’s leadership, Kiddie Academy’s marketing has moved beyond traditional advertising. Her team focuses on creating authentic, localized connections between franchisees and families, combining national brand initiatives with community engagement that reflects each academy’s neighborhood. From integrating data-driven insights to amplifying franchisee voices, Salla’s work helps ensure every Kiddie Academy story is consistent with the brand’s promise and personal to the communities it serves.<h2>Q&amp;A With Nicole Salla, Chief Marketing Officer, Kiddie Academy&nbsp;</h2>1851 Franchise: How did you find your way to franchising and franchise marketing?Nicole Salla:&nbsp;I went to college planning to become an English literature teacher, but my path shifted when I discovered marketing was another form of storytelling that could empower people and make a real difference. Working with family-owned companies in child care and previously in senior care, I saw how the right story could transform lives, both for the families we serve and the entrepreneurs building their own businesses.Franchising turned out to be the perfect fit. It’s the ultimate storytelling platform where you’re not just crafting a single brand narrative; you’re amplifying hundreds of local stories from business owners who are making a real difference in their communities. That blend of purpose, people and storytelling is what drew me in and inspires me every day.1851 Franchise: What makes franchise marketing uniquely challenging (and rewarding) compared to&nbsp;corporate-only marketing?Salla: Franchise marketing is a balancing act between consistency and customization. Unlike corporate-only marketing, you’re not just building a brand; you’re empowering hundreds of local entrepreneurs to bring that brand to life in their own communities.The challenge is that you can’t just launch a new campaign and assume everyone will be as excited as you are. You’ve lived with it through every stage of development, but franchisees are seeing the finished product for the first time. At Kiddie Academy, we feel it’s critical to put a lot of focus on a strong internal launch with franchisees and involve select franchisees early — before conception even — asking for their perspectives and needs. Then we tap more people during development for feedback, and we’re not afraid to refine as we go. The reward? When franchisees are part of the solution, those local stories and successes multiply. You’ve helped real people grow their businesses and serve their neighborhoods. That’s what makes it worth it.1851 Franchise: What is the single most powerful lever a marketing team can pull to directly impact franchisees’ profitability at the unit level?Salla: Marketing’s role has shifted over time beyond generating leads. We are thinking through the entire customer experience, from the first online experience through the child’s first day at Kiddie Academy. In educational child care, families aren’t buying a product. They’re buying the person who answers the phone, the director who takes them on a tour, the teachers they meet when they visit. It’s completely relationship-driven. Parents need to feel a real connection with the people caring for and educating their child.Marketing can bring qualified families to your door, but we also partner with the operations team to support how franchisees can convert parents into an enrollment and welcome them on their first day. That means giving franchisees flexible tools they can customize for their local market and helping them think through the experience itself. What happens on that first phone call? How does the tour feel? What’s the follow-up like?Marketing can drive brand awareness and shape how people see the brand. But the real impact comes when franchisees build those relationships throughout their brand journey. When marketing and operations work together on the full journey — not just the top of the funnel — that’s when you start seeing real growth at the unit level.1851 Franchise: What is an untapped marketing opportunity you see for franchise brands?Salla:&nbsp;One of the biggest untapped opportunities for franchise brands is true grassroots empowerment. Franchise owners are busier than ever, navigating a marketing landscape far more complex than the days of print ads and network television. The key is to equip franchisees with tools and partners that simplify the chaos — automation where it makes sense, but real empowerment where it matters most.But the real differentiator is encouraging franchisees to focus on real-life interactions. As attention spans shrink online, people crave genuine, in-person connection. When you combine smart automation with authentic local engagement, you free up franchisees to do what only they can: build meaningful relationships in their communities. That’s where real growth happens.1851 Franchise: What is one marketing fad or buzzword that you believe will actually deliver real results in the coming year?Salla:&nbsp;Storytelling has been criticized as being overused or even dead as a marketing concept. I disagree, but it has to be done right. Storytelling shouldn’t be a buzzword you toss around; it has to be purposeful and real. For generations, stories have been how we connect, teach and inspire. In an era where AI can generate content instantly, authenticity matters more than ever. People can spot the difference between a genuine story and something manufactured. The brands that will stand out are the ones that share honest, meaningful and brand-aligned stories — stories that connect, not just impress.1851 Franchise: What’s your boldest franchise marketing take? (A tactic used today that will be obsolete in the next five years? Something that almost no one is currently doing but will be revolutionary in the near future?)Salla:&nbsp;AI needs to go back to being a silent partner in the process, not the main act. Marketing is fundamentally human. People buy from people they like and trust. It’s psychological—understanding what makes someone feel safe enough to choose your brand, what motivates a parent to walk through your doors. AI can’t replicate that human connection, and frankly, it shouldn’t try.Right now, I think we are all weary of hearing about AI being the star of the show—the thing that can do and be everything. But the brands that will win are the ones that use AI as an engine behind the scenes, driving real results in data analysis, personalization at scale and efficiency. Then they let humans do what humans do best: connect, empathize and tell stories that resonate.In five years (less, hopefully), I think AI will stop being “a thing” we obsess over as a stand-alone tool. It’ll just be seamlessly integrated into how we work, the way analytics or CRM systems are now. It will do its job quietly, and we’ll get back to what actually matters—humanizing our brands and building real relationships. The franchise brands that figure that out first? They’re going to leave everyone else behind. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=top-franchise-marketing-leaders-nicole-salla-chief-marketing-officer-kiddie-academy-2731336" target="_blank" rel="nofollow">www.1851growthclub.com</a> and see what we can do for you.

Top Franchise Marketing Leaders: Nicole Salla — Chief Marketing Officer, Kiddie Academy

Nicole Salla on Purpose-Driven Marketing at Kiddie Academy

1851 Franchise

Salla blends purpose-driven storytelling, data-informed strategy and grassroots empowerment to help Kiddie Academy franchisees build authentic, community-rooted brands.

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Science and Scale: How Miguel Diaz Is Driving the Future of Pest Hunters-Mosquito Hunters-Humbug Holiday Lighting

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Filta - Women in Filta - Julene Robinson - 1851 Franchise

Pivoting from Education to Entrepreneurship: How One Woman Built a Nearly $1 Million Filta Franchise in a Non-Major Market

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Melting Pot

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How Melting Pot Resales Bridge Legacy Success With New Innovation

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Restaurants Stand Out in 2025 Hiring as Consumers Look for Simple Treats

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KBP Brands Acquires 78 SONIC Locations Across Five States

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IFA Releases 2026 Franchising Economic Outlook Report, Predicting Over 12,000 New Franchised Businesses This Year

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Restaurants Eye $1.55 Trillion in 2026 Sales as Value and Cost Pressures Define the Year

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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Sparkle Dog Care Franchise Costs, Fees, Profit and Data for 2025

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

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

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

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Nashville Hot Chicken franchise deep dive

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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? A Guide for Prospective Franchise Owners

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Family has always been at the heart of everything for sisters&nbsp;<a href="https://1851franchise.com/griswold-franchise-oklahoma-city-north-manar-landis-maha-zirn-kashoor-2730454">Manar Landis and Maha Zirn-Kashoor,</a> so when they began looking for a new business venture, it only made sense that they’d do it together. Today, the pair are proud&nbsp;<a href="https://griswoldhomecarefranchise.com/">Griswold</a> franchisees, combining their complementary skills and shared compassion to make a difference in the lives of seniors and&nbsp; families in their community. For Zirn-Kashoor and Landis, the decision to go into business together was as natural as their lifelong connection.“The short answer,” Zirn-Kashoor said, “is that it’s always the right time as a family to be together. We were both in the right place to start that one.”Though life had taken them in different directions — with families, careers and homes of their own — the sisters never lost touch. “We were always in contact,” Zirn-Kashoor said. “Almost every year we saw each other. So when the idea of the business came, it was only natural that we were both ready for it and said, ‘Let’s go for it.’”That shared readiness made the decision simple: it was time to&nbsp;<a href="https://1851franchise.com/griswold/how-griswold-home-care-provided-a-more-meaningful-career-for-these-franchisees-amid-the-pandemic-2715838">build something meaningful together</a>.<h2>From Sisters to Business Partners</h2>Transitioning from family members to business partners came smoothly for the pair. “Because we know each other quite well, it came very naturally,” Zirn-Kashoor said. “We recognized my strength, her strength, where we can complement each other — and it’s working so far.”The two sisters developed a natural division of responsibilities, allowing each to focus on what she does best. That balance has only strengthened their bond. “It brought us even closer to each other,” Zirn-Kashoor said. “Usually, when you have family, each one goes to their business or work and then maybe you meet at dinner or on weekends. Now we are combining all this — we see each other even more now. It added positively to the dynamic.”<h2>Why Griswold?</h2>When it came time to choose a brand, Landis led the research — and&nbsp;<a href="https://1851franchise.com/griswold/info">Griswold</a> quickly stood out. “She asked around, looked into different franchises, and it was the reputation of Griswold,” Zirn-Kashoor said. “From the first moment we spoke with them, it felt like we were joining a family.”That sense of belonging only deepened as they met other franchisees. “They are very professional, but there is also a warm environment,” Zirn-Kashoor said. “When we met other franchisees at a couple of events, it felt like family. It just enhanced our feeling that this is the right company we want to join.”<h2>A Family-Owned Business With a Human Mission</h2>As sisters and co-owners, Zirn-Kashoor and Landis believe their family connection adds real value to how they lead their business and care for their clients. “It’s an added value to be family working together,” Zirn-Kashoor said. “We know how to divide the work, who’s responsible for what, and sometimes we combine our efforts on certain areas where we can bring an even better outcome.”That collaboration is rooted in shared purpose. For the sisters, Griswold’s mission resonated deeply. “The story of Jean Griswold is very touching and impressive,” Zirn-Kashoor said. “It’s not money-oriented — it’s very human and people-oriented. That’s what really drove us. Otherwise, any business you can start somewhere and think about profit. This is not the easiest one, but we chose it on purpose because we can relate to it … When you think about it, we are helping vulnerable people — people in need — and that’s something we are already proud of.”<h2>Building a Legacy of Care and Connection</h2>More than just a business, Zirn-Kashoor and Landis see their Griswold franchise as a legacy — one rooted in compassion and community. “We are certain that our hard work will bring very fruitful income,” Zirn-Kashoor said, “and we hope that this is the legacy we can keep as a name for us, for our children and for our family later on. There cannot be a better legacy than helping people in need and caring for the community.”Even amid the challenges of launching a business, the sisters have found unexpected joy in the journey. “The most surprising part is how much fun we are having,” Zirn-Kashoor said. “We knew we would enjoy it, but we didn’t know it would start from day one. We keep reminding each other not to forget to have fun and enjoy the journey.”

Why Two Sisters Chose Now to Build a Purpose-Driven Home Care Business With Griswold

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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.”

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://kbpbrands.com/">KBP Brands</a>, the multi-brand franchisee group with over 1,100 restaurants across 32 states,&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">has announced</a> its acquisition of 78 additional SONIC units. The new units are spread across Ohio, Kentucky, North Carolina, Tennessee and Virginia.This is the second SONIC acquisition KBP has completed in less than two years, and it makes KBP the fourth-largest SONIC franchisee in the system with 164 total locations across eight states.“We’ve had a successful five-year partnership with Inspire Brands and have seen strong results from our initial SONIC purchase,” KBP CEO&nbsp;<a href="https://www.linkedin.com/in/mike-kulp-820820">Mike Kulp</a> said in a statement. “We look forward to expanding that with a larger footprint and additional operational efficiencies.”KBP is one of the country’s largest franchisee groups, reporting approximately $1.5 billion in annual sales across its portfolio, which includes KFC, Taco Bell and Arby’s, another Inspire Brands franchise."Our relationship with KBP Brands continues to grow due to their operational excellence and our shared commitment to guest satisfaction and a culture that champions innovation," said&nbsp;<a href="https://www.linkedin.com/in/john-kelly-b48426b">John Kelly</a>, brand president at SONIC. "KBP's expansion with SONIC demonstrates their dedication to our vision and the brand's long-term growth."Read the full press release&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Top Franchise Marketing Leaders: Nicole Salla — Chief Marketing Officer, Kiddie Academy

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