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<a href="https://twomenandajunktruck.com/franchise?utm_source=1851franchise.com&utm_medium=article&utm_campaign=two-men-and-a-junk-truck-franchise-scott-brutosky-2730220" target="_blank" rel="nofollow">TWO MEN AND A JUNK TRUCK</a> of<a href="https://twomenandatruck.com/movers/il/chicago/lake-county/junk?utm_source=1851franchise.com&utm_medium=article&utm_campaign=two-men-and-a-junk-truck-franchise-scott-brutosky-2730220" target="_blank" rel="nofollow">&nbsp;Lake County</a> opened August 29, marking a second growth lane for longtime<a href="https://franchise.twomenandatruck.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=two-men-and-a-junk-truck-franchise-scott-brutosky-2730220" target="_blank" rel="nofollow">&nbsp;TWO MEN AND A TRUCK*</a> owner<a href="https://www.linkedin.com/posts/two-men-and-a-junk-truck_exciting-news-two-men-and-a-junk-truck-activity-7367198141017706499-CQX9?utm_source=1851franchise.com&utm_medium=article&utm_campaign=two-men-and-a-junk-truck-franchise-scott-brutosky-2730220" target="_blank" rel="nofollow">&nbsp;Scott Brutosky</a>. After more than two decades in moving, he sees junk removal as a cleaner answer to staffing while giving his team more chances to build customer relationships and drive sales.“Staffing is the toughest issue in small business today,” he said. “The junk side lets us build deeper partnerships with the people on those trucks, with more of a sales and relationship focus. That&nbsp;could make staffing a bit easier than in the moving business. It’s also energizing to do something new.”Brutosky says the move was a logical extension inside a brand he trusts and one he expects to scale. “The decision to add junk was essentially a no-brainer. The franchisor has a strong product, and I believe junk can become an even better part of the portfolio over the long term for owners already in the system.”1851 Franchise sat down with Brutosky to discuss his franchising journey with<a href="https://1851franchise.com/twomenandatruck/info">&nbsp;TWO MEN AND A TRUCK</a> and his decision to pivot into junk hauling with TWO MEN AND A JUNK TRUCK. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Scott Brutosky: I’ve lived in 11 states and lived and worked overseas on several expat assignments. I’m married with two stepchildren and two grandchildren. I value honesty and straightforward communication. I’m naturally introverted, but I enjoy talking in depth about subjects that interest me. From a customer service standpoint — whether you’re at a large corporation or handing a single order at a counter — the goal is the same: make sure the customer leaves happy and do your best to go above and beyond. Kindness and patience matter.1851: What did you do before franchising, and how did you decide franchising made sense for you?Brutosky: We originally approached franchising as an investment. I kept a full-time, demanding corporate role for about 20 years after we bought in. My last position was vice president of global supply chain and distribution at a four billion-dollar company. I oversaw areas like warehousing, transportation, logistics and trade compliance.&nbsp;I spent most of my career at two companies — one in Houston and then 29 years at another based in Fond du Lac, Wisconsin.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?Brutosky: Like many people, I didn’t fully appreciate what small businesses deal with, including the pros and cons of a franchise system. We wanted a well-run investment with solid support, and we found that. The biggest surprise has been how open and transparent my peers in the TWO MEN AND A TRUCK system are. Over 23 years the network has evolved from mostly operators who started as movers and drivers to a broader mix that includes people with diverse business experience. That’s improved the overall operation.Owning a small business is hard. At a 30,000-employee company, there are many different departments with lots of different expertise to handle things, but in a small company you wear a lot of hats. Franchises aren’t all the same, there are good and bad franchises, but in our experience, TWO MEN AND AND A TRUCK’s fellow owners share information freely. That openness is a real advantage.1851: What made you pick this brand? What excites you most about this company?Brutosky: A family member was looking for business investments and naturally gravitated to franchise opportunities. I did my due diligence on TWO MEN AND A TRUCK and found a resale in Lake County, Illinois. It was already set up — four years of history, trucks, basics and a manager — so it felt like a safer bet. We bought it in 2003.On TWO MEN AND A JUNK TRUCK: It brings a different set of challenges and opportunities. Staffing is the toughest issue in small business today. The junk side lets us build deeper partnerships with the people on those trucks, with more of a sales and relationship focus. That can make staffing a bit easier than in the moving business. It’s also energizing to do something new, and I didn’t want to watch someone else take the opportunity in our market.1851: What do you hope to achieve with your business? What are your plans for growth?Brutosky: We plan to expand. Our two franchise agreements aren’t on the same renewal cycle. Lake County came up first, and the brand separated junk from moving to help junk perform as a distinct business. Our second franchise, West Cook County remains tied to our moving business and won’t be available for about a year and a half. Short answer: yes, we intend to grow and would like to reach the level of the larger competitors in junk.1851: Is there anything else about your story you want us to know?Brutosky: The decision to add junk was essentially a no-brainer. The franchisor has a strong product, and I believe junk can become an even better part of the portfolio over the long term for owners already in the system.1851: What advice do you have for other people thinking about becoming franchise owners?Brutosky: Do your due diligence. Talk to as many owners in the system as you can to understand how open they are and how they view the franchisor. Get a clear picture of what you’re signing up for. And remember, not all franchises — or franchisors — are the same. Pick the system that fits your goals and values.ABOUT TWO MEN AND A JUNK TRUCK:Headquartered in Michigan, TWO MEN AND A JUNK TRUCK is a full-service junk removal company that is committed to conquering your clutter. The company handles furniture pickup, appliance removal, debris cleanouts, and more, offering a hassle-free experience for residential and commercial customers. With over 70 locations across 23 U.S. states, the brand operates as a franchise-based business, and each location is independently owned and operated. TWO MEN AND A JUNK TRUCK is part of ServiceMaster® Brands, a leading franchise provider of needs-based residential and commercial services in the restoration, cleaning, moving, and bioremediation industries. ServiceMaster was founded as one of America’s first franchise businesses and does business under seven brands today across 50 states and nine countries that generate more than $3.5B in system-wide sales. TWO MEN AND A JUNK TRUCK is the sister brand of TWO MEN AND A TRUCK, a trusted moving company founded in 1985, which operates 430 locations in 48 U.S. states, as well as in Canada, Ireland and the United Kingdom.

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Scott Brutosky Launches TWO MEN AND A JUNK TRUCK in Lake County, Illinois

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After 20-plus years of franchising with TWO MEN AND A TRUCK®, Brutosky is pivoting to junk hauling with TMAJT with plans to scale towards the market’s top competitors.

How Scott Brutosky Is Energized with New Opportunity Joining TWO MEN AND A JUNK TRUCK® Franchise in Lake County, Illinois

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Beansquad

BeanSquad - Franchisee Profile - Steve Bjorkman - The UPS Store - 1851 Franchise

Franchisee Spotlight: How One Boise UPS Store Owner Keeps a Growing Operation Financially Organized

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DRYmedic Restoration

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DRYmedic Restoration Caps Banner Year With 25 Territories Awarded, Sets Sights on Strategic Growth in 2026

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Benjamin Franklin Plumbing

This Benjamin Franklin Plumbing Franchisee Built a Family Business that is Opening Doors for Women Across the Trades

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Right at Home

Right at Home Franchisees Awarded Franchisee Excellence Award by Franchise Business Review

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KidStrong Franchising, LLC

How This Former Sales Executive Is Building Confident Kids Across Orange County With KidStrong

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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

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Why Skilled Trades Are Emerging as the Economy’s Most AI-Resilient Careers

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After losing his corporate job, Don Bosko convinced Beef ‘O’ Brady’s founder to take a chance on him and helped turn a single restaurant into a scalable franchise model.

30 Years of Beef ‘O’ Brady’s: How This Franchise Owner Turned His Family’s Favorite Restaurant Into a Multi-Generational Career 

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<a href="https://www.linkedin.com/in/john-bailey">John Bailey</a> has spent most of his career figuring things out as he goes. He started in the automotive industry, where he worked for more than 20 years, before teaming up with his brother to run a home renovation business. When the 2009 recession forced that business in a new direction, he took it as an opportunity to go out on his own. He wasn’t just looking for another job. He wanted something stable, something with a recognizable name behind it and a system he didn’t have to build from scratch. That search led him to&nbsp;<a href="https://franchise.twomenandatruck.com">TWO MEN AND A TRUCK®</a>, the international, full-service franchised moving company.Sixteen years later, that decision has grown into a five-location operation serving Midtown, Downtown, the Beaches, Thornhill and Vaughan. Bailey runs his teams with a simple mindset: He treats his movers like athletes and puts a heavy emphasis on showing up for customers the right way every time. It’s a big reason why most of his business now comes from referrals. Today, his crews handle everything from everyday family moves to high-profile clients like the Toronto Raptors and the Toronto Maple Leafs, while still staying involved in the community through efforts like<a href="https://twomenandatruck.ca/movers-for-moms-program">&nbsp;Movers for Moms®</a>.1851 Franchise sat down with Bailey to discuss his journey as a business owner with&nbsp;<a href="https://1851franchise.com/twomenandatruck">TWO MEN AND A TRUCK</a>. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?John Bailey:&nbsp;I am 63 years old and live in the Scarborough area of Toronto. We opened our TWO MEN AND A TRUCK location at 153 Bridgeland Avenue 16 years ago, and we are moving into our 17th year soon. We run a very team-oriented company culture, and I actually see our business as a sports franchise. Our movers are essentially athletes who lift and move furniture all day.1851: What did you do before franchising, and how did you decide franchising made sense for you?Bailey:&nbsp;Prior to franchising, I worked in the automotive industry for 21 years. After that, I was involved in a home renovations business with my brother, which eventually grew to serve all of Ontario and Alberta. Around 2009, the recession led to a shift in that home renovations business, so I decided to pursue a different direction. I wanted to do my own thing, separate from working with my brother, so I started with one TWO MEN AND A TRUCK franchise and have since expanded to five units.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Bailey:&nbsp;I initially viewed franchising as just buying into an established brand and system, noticing that many large businesses like McDonald’s and Tim Hortons operate that way. Now that I am in it, I highly recommend becoming a franchisee because of the incredible support system available when challenges arise. However, I want people to know that a good brand does not automatically run itself. Starting a new business requires immense effort and hard work; you have to be actively involved in making it grow.1851: What made you pick this brand? What excites you most about this company?Bailey:&nbsp;I chose TWO MEN AND A TRUCK for the stability and the support system it provides, allowing for communication and problem-solving with other individuals in the system. It has a great brand name, but a key reason for selecting this brand specifically was the ability to work on the business rather than in it. I am most excited by the corporation’s genuine care for its franchisees and their desire for everyone to succeed and achieve a better quality of life.1851: What do you hope to achieve with your business? What are your plans for growth?Bailey:&nbsp;I aim for continued growth and financial stability in my business, and I would be interested in acquiring more territories if they become available. Culturally, my goal is to always exceed customer expectations and create “raving fans” rather than just satisfied customers. That commitment to service has resulted in a consistently high referral rate that often exceeds 96% every year.1851: Is there anything else about your story you want us to know?Bailey:&nbsp;We do a lot of exciting commercial work, maintaining contracts with high-profile clients like the Toronto Raptors and the Toronto Maple Leafs. We handle complex, last-minute moves, like shipping a player’s belongings from Florida to Sacramento during the pandemic, which really demonstrates our commitment to finding solutions for any problem. We are also heavily involved in charity events, including the annual&nbsp;Movers for Moms initiative, and for the last five or six years, we have coordinated Christmas shoebox deliveries for women in shelters and in abusive relationships across Toronto.1851: What advice do you have for other people thinking about becoming franchise owners?Bailey:&nbsp;New owners must be ready to work hard and stay closely involved in the business, especially in the early stages. I have always believed in being available when needed, and I still share my cell phone number for direct contact. Hard work is a big part of success.ABOUT TWO MEN AND A TRUCK:TWO MEN AND A TRUCK is an international, full-service franchised moving company with more than 430 locations and 3,000 trucks operating in 48 U.S. states in addition to Canada, Ireland, and the UK. Each location is independently owned and operated, and together, the TWO MEN AND A TRUCK network has performed more than 10 million moves since its inception in 1985. The moving company has been in Canada for the past 20 years, and more than 30 franchise locations are operating within Canada. In 2024, the Canadian locations moved 26,000 customers while maintaining a 95% referral rating, living up to the brand’s tagline as the Movers Who Care®.&nbsp; TWO MEN AND A TRUCK offers comprehensive home and business moving services, professional packing and unpacking, and storage and junk removal services.

image of franchisee John Bailey Two Men and a Truck owner from toronto 

After losing a business in the 2009 recession, Bailey found a new path, and sixteen years in, his leadership and commitment to service continue to shape the way he runs and grows his business.

 How John Bailey Rebuilt After the Recession and Grew to Five TWO MEN AND A TRUCK® Locations

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

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

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

Driven by a Heart for Service, One South Carolina Entrepreneur Turns to Griswold After 30 Years in HR

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Having built a 120-location telecom network and portfolio of hotel franchises, you’d never guess that&nbsp;<a href="https://www.linkedin.com/in/jawad-rawra-86843462/">Jawad Rawra</a> came to the United States without a dollar to his name.&nbsp;Before his personal American Dream was set in motion, Jawad spent his early career working 12-hour shifts, seven days a week at an AT&amp;T Wireless outlet. He kept hustling during the five years he worked for AT&amp;T, sprinkling in odd jobs in between shifts. Jawad always carried the entrepreneurial spirit he inherited from his family and kept searching for the right opportunity to build something on his own.&nbsp;&nbsp;In 2007, after facing rejections from major telecommunications giants like Verizon, AT&amp;T and Sprint, T-Mobile opened a door. With that chance, Jawad built his way up until he was one of the largest franchisees in the nation with 120 locations across 14 states. In 2016, he diversified his portfolio by expanding into real estate and the hospitality industry with Marriott, Hilton and Hyatt hotel franchises.Today, Jawad is continuing his trend of diversifying his portfolio while preparing to open his first&nbsp;<a href="https://layneschickenfranchising.com/">Layne's Chicken Fingers</a> location in Rockwall, Texas, slated for April 2026. Layne's stood out to him because of its cult-like following in his Houston community and passionate leadership team. Having built an impressive portfolio in hospitality, telecom and now restaurants, Jawad says his true American Dream has always been his wife and their three amazing daughters.&nbsp;He says everyone in his household loves&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a>, and he can’t wait to leverage this new location as a legacy for his family.&nbsp;1851 Franchise sat down with Rawra 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?Jawad Rawra: I'm an immigrant who came to this country with no money in my pocket. I had a struggling life, had multiple jobs, and worked seven days a week, 12 hours a day. My first job was with AT&amp;T Wireless in the telecommunication world, but I also worked some odd jobs in the mall during the days I wasn’t working at AT&amp;T. I worked there for five years, but due to the entrepreneurial mindset that I inherited from my family, I always knew I wanted to do something on my own. I started my first business with a couple of friends back in 2007.&nbsp;That's my story… at least, that’s where my journey began.1851: What did you do before franchising, and how did you decide franchising made sense for you?Rawra: At that point, the only experience I had was in the telecommunication world—I knocked on doors of Verizon, AT&amp;T, Sprint, and T-Mobile and got rejections everywhere. Then T-Mobile gave me a chance, so that's where I signed my first contract and opened up our first location. It wasn't about franchising making sense necessarily… My sentiment was that I wanted to operate a business, and that was the first door that opened as an opportunity. I knocked on it, opened my first location, and became one of the largest franchisees in the nation, growing to 120 locations in 14 different states. In 2016, I started diversifying in different businesses, including hospitality by becoming a franchisee for Marriott, Hilton, Hyatt, and other real estate investments.1851: What do you want people to know about franchising now that you are in it?Rawra: It comes with a responsibility. You agree to put the brands’ best interest alongside yours by following their rules and regulations. It might be tricky and not everyone's cup of tea, but the idea of building your own business while playing within the sandbox is something that comes naturally to me. When the mutual partnership is strong, growth and success follow organically.1851: What made you pick this brand? What excites you most about this company?Rawra: In the mindset of diversifying businesses in my portfolio, I was looking into different industries, QSR and Layne’s specifically being one of them. Layne’s food and quality always stood out to me when comparing it with Raising Cane's and other chicken finger brands out there. Anytime I have taken my family or friends to Layne's, the consensus is the same time and time again, that there is no comparison, Layne’s is a tier above the rest. They're passionate about their food, which ties right back to their leadership. They are hardworking, like-minded people who align with the way I think for my vision and growth. It just felt like the right&nbsp;fit.1851: What do you hope to achieve with your business? What are your plans for growth?&nbsp;Rawra: The first step is to get into the system, open the first location, and get accustomed to the business. There’s something new to learn every day, so you do just that till the day you multiply. The vision is not to sit at one location. The vision is to go from one to two, two to five, five to 10, and grow beyond Texas when the opportunity presents itself.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?&nbsp;Rawra: I would say to go with a brand that aligns with your vision and growth. There's a lot of research that goes behind it. Before signing up, talk to the other franchisees in the system and make sure they're satisfied, happy, and content. Most importantly, in the end, go with your gut.1851:&nbsp;Is there anything else about your story you want us to know?Rawra: I'm a family man. I have a beautiful wife, and three amazing daughters, who are my life. Everybody in my family loves Layne's, and my goal is to leave a legacy for my family.ABOUT LAYNE'S CHICKEN FINGERS:Founded in 1994 in College Station, the original location became a Texas A&amp;M legend known for its small-town charm, friendly service, iconic chicken fingers and secret sauce. While opening corporate locations across the Dallas-Fort Worth area, the leadership team focused on fine tuning its operations and starting to franchise.&nbsp;&nbsp;Franchise opportunities range from $451,500 to $1,050,000 with different buildout options available. Learn more about franchising&nbsp;<a href="https://layneschickenfranchising.com/?utm_source=mainland&amp;utm_medium=google-search&amp;utm_campaign=franchise&amp;utm_id=v2&amp;utm_term=combined_theme&amp;gad_source=1&amp;gad_campaignid=23232906617&amp;gbraid=0AAAAAq5XMG3fsexiCdJ6e2BdCT5cm6dFQ&amp;gclid=CjwKCAjwpcTNBhA5EiwAdO1S9u1_eY6k9ocjRUqPZ3JGdqT7zQqJ-pLgEM-81PSa-RHg3f_6oYUmixoCU4MQAvD_BwE">here</a>.

image of Jawad Rawra, Franchise owner of Laynes Chicken fingers in Rockwall, TX

After building in telecom and hospitality, Jawad is opening in Rockwall with plans to learn the business, grow beyond one unit and create something lasting for his family.

Jawad Rawra Is Betting on Layne’s Chicken Fingers as His Next Big Growth Play

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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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Big O Tires Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Big O Tires is a full-service auto care franchise offering tires, brake repair, alignments, oil changes and preventive maintenance under a nationally recognized brand.

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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.


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

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JEI Learning Center Franchise Deep Dive 2025 - 1851 Franchise

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How Scott Brutosky Is Energized with New Opportunity Joining TWO MEN AND A JUNK TRUCK® Franchise in Lake County, Illinois

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