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<a href="https://www.linkedin.com/in/brandon-gawthorp-00170523a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=urban-bird-hot-chicken-franchisee-to-franchisor-franchise-growth-2731367" target="_blank" rel="nofollow">Brandon</a> and&nbsp;<a href="https://www.linkedin.com/in/chantel-fiaschetti-gawthorp-a15620a9/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=urban-bird-hot-chicken-franchisee-to-franchisor-franchise-growth-2731367" target="_blank" rel="nofollow">Chantel Gawthorp</a> didn’t set out to become franchisors. Long before&nbsp;<a href="https://www.urbanbirdhotchicken.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=urban-bird-hot-chicken-franchisee-to-franchisor-franchise-growth-2731367" target="_blank" rel="nofollow">Urban Bird Hot Chicken</a> even existed, they were actually franchisees themselves. Building a multi-unit Wingstop franchise one location at a time, the couple quickly learned the realities of operations, capital constraints and growing the hard way. From rapid expansion, financial risk and, at one point, a failed restaurant concept that left them paying rent on a closed location for more than a year, the Gawthorps’ franchising experience runs the gamut. But that setback didn’t end their story. It reshaped it.&nbsp;Urban Bird Hot Chicken was born out of that moment (initially as a practical solution to a bad lease and later as a concept that proved more than capable of standing on its own). Launched in 2020 amid economic uncertainty and general disruption, the Urban Bird brand was built deliberately. Tested across dozens of corporate locations and refined by two operators with firsthand franchisee experience, the brand proved uniquely scalable.&nbsp;Today, as Urban Bird approaches nearly 30 locations in just five years, Brandon and Chantel are stepping into the franchisor role with a rare foundation: deep operational experience, data across multiple markets and a clear point of view shaped by both success and failure.Brandon and Chantel Gawthorp joined 1851 Franchise Publisher&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=urban-bird-hot-chicken-franchisee-to-franchisor-franchise-growth-2731367" target="_blank" rel="nofollow">Nick Powills</a> on the&nbsp;<a href="https://www.youtube.com/watch?v=wihzivOcnVc&utm_source=1851franchise.com&utm_medium=article&utm_campaign=urban-bird-hot-chicken-franchisee-to-franchisor-franchise-growth-2731367" target="_blank" rel="nofollow">“Meet the Franchise” podcast</a> to discuss applying their franchising background to a franchisor pivot as they continue to grow the Urban Bird Hot Chicken brand. A transcript of the interview, edited for length and clarity, has been provided below.Nick Powills:&nbsp;Chantel and Brandon, thanks for joining me. Looking forward to our conversation. Question one is really the only scripted one. I’ll let both of you take a swing at it. How did you fall into franchising? What’s your franchise backstory?Brandon Gawthorp: Back when we first met, I had just gotten out of the military. We started waiting tables and going to school. About a year into community college together, I started thinking I really wanted to do a franchise. Instead of going to school, I just wanted to have my own business.At the time, it was Quiznos, Smoothie King. Those were kind of the big things. Papa John’s was just getting started. I started contacting them. But I was young. I think I was 25. It was always the same questions: “Do you have management experience? What kind of experience do you have?” I didn’t have any management experience other than the military. So, it was always rejection letters.Chantel said, “Well, my uncle started this thing called Wingstop...” I was like, “What is Wingstop?” I had never even eaten a chicken wing. This was around 2001. She said, “It’s just wings.” I asked if it was a sports bar – burgers, pizza, wings – and she said no. Just wings. I told her that sounded stupid and that it would never work!She said her uncle was flying in his helicopter to look at a store under construction in Oklahoma and that I could go with him and ask questions. I said, “Flying in a helicopter? I’m in.”I met him, flew in the helicopter and started hearing about Wingstop. I went and saw the first store. Back then, it was a 1,200-square-foot space that didn’t open until 4 p.m. Well, when I walked in at 4:10, there was already a line out the door and the phone was ringing off the hook. I said, “OK. How do I sign up for this?”We got signed up and worked with a loan broker. We didn’t even have credit. Everything we bought was with cash. We had to go to the mall and sign up for clothing store credit cards just to show we had credit. Back then, loans were easier to get. But it took about 10 months to open our first location.We got a second location within about a year because someone wanted out. Sales were low. And we were working every hour of the day. We got to four locations by about 2014. From there, things really took off. We went from four locations to 32 by 2023.But in 2020, we started Urban Bird. Then we sold the Wingstop franchises in December 2023 so we could focus on Urban Bird.Nick:&nbsp;Love it. Chantel, what’s your version of falling into franchising?Chantel Gawthorp: Very similar. As he said, my uncle had Wingstop. And my family had been in the restaurant business since I was a kid. My uncle and aunt had Pizza Patrón. When I was maybe 12, I started working there. I helped my aunt in the kitchen. I worked every summer and I remember when they started franchising Pizza Patrón. I loved the restaurant business and working with people. Years later, they started working on Wingstop. I remember them testing recipes in their backyard. I didn’t understand the full scope at the time.So, they opened their first Wingstop when I was about 18. I knew the franchisee they sold the first location to in Houston and went to the grand opening. Years later, Brandon and I met. I worked at a car dealership as a customer service manager. He was in the military.Later, we waited tables and I fell even more in love with the restaurant industry. At the time, we were in community college. He was going to be a plastic surgeon and I was going to be a veterinarian. That changed when he said he wanted to own a business.He saw long lines at a coffee place and thought about Starbucks – but then realized you couldn’t franchise it. So, I told him about my uncle. He went on that helicopter ride, came back and said, “We should do this.” So we both dropped out of school and focused on the Wingstop.It took a year to find the location. And we fell in love from there.Nick:&nbsp;You were both very humble in that. But becoming a 30-plus-unit franchisee takes grit and hustle (and maybe a little bit of crazy). Brandon, you mentioned barely being able to get credit cards at the mall. When you look back does it feel like it went fast?Brandon: Looking back, it feels like a whole different lifetime. When we opened our first Wingstop, people faxed in orders. We had roll-up fax paper and cash registers with buttons. We handwrote tickets before real POS systems.It feels like a lifetime ago – but it also went really fast.Nick:&nbsp;At what point, if ever, did you feel like you’d made it?Brandon: I never really feel like I’ve made it. When I hit one goal, I’m already on the next. I need purpose and drive. I love building things and that dopamine hit of accomplishment (even though it doesn’t last long). It’s almost like an addiction. For me, it’s building businesses.Nick:&nbsp;Chantel, do you feel the same?Chantel: Brandon and I are very similar. We’re not motivated by money. We’re motivated by purpose and work. We’re workaholics. Working makes us happy.We grew up poor. I saw my aunt hustle. That stuck with me. I wasn’t motivated by money. I was motivated by wanting stability and to take care of my family. I knew I loved working with people and that anything I wanted I’d have to work hard for. That’s what drives me.Nick:&nbsp;Brandon, how did Urban Bird get started?Brandon: By trying to fix a bad situation. We opened a pizza concept in 2017 that failed and closed in 2018. The rent was $15,000 a month. And we paid that for over a year while the space sat empty.I loved chicken and waffles and had tasted hot chicken in Las Vegas. When I got back to Houston, I couldn’t find good hot chicken. Then I saw a space open in the same shopping center and realized it could get us out of the lease.I pitched the landlord on opening a hot chicken restaurant. He asked for a presentation. I put together a PowerPoint and showed how hot chicken was taking off in places like California. They agreed. That was January 2020. We bought the equipment for $9,000 and started testing recipes. COVID hit, which slowed things down, but we opened in September 2020.It worked. Each week got better. We realized we had something and started opening more locations.Nick:&nbsp;What’s the footprint now?Brandon: By May, we should have 28 open.Nick:&nbsp;Chantel, what makes you proud of Urban Bird today?Chantel: The culture. The people. It took grit, pain, tears and resilience to get here. We opened Urban Bird to get out of a lease. We never planned to be franchisors.COVID created opportunity and we took it. I’m proud of our story and our team. We wouldn’t be here without them.Nick:&nbsp;Brandon, does your franchisee background shape Urban Bird?Brandon: Absolutely. Having been a franchisee lets you see things from both sides. We opened a lot of locations before franchising so we could understand what works, what doesn’t and where. That data is important so franchisees don’t have to figure it out themselves.Nick:&nbsp;Chantel, if someone is watching this and considering Urban Bird, what do you want them to know?Chantel: We lead with our heart. We care about people (the guests and the team). Quality matters. Everything is fresh and made to order.I don’t like selling. I want people who are passionate about the restaurant business and culture. Every detail matters to us. I want people to buy because they believe in it and want to own an Urban Bird.Nick:&nbsp;Brandon?Brandon: We’ve nailed the business model. We have a proven system, deep experience and a lot of room to grow. In five years, it’s shown tremendous potential. We’re excited about where it’s going.Nick:&nbsp;I’ll close by saying this: franchisee to franchisor, failure to success, 20-plus units before franchising … I’ve never seen a base like this. I’m grateful you shared your story, and I look forward to seeing where it goes.Brandon: We’re looking for real operating partners. We’re debt-free, not desperate. And we’re focused on the right relationships.Chantel: We’re passionate about what we do and want partners who value our culture.Nick:&nbsp;That’s how you build a spectacular club. Thanks to both of you. For Brandon and Chantel, I'm Nick. This has been another episode of Meet the Franchise.Watch the complete interview above or on&nbsp;<a href="https://www.youtube.com/watch?v=wihzivOcnVc&utm_source=1851franchise.com&utm_medium=article&utm_campaign=urban-bird-hot-chicken-franchisee-to-franchisor-franchise-growth-2731367" target="_blank" rel="nofollow">YouTube</a>.Growing and selling franchises is difficult. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="https://www.1851growthclub.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=urban-bird-hot-chicken-franchisee-to-franchisor-franchise-growth-2731367" target="_blank" rel="nofollow">www.1851growthclub.com</a> and see what we can do for you.

Urban Bird Hot Chicken Franchise: From Wingstop Operators to Franchisors

1851 Franchise

https://www.youtube.com/embed/wihzivOcnVc

After scaling Wingstop and navigating failure, Brandon and Chantel Gawthorp launched Urban Bird Hot Chicken, applying franchisee lessons to a fast-growing hot chicken brand amid a franchisor pivot.

How Setbacks, Scale and Experience Shaped the Urban Bird Hot Chicken Franchise

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Within the hospitality space, many franchises struggle to maintain profitability, largely due to the cost of goods sold.&nbsp;<a href="https://www.escapology.com/en/franchise">Escapology</a>, the premium escape room franchise, leverages the hospitality model but focuses on high-margin entertainment, providing gameplay rather than goods. This, combined with robust corporate support, creates a sustainable, scalable pathway for franchisees. By eliminating the food from the hospitality equation and providing a turnkey system that solves complex game design, the brand is seeing rapid growth, expanding its footprint with both new and established franchisees.“When I first learned of&nbsp;<a href="https://1851franchise.com/escapology">Escapology</a>, my first comment was, ‘This looks just like the restaurant business without food costs,’” CEO&nbsp;<a href="https://www.linkedin.com/in/burtonheiss/">Burton Heiss</a> said in a&nbsp;<a href="https://www.youtube.com/watch?v=41L-sZO2y48">recent interview</a> with 1851 Franchise publisher&nbsp;<a href="http://linkedin.com/in/powills">Nick Powills</a>. “If we think about food costs, best-in-class might be low 20s; in the old days, there was a lot of 30%. You add that amount of profitability to the bottom line. My honest thought was that I have so much more margin for error that we can really go out and explore how to grow.”As a veteran in the hospitality space, Heiss knows the model well. He made the leap to Escapology when a private equity group acquired a majority stake, and he decided to get his “hands dirty.” Bringing a sophisticated lens to the escape room world, and with the cushion of wider margins, Heiss has led the growth of Escapology, including the expansion of the brand’s corporate footprint to 20 locations. These serve as “sandboxes” for testing new initiatives and have been crucial in the transformation of the brand from a boutique concept to a high-performance franchise system that rivals the operational discipline of top brands.Below is a transcript of Heiss’s conversation with Powills. It has been edited for clarity, brevity and style.Nick Powills: All right, Burton, one scripted question, then everything else is off the cuff. Almost everyone has an accidental franchise story. How did you accidentally fall into franchising?Burton Heiss: I was in the restaurant business my entire life. I had done a little bit of franchising by accident but really had never been involved at an executive level for a franchisor. The good news is there aren't a lot of CEO-ready escape room people out there with that kind of experience. When our private equity group bought a majority stake in Escapology, they didn't have experience in that either. They reached out to someone they knew that had consumer-facing experience. I was so taken with the product, the business, the white space, and the opportunity that I said I didn't want to consult — I wanted to get my hands dirty and jump in.Powills: I want to set this next one up. There are times I do assessments where I look at a brand — like a taco brand I saw earlier this week. Their AUVs were about a million-five, but net profitability was about 8%. For a restaurant, that’s not awful. But at those numbers, once you pay 8% in fees, the franchisees make $0. You jump into this business, and the profitability is much different. Did that surprise you? Because it is still hospitality. What were your initial thoughts looking at a P&amp;L here?Heiss: Nick, you're spot on. My first comment was, "This looks just like the restaurant business without food costs." If we think about food costs, best-in-class might be low 20s; in the old days, there was a lot of 30%. You add that amount of profitability to the bottom line. My honest thought was that I have so much more margin for error that we can really go out and explore how to grow. In the restaurant business, you spend so much time trying to squeeze a little more juice out of the fruit. With this, we realized we had the opportunity to build a model that is sustainable and franchisable because of that margin.Powills: One counterpoint we've talked about is the perception of whether this is a fad. When you see independents close, it’s usually not because the category is bad, but because they were too bootstrapped. They made mistakes in real estate or leases and couldn't build a moat. The reality is that if this were a fad, the units wouldn't perform like they do. How did you look at overcoming that fad element?Heiss: Fads are defined by boom and bust, and escape rooms have already had that. The number of venues across the country and the world has actually been very stable for many years now. For me, the white space defined the opportunity. Regarding the independents that haven't made it — those numbers actually match the percentage of small businesses that fail across all industries. What is different in the escape room space is how fast the evolution has been. It’s almost like if the restaurant business started cooking over a campfire and, within 10 years, you had a modern kitchen. Keeping up with that — the real estate model, the technology, the marketing — is where the challenge lies. That rapid change is why some people think it's a fad, but the location count is stable.Powills: Think about a pizza brand. I could name 50 independent pizza businesses in Chicago because pizza doesn’t need a franchise to be a business. But with escape rooms, an independent often fails because they don't have the systems.Heiss: It would be like if, to open a pizza restaurant, you had to first build your own oven. Suddenly, that gets rid of a lot of those favorite local places. I don't know how to build a double-deck oven! That’s what is different about our industry. To design a game, build it, figure out the theming, the storylines, the props, and the puzzles — it’s complicated. If you had to build the oven yourself, you wouldn't see many non-franchised pizza places around.Powills: That’s why it is a business model meant for franchising. It’s like what Orangetheory did to the gym. They took a component, built a moat around it, and made it so that a franchisee needs that support to have a shot. You built the oven.Heiss: To use that Orangetheory example, we know there’s a cyclical fad element in fitness with direct competition. We have adjacent competition, but it’s typically very complementary. If people play an escape room, they usually play that room once. We like to say our only competition is a bad escape room — an experience that turns people off to the concept. There is an insulation there because you aren't going to have someone come in and directly take out the brand just by offering a slightly different version of the same thing.Powills: You have 20 corporate units. Most franchisors don't take that route. You’re testing the trials and the swings and misses yourselves.Heiss: When I first got here, we only had a few corporate locations. When we started to invest in that program, I was asked if we were going to be distracted. I said that being a bigger operator makes us a better franchisor. Your problems are now my problems times 20. I have to solve how we become more profitable. Now we have a sandbox. We don’t roll out something that hasn't been tested. I can bring data to show people the benefit of a new theme or a new licensing arrangement because we've proven the value.Powills: If there is a franchise buyer watching right now, what is the one thing you want them to know that they can't see on a website?Heiss: Come in and have the conversation. I was talking to some prospective franchisees recently who had just gotten a list of current owners to call. You could see a wholesale change in their approach afterward because they realized how helpful the network is. We are an open book. We have a relationship-driven process. So many people just don't know this is an opportunity yet; we just need them to have a listen.The other thing to understand is how the model de-risks the investment. In any business, a long payback horizon leaves you vulnerable to changes in the world. But if you can double your money in four years, the long-term risk of whether something is a "fad" essentially disappears. I don’t believe that’s the case here, but the math protects you regardless. Right now, our franchisees aren’t dropping out. They’re renewing. We are even making the proactive decision not to renew some older models that don't fit our current standards unless they "reload" with more games. The fact that the network is staying and reinvesting speaks volumes about the longevity of this brand.Watch the full interview above or&nbsp;<a href="https://www.youtube.com/watch?v=41L-sZO2y48">on YouTube</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/escapology.">https://1851franchise.com/escapology.</a>&nbsp;

Redefining Hospitality: Why This CEO Left Restaurants for Escape Rooms

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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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Callaway has agreed to sell a 60% stake in its Topgolf and Toptracer divisions to private equity firm Leonard Green &amp; Partners (LGP)&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">in a deal that values the Topgolf business at roughly $1.1 billion</a>. The transaction will bring in about $770 million in net proceeds for&nbsp;<a href="https://www.topgolfcallawaybrands.com/">Topgolf Callaway Brands</a>, according to regulatory filings. The move is part of a broader restructuring plan the company had been pursuing since same-venue sales softened and former Topgolf CEO Artie Starrs stepped down in August.Callaway and Topgolf originally merged in 2021 to accelerate the growth of the eatertainment brand, but separating the businesses is now seen as a way to sharpen strategic focus, streamline operations and better allocate capital. While the company initially explored selling as much as 80% of Topgolf, it ultimately selected LGP as a buyer because of the firm’s strong track record with high-growth consumer brands. The private equity group has backed chains such as&nbsp;<a href="https://www.zaxbys.com/franchise">Zaxby’s</a>,&nbsp;<a href="https://www.velvettaco.com/international-partner/">Velvet Taco</a> and previously&nbsp;<a href="https://1851franchise.com/shake-shacks-unusual-international-business-strategy-2710292">Shake Shack</a>.Despite earlier declines, Topgolf’s performance has begun to rebound. The company posted slightly positive same-venue sales in the third quarter of 2025, driven primarily by its core guest segment — players who use one or two hitting bays — which accounts for 80% of annual revenue. Traffic in that category returned to strong double-digit growth, aided by value promotions like Sunday Funday and weekday discounts. Operational upgrades, including improvements to the digital channel and the rollout of Toast’s point-of-sale system, have also increased efficiency and boosted spending per visit.The deal is expected to close in the first quarter of 2026. After the transaction, Topgolf Callaway Brands will rebrand as Callaway Golf Company and continue operating its core portfolio, which includes Callaway, Odyssey, TravisMathew and Ogio, while LGP guides Topgolf into its next phase of expansion.Read the full press release&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">here</a>.&nbsp;

Callaway Sells Majority Stake in Topgolf to Private Equity for $770 Million

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For 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.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;

Former Project Manager and Executive Assistant Swaps Corporate Life for Fresh Coat Painters Ownership

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LAKEWOOD, Colo.&nbsp;—&nbsp;<a href="https://www.weareradianceholdings.com/">Radiance Holdings</a>, the parent company of both&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the 750-unit salon suites franchise, and&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the over-90-unit luxury day spa franchise, has appointed franchise veteran&nbsp;<a href="https://www.linkedin.com/in/keith-sizemore-85992074/">Keith Sizemore</a> as its new chief development officer. With extensive experience in the franchise industry, Sizemore will support Radiance Holdings in its next phase of strategic expansion.In his new role, Sizemore will oversee the franchise development strategy for both brands, focusing on filling in key markets for&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> and accelerating growth for&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> as it approaches the 100-unit milestone. With consistent momentum in the beauty and wellness sectors and both brands seeing steady growth over recent years, Sizemore joins the brand at a pivotal time for growth.“I’m excited to join Radiance Holdings at such a momentous time in the company’s journey,” Sizemore said. “Sola Salons has built an incredible foundation with 750 locations, and now, we have the opportunity to identify key markets where we can continue strategic growth. At the same time, Woodhouse is perfectly positioned to expand and bring its one-of-a-kind model to new territories nationwide.”Prior to joining Radiance Holdings, Sizemore held leadership roles at Marco’s Pizza and Shipley Do-Nuts, where he identified high-potential markets and supported franchisee growth and success from day one.&nbsp;“Keith’s career trajectory has been impressive, and his expertise in franchise development will be invaluable as we enter this next stage of growth,” said&nbsp;<a href="https://www.linkedin.com/in/benjonessola/">Ben Jones</a>, CEO of Radiance Holdings. “His ability to identify the right markets, attract quality franchisees and drive sustainable growth will be instrumental in achieving our goals.”As Sizemore steps into his new role, the team is focused on key markets for both brands. Sola Salons is targeting expansion in high-potential markets like San Francisco, Los Angeles, Houston and Chicago, while Woodhouse is prioritizing development in major metropolitan areas like Seattle, New York City, Phoenix and Boston. Within these key markets, Radiance is looking to partner with driven, passionate franchisees who are committed to providing an exceptional experience to beauty professionals and guests in their markets and building thriving businesses in the beauty and wellness sectors.ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with 750 locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.&nbsp;ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments, and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing, and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/.">https://www.woodhousespas.com/.</a>&nbsp;

Keith Sizemore headshot, Radiance Holdings

Radiance Holdings Names Keith Sizemore Chief Development Officer

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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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<a href="https://www.chick-fil-a.com/franchise">Chick-fil-A</a> is one of the most recognizable names in the quick-service restaurant industry. With its signature chicken sandwiches, customer-first culture and impressive per-unit sales, the brand is often at the top of the list for entrepreneurs researching restaurant franchises. But if you’re wondering how to buy a franchise with&nbsp;<a href="https://1851franchise.com/the-rise-of-chick-fil-a-americas-number-one-chicken-franchise-2727483#stories">Chick-fil-A</a>, you’ll quickly realize that this opportunity comes with a unique set of requirements — and not everyone qualifies.<h2>Chick-fil-A Franchise Requirements</h2>Chick-fil-A is different from most restaurant franchises because it doesn’t take a large amount of money to get started.&nbsp;<a href="https://1851franchise.com/how-much-does-a-chick-fil-a-franchise-cost-2715278#stories">The franchise fee is $10,000</a>, and applicants don’t need to show a specific net worth or liquid assets. The lower cost, however, comes with a trade-off. The company has one of the toughest application processes in franchising and places strict rules on how the business must be run.To be considered for a Chick-fil-A franchise, applicants need to show that they can legally run a business in the United States and have a solid professional background. The brand generally looks for people with at least five years of work experience and some history of leading teams. A clean financial record is important, too, since anyone with a bankruptcy on file won’t move forward in the process. The $10,000 franchise fee has to come directly from the candidate’s own funds rather than loans or gifts. On top of that, operators are expected to commit to the restaurant full time, which means stepping away from other active business ventures and putting all of their focus into building and leading their Chick-fil-A location.Candidates also need to be fluent in written and spoken English and commit to full-time, hands-on involvement in the restaurant. In fact, Chick-fil-A expects its franchisees to divest from any other active business ventures so that they can focus entirely on operating their location.Meeting these requirements does not guarantee acceptance. Chick-fil-A receives tens of thousands of applications each year but approves only about one percent, making the opportunity one of the most competitive in franchising.<h2>A Hands-On, Operational Model</h2>One thing that makes Chick-fil-A stand out is how it expects its restaurants to be run. Owners can’t just hire managers and step back like in many other franchises. Instead, operators are expected to be hands-on with the daily business.Chick-fil-A also keeps more control over key parts of the operation than most franchisors. The company chooses the location, builds the restaurant and provides the equipment. The operator’s main role is to deliver excellent service and lead a team that meets the brand’s standards.This is not a passive investment or a multi-unit opportunity. Chick-fil-A intentionally limits each franchisee to a single location, ensuring that operators are deeply engaged in leading their restaurant and contributing to the surrounding community. For many, this model is appealing because it emphasizes leadership and culture-building rather than simply financial investment.<h2>Why It Matters</h2>For people thinking about franchising, Chick-fil-A’s requirements show why the brand is both appealing and difficult to get into. The low cost to start, the strong name recognition and the sales numbers make it one of the most appealing restaurant franchises out there, but the rules and competitive selection process make it a tough opportunity to land.On the other hand, the strict operational structure, high profit-sharing arrangement and extremely competitive application process can make it a tough fit for entrepreneurs who want more flexibility or who prefer to run multiple concepts at once.If you are considering how to buy a franchise with Chick-fil-A, it’s important to carefully evaluate whether you align with the brand’s expectations. The operators who tend to do well are the ones who like being in the restaurant every day, working with their team and serving customers. For people who want to be closely involved in one business, the Chick-fil-A model can be both profitable and satisfying.For more info on Chick-fil-A, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/chick-fil-a-takes-the-crown-as-the-nations-premier-chicken-chain-2727486#stories">Chick-fil-A Takes the Crown as the Nation’s Premier Chicken Chain</a></li><li><a href="https://1851franchise.com/the-pros-and-cons-of-owning-a-chick-fil-a-franchise-2725069#stories">The Pros and Cons of Owning a Chick-fil-A Franchise</a></li><li><a href="https://1851franchise.com/chick-fil-a-emerges-as-the-leader-in-the-us-chicken-chain-industry-2727457#stories">Chick-fil-A Emerges as the Leader in the U.S. Chicken Chain Industry</a></li></ul>

Do You Qualify? A Look at the Chick-fil-A Franchise Requirements

How Setbacks, Scale and Experience Shaped the Urban Bird Hot Chicken Franchise

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