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In 2010, the first issue of <a href="http://jerseymanmagazine.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=usa-man-introduces-a-new-franchise-model-to-publishing-2707007" target="_blank" rel="nofollow" target="_blank">JerseyMan</a> was released in New Jersey. Backed by a unique business model that includes an elite business club for high-profile local business people, the magazine quickly turned a profit that most publishers struggle for years to achieve. This year, JerseyMan&rsquo;s founder, Ken Dunek, is taking the model to new cities with a brand new franchised publishing concept, USA MAN.

Dunek&rsquo;s path to USA MAN was long. In 1979, he graduated from Memphis State University (now the University of Memphis) with a degree in journalism, but it would be three decades before he put that degree to work.

A knack for news and writing was just one of Dunek&rsquo;s talents, and given his burgeoning football career, it was far from the most lucrative. A large-framed and quick-footed college football star, Dunek was offered a free-agent role with the Philadelphia Eagles after college. Dunek won an NFC Championship run with the Eagles before embarking on stints with the Baltimore Colts and New York Giants. Dunek eventually transitioned to the USFL before retiring from football in 1987.

Dunek says he considered pursuing his journalistic aspirations after retiring from football, but his quickly growing family motivated him to find a more immediately profitable endeavor.

&ldquo;I had one daughter, and then in 1989, my wife gave birth to three more &mdash; triplets. So, I decided to give up on journalism and make as much money as I could.&rdquo;

Dunek decided to get into printing, the business in which his father had worked. He found success in that industry, supporting his family for years, but Dunek says his passion for journalism never subsided.

&ldquo;Writing was always important to me, and I always wanted to get back into journalism,&rdquo; he said.

20 years later, in 2010, Dunek got his chance. Years earlier, his wife was injured in a car accident, and while she was in the hospital, Dunek found himself unable to sleep. In an effort to relieve his stress and take advantage of his insomnia, he spent his nights writing essays and short stories.

&ldquo;I had met all these interesting people throughout my life and career, and I had a million stories, so I just started putting them on paper,&rdquo; Dunek said.

Before long, Dunek had written enough stories to fill a book, so he did just that, and in 2010 that book, &ldquo;An Improbable Journey,&rdquo; was published.

Later that same year, a local publisher, impressed with the style and focus of &ldquo;An Improbable Journey,&rdquo; reached out to Dunek to ask if he might be interested in putting together a magazine. Dunek eagerly accepted, and after a little brainstorming, JerseyMan was born.

To support JerseyMan, Dunek set out selling ad space in the magazine, a task he soon realized could be a major obstacle to the survival of the publication.

&ldquo;I&rsquo;d never sold an ad in my life before that, but we hustled and sold enough to get the first issue out,&rdquo; Dunek said. &ldquo;I found that advertisers were skeptical of print, and it became obvious that we were going to need more to keep this thing alive.&rdquo;

To woo advertisers, Dunek began throwing parties, inviting his friends in the business world as well as potential advertisers. Though the parties weren&rsquo;t pulling as many advertisements as he hoped, Dunek quickly found that the opportunity to rub shoulders with high-profile local business people was an attractive prospect in its own right. So attractive, he realized, that he could charge a fee for the opportunity.

And so the Legacy Club was born. Rather than rely solely on advertising for JerseyMan, Dunek started funding the magazine with the annual fees paid by hundreds of members of his new private networking club.

With JerseyMan positioned as its public face, the Legacy Club became a thriving business in its first year, and it wasn&rsquo;t long before Dunek saw how the opportunity could be duplicated in cities across the country.

In 2014, Dunek launched PhillyMan, using the magazine to draw Philadelphia&rsquo;s local business scene together and establishing a Legacy Club for that city.

With the model successfully duplicated, Dunek started thinking of franchising. That&rsquo;s when his advisory board introduced him to Steve Beagelman, founder of <a href="https://smbfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=usa-man-introduces-a-new-franchise-model-to-publishing-2707007" target="_blank" rel="nofollow" target="_blank">SMB Franchise Advisors</a>.

&ldquo;I took several meetings with Steve, and he loved the idea of franchising our concept,&rdquo; Dunek said.

Beagelman says he quickly saw the potential in Dunek&rsquo;s model as a franchise concept.

&ldquo;When I first met Ken and his team, I was immediately excited about launching his concept into the franchise industry,&rdquo; Beagelman said. &ldquo;The opportunity to publish local magazines like JerseyMan and PhillyMan combined with high-profile business networking events in local communities is a fantastic, unique opportunity, and we knew it would be a great success in the world of franchising.&rdquo;

Dunek and Beagelman worked on the idea for over a year, refining the unique model and preparing Dunek for the operational shift.

&ldquo;We looked at every aspect of the business with a magnifying glass,&rdquo; Dunek said. &ldquo;We wanted to be sure this was something we could scale effectively. None of us at the magazine had any experience in franchising, so we had to learn everything from Steve and his team, and they made everything easy for us. Marketing, infrastructure, the operations manual, legal advice &mdash; they laid everything out for us.&rdquo;

The result was USA MAN, a franchise concept that offers Dunek&rsquo;s entire business model, including both the magazine and networking club, to entrepreneurs across the country. The first franchisee-owned operation, BostonMan, is expected to launch in October, and Dunek sees that as the beginning of widespread expansion.

&ldquo;We&rsquo;re still small, so we might roll out one other franchise this year after BostonMan, then we hope to scale up to three to five per year, eventually reaching the top 30 to 50 markets in the country,&rdquo; Dunek said.

To support that growth, Dunek says he&rsquo;ll continue to rely on Beagelman and <a href="https://smbfranchising.1851franchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=usa-man-introduces-a-new-franchise-model-to-publishing-2707007" target="_blank" rel="nofollow" target="_blank">SMB</a> for guidance.

&ldquo;We&rsquo;re still finding our feet as a franchise, and Steve continues to be a crucial resource for us,&rdquo; he said. &ldquo;The whole team has been great, and that relationship isn&rsquo;t going to fade away.&rdquo;

Likewise, Beagelman says USA MAN has been a valuable resource for SMB, which has seen first-hand the value of the franchise&rsquo;s networking events.

&ldquo;We have attended several events hosted by JerseyMan and PhillyMan, and they have been terrific networking opportunities for us,&rdquo; Beagelman said.

As USA MAN begins to grow, Dunek sees the venture as a natural, if unexpected, next step in his career.

&ldquo;In some ways, it makes perfect sense that my career would lead to this,&rdquo; he said. &ldquo;I&rsquo;ve always loved journalism, and I&rsquo;ve always been great at making connections with people. USA MAN is really the perfect combination of those talents, and I think it&rsquo;s going to find a lot of traction from people with the same talents and interests in other cities.&rdquo;

USA MAN Introduces a New Franchise Model to Publishing 

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Ken Dunek’s unique publishing concept combines regional journalism with private networking events

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COLUMBUS, Miss. —&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a>,&nbsp;the 100+ unit fast-casual brand known for craveable, made-from-scratch food and category-defining menu innovation, has announced a new franchise signing for Columbus, MS, led by experienced multi-unit operators Vikas and Jaimin Patel. The restaurant is slated to open Fall 2026 at 2400 Highway 45 N., Suite 2, a high-visibility trade area where the Patels already operate&nbsp;<a href="https://beefobradysfranchise.com/">Beef ‘O’ Brady’s</a>, part of the&nbsp;<a href="https://www.fscfranchiseco.com/">FSC Franchise Co.</a> system, leveraging existing real estate and market familiarity to accelerate development.Before joining the FSC Franchise Co. system, the Patels spent years building a strong foundation in the food service and hospitality sector. Their early experience managing operations at Dairy Queen sparked a desire to bring something new to their community – a concept that blended great food, family-friendly comfort and a gathering place for sports fans.&nbsp;That vision led them to open the first Beef ’O’ Brady’s locations in Mississippi, where they quickly became known for creating welcoming spaces designed for families, kids and game-day regulars alike. With deep knowledge of local community preferences, a passion for hospitality and a proven track record of operating successful restaurants, the Patels see Newk’s as a natural next step in expanding their footprint and continuing to meet the needs of guests in markets they know and love.“Columbus is home for us,” Jaimin said. “We found a great spot that already fits what we need, so we can move quickly and keep things simple. Newk’s feels like the kind of place our family would eat every week – fresh food, made right and a comfortable vibe.”The restaurant will include a drive-thru, an optional addition that Jaimin says Newk’s is introducing at select new locations to enhance guest convenience.The Patels’ decision underscores the advantages of FSC Franchise Co.’s multi-brand platform, which includes Newk’s Eatery and Beef ‘O’ Brady’s. By adding Newk’s to their portfolio, the group expects to streamline development, supply and support while broadening day-part coverage across lunch, dinner, catering and off-premise occasions. The Patels are also slated to open a new Beef ’O’ Brady’s in Flowood, MS in December 2025, further expanding their presence within the FSC Franchise Co. family of brands.“Welcoming the Patels to the Newk’s system in Columbus is an exciting milestone for our brand and for FSC,” said&nbsp;<a href="https://www.linkedin.com/in/frank-paci-8b1a56a/">Frank Paci</a>, CEO of Newk’s Eatery. “They are disciplined operators with deep ties to the market and a track record of running great restaurants. Their ability to activate an existing site, paired with FSC’s shared resources, makes this a strong win for guests and for our growth in Mississippi.”The Columbus project will emphasize Newk’s signature operational model and digital convenience, including off-premise channels and loyalty, aligned with the brand’s systemwide focus on technology, training and operational excellence.About Newk’s EateryFounded in 2004 and headquartered in Jackson, Mississippi, Newk’s Eatery is a fast-casual restaurant brand known for its signature hospitality and scratch-made meals. With nearly 100 locations across 12 states, Newk’s offers a diverse menu of hand-crafted salads, sandwiches, soups, and pizzas — all made in-house with fresh, premium ingredients and without the use of fryers or microwaves. Guests can also enjoy convenient grab-and-go options and mobile ordering through the Newk’s app, available on Google Play and the App Store, for curbside, in-store pickup, or delivery.Newk’s has earned national recognition from Nation’s Restaurant News, Restaurant Business, and Entrepreneur, and continues to be celebrated for food quality and guest loyalty. To learn more, visit Newks.com, join the Newk’s Rewards program, or follow along on Facebook, Instagram, LinkedIn, and X. For franchise opportunities, visit&nbsp;<a href="https://franchise.newks.com">franchise.newks.com</a>.

Newk's Eatery Franchise - Columbus, Mississippi Expansion - 1851 Franchise

Newk’s Eatery Taps Seasoned Beef ‘O’ Brady’s Multi-Unit Operators for New Columbus, Mississippi Expansion

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For prospective entrepreneurs, the boutique fitness industry can look like a crowded field of trends. However,&nbsp;<a href="https://www.cyclebar.com/franchise">CycleBar</a>, the global leader in indoor cycling, has proven that the most sustainable business model isn’t built on a fad; it’s built on real demand, recurring membership revenue, and an experience that stands out.With a refined strategic vision, <a href="https://1851franchise.com/extraordinary-brands">CycleBar</a> is embracing a 360-degree approach to wellness that meets the consumer where they are, whether they’re a 15-year-old starting their fitness journey or a grandmother training for her next decades of vitality, and everyone in between. With this, CycleBar also offers franchisees an opportunity with a sticky membership model, clear market differentiators and a leadership team committed to supporting franchisees’ long-term success.“I’m a big believer in the power of fitness to change lives,” said&nbsp;<a href="https://www.linkedin.com/in/loriklein">Lori Klein</a>, President of CycleBar. “I also believe in the power of this business to sustain both the entrepreneurs who invest and the communities they serve. As a leadership team, we remain committed to ensuring our franchisees have the strongest possible foundation to build thriving businesses in the boutique fitness space.”<h2>A Vision Formed Through Firsthand Experience</h2>While CycleBar has the backing of&nbsp;<a href="https://www.extraordinarybrands.com/">Extraordinary Brands</a>, the multi-brand boutique fitness franchisor, it is also led, at the brand level, by someone who is incredibly passionate about CycleBar and its mission.Klein’s journey in franchising, and to CycleBar, began with her building her own franchise that served busy moms like herself. After selling this business, she found CycleBar. From launching independent studios to rehabilitating underperforming locations as a consultant, she recognized CycleBar’s potential, and the operational discipline required to make studios successful across markets.“I got to know the business from every direction,” she said. “I was boots-on-the-ground support in Raleigh, Atlanta, Portland, Seattle and Dallas. I saw that every market was wildly different, but the core human need remained the same. People don’t come back to CycleBar just because of the exercise; they come back because they find their community.”<h2>CycleBar Franchisees Bring Wellness, Acceptance and Strength to Their Communities</h2>The CycleBar methodology is rooted in a unique workout that supports both the physical and mental well-being of members.&nbsp;“It doesn’t matter what kind of day someone had when they show up to CycleBar,” Klein said. “I like to say that you never regret a CycleBar workout. You come in black and white, and you emerge colorful. People feel so good from what they’ve experienced. That hit of replenishment is what we deliver, in addition to a highly effective heart, lung and muscle strengthening workout.”The feel-good benefit doesn’t stop with the individual experience of the workout and its effects. CycleBar is also deeply committed to accessibility and inclusivity, working to move away from the exclusive feel some boutique fitness concepts have. Rather, CycleBar promotes a philosophy that honors each rider’s body and pace, encouraging members to complete the workout that they need.While instructors guide the class through a unified journey, there is explicit permission for riders to do what feels right for them. A communal workout, where members are united by the environment and music, combined with encouragement to adjust as needed, makes CycleBar a welcoming environment for people of all shapes, sizes, ages and fitness levels.CycleBar also remains committed to evolving as its customer base's needs do. Modern consumers are increasingly prioritizing longevity and functional health, recognizing the value of both cardiovascular fitness and strength training. With this, CycleBar has continued to look at programming, evolving the existing STRENGTH class to provide deeper work with muscle building through time under tension.&nbsp; For studio owners who want to push that potential a little further, CycleBar has introduced Define classes, giving franchisees the ability to integrate strength-training and heavier-lifting classes into their regular rotation with the proper certifications. This allows studios to offer a comprehensive fitness solution that boosts things like cardiovascular endurance, VO2 max and muscle preservation, all while staying true to the high-energy cycling core that built CycleBar’s reputation.&nbsp;For franchisees, this evolution allows studios to meet changing consumer demand while maintaining the simplicity of a proven operating model.<h2>An Opportunity to Nurture Community and Build a Legacy</h2>Beyond brand affinity, CycleBar’s model is designed to support long-term member retention and predictable studio performance. As CycleBar continues to grow and evolve, its leadership team is pressure testing the model to ensure maximum efficiency. Klein has already rolled out several new tools and initiatives to boost franchisees’ profitability and success, identifying the real challenges they face and providing practical solutions.“For example, we know that we don’t have a hard time driving leads; CycleBar is a well-known name,” she said. “But we’re helping our owners level up the first-time rider experience. We’ve rolled out a 90-day training program to coach studios on how to turn a single drop-in into a lifelong member.”With this consistent growth, Klein highlights the importance of franchisees’ continued involvement. The brand is seeking owners who understand that boutique fitness is both a people business and an operational one — leaders willing to build teams, nurture community and execute the model consistently. Franchise owners who go the extra mile to connect with the local community, such as inviting the local PTA for a private ride or collaborating with a nearby health cafe for post-workout samples, will see healthier growth with the CycleBar model.Success in the CycleBar model requires both persistence and community focus. The ideal CycleBar franchisee understands that this is a business that needs consistent nurturing to thrive. By focusing on granular operational details and providing extensive ongoing training and support, from facilities cleanliness to instructor auditions, CycleBar ensures its owners have every tool necessary to create a home away from home for their members.“I want to help our owners find their way to financial sustainability and community impact; that is the legacy I want to leave,” Klein said. “And I want to do it with entrepreneurs who are ready to be the face of their community, or prepared to hire a General Manager who can serve in that capacity. Someone needs to own the role as the face of the studio, connecting with riders and their communities, to maximize sustainability and potential.”CycleBar has franchise opportunities across the United States, supported by national marketing infrastructure and ongoing franchisee training.To find out more information on costs to buy this franchise, please visit <a href="https://1851franchise.com/extraordinary-brands">https://1851franchise.com/extraordinary-brands</a>.

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Why CycleBar Is the Smartest Move in Boutique Fitness Franchising Right Now

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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

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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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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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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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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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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.”

USA MAN Introduces a New Franchise Model to Publishing

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