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<a href="https://www.linkedin.com/posts/seniors-helping-seniors-in-home-care-services_tom-neuman-is-embarking-on-a-new-professional-activity-7272671028718231552-VWW3/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=veteran-pilot-and-nurse-practitioner-bring-seniors-helping-seniors-to-northwest-tucson-connecting-communities-through-meaningful-care-2728476" target="_blank" rel="nofollow">Tom Neuman and Cindy Rekemeyer</a> are ready to embark on an exciting new journey with the launch of their&nbsp;<a href="https://seniorshelpingseniorsfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=veteran-pilot-and-nurse-practitioner-bring-seniors-helping-seniors-to-northwest-tucson-connecting-communities-through-meaningful-care-2728476" target="_blank" rel="nofollow">Seniors Helping Seniors® franchise</a> in Northwest Tucson this February. With Tom’s background as a U.S. Army veteran and commercial pilot and Cindy’s extensive experience as a Flight nurse and now a nurse practitioner, the couple combines their talents to make a meaningful impact on their community.For Tom and Cindy, this isn’t just a business—it’s a mission to connect seniors who need help with those who want to give back. As they expand the&nbsp;<a href="https://1851franchise.com/seniorshelpingseniors/info">Seniors Helping Seniors® brand</a> in the Grand Canyon State, they’re determined to combat senior loneliness, promote active aging, and foster a sense of connection throughout the region.1851 Franchise spoke with Tom to learn more about his background, what drew him to Seniors Helping Seniors®, and his plans for the future.&nbsp;1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?Tom Neuman: I spent 10 years in the U.S. Army in Army aviation. After that, I became a medical helicopter pilot and most recently worked as a commercial airline pilot. Cindy has been a nurse in various roles for over 20 years, currently a Nurse Practitioner. One day, I saw a headline in a VA newsletter about community small business opportunities. I clicked on the link and contacted a retired Navy veteran who coaches fellow veterans through starting a small business and exploring franchising. Over 18 months, Cindy and I evaluated many small business options and franchises.&nbsp; My background has taught me to follow checklists and operate within a proven system.&nbsp; Franchising allows me to follow a system, a plan, and a pathway to success.We wanted to do something that offered more fulfilling and meaningful work. With our combined backgrounds and experience helping family members, Seniors Helping Seniors® felt like the perfect fit. We’re both still working full-time, but I plan to transition full-time into the business.Cindy Rekemeyer: Before entering the world of franchising, I spent over twenty years in healthcare as a Flight nurse and later as a nurse practitioner, dedicating my career to patient care, advocacy, and community health. My experience spans emergency medicine, hospital outreach, and EMS program management, where I worked closely with first responders to improve patient outcomes and streamline pre-hospital care. Throughout my career, I’ve witnessed firsthand the growing need for quality senior care, especially services prioritizing dignity, independence, and companionship.My journey into franchising with Seniors Helping Seniors® was driven by professional insight and personal passion. In my roles, I often saw seniors struggling with day-to-day tasks yet wanting to remain independent. I realized that beyond clinical care, there was a significant gap in providing compassionate, peer-based support for aging individuals. The&nbsp;Seniors Helping Seniors® model stood out because it aligned with my core values: empowering seniors to help one another while fostering a sense of purpose and connection.Franchising made sense because it allowed me to leverage my expertise in healthcare and leadership while stepping into a business model with a proven track record of success. It provided the structure and support I needed to make an impact without starting entirely from scratch. My background in EMS program management also gave me the skills to coordinate services efficiently, ensuring seniors receive the right level of assistance when they need it. With my experience in direct patient care and system-level healthcare operations, I knew I could make a meaningful difference in my community by bringing&nbsp;Seniors Helping Seniors® to those who need it most.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Tom:&nbsp;I’m not a creative person. I wanted a proven concept where I wouldn’t have to reinvent the wheel. As a commercial pilot, I’m used to following checklists, and franchising is similar. The structure and support have been super helpful, and Seniors Helping Seniors® has been excellent in coaching and guiding us through the startup process.Cindy: Before becoming a franchisee, I viewed franchising primarily through the lens of traditional business models—something often associated with fast food chains or retail stores. I assumed it was a rigid system where individuality and professional background didn’t play much of a role. Coming from a 20+ year career in nursing, advanced practice, and EMS program management, I wasn’t sure if franchising would allow me to truly make an impact in the way I wanted.Now that I’m in it, I see franchising as an incredible opportunity for professionals like myself who want to combine their expertise with a structured, proven business model. The right franchise—especially one like&nbsp;Seniors Helping Seniors®—allows you to bring your passion and skills into a system that provides guidance, resources, and community support. It’s not about following a one-size-fits-all template; it’s about using a strong foundation to build something meaningful in your own way.I want people to know that franchising isn’t just for those with a business background. It’s a viable and rewarding path for healthcare professionals, educators, and community leaders who want to transition into entrepreneurship while still making a difference. Franchising offers the best of both worlds: the independence to run your own operation and the support of an established brand that helps you succeed.1851: What made you pick this brand? What excites you most about this company?Tom:&nbsp;Cindy’s mother recently retired but stays active and involved in her community. She was looking for meaningful part-time work but discovered the lack of quality options. She expressed interest in a family-owned small business helping others in our community. We’ve both cared for seniors in our own families, and those experiences were valuable in our decision to find meaningful opposites.We love the idea of offering meaningful work opportunities to seniors in our community. There is a need for this, and we can see it right here. Seniors Helping Seniors® addresses that need while also combating loneliness among seniors. It’s a win-win.Cindy: I chose&nbsp;Seniors Helping Seniors® because it aligns perfectly with my lifelong passion for patient care, advocacy, and community service. Having spent over 20 years in nursing, advanced practice, and EMS program management, I’ve seen firsthand the challenges seniors face—not just medically but socially and emotionally. Many aging individuals want to remain independent but need just a little extra help, and too often, they lack the support to do so. The&nbsp;Seniors Helping Seniors® model stood out to me because it provides more than just home care—it fosters connection, dignity, and purpose by pairing seniors with other seniors who understand their needs.What excites me most about this company is its heart-centered approach. It’s not just about providing a service; it’s about building relationships and enhancing quality of life. I love that this model allows older adults to stay active and engaged by helping their peers, creating a support system that goes beyond basic caregiving. As someone who has dedicated my career to healthcare and community well-being, this franchise felt like the perfect extension of my mission—helping people live healthier, more fulfilling lives while maintaining their independence.1851: What do you hope to achieve with your business? What are your plans for growth?Tom:&nbsp;We’d love to build a rock-solid reputation here in Northwest Tucson as the go-to option for families exploring senior care and eventually expanding to other territories in the area.Cindy: With&nbsp;Seniors Helping Seniors®, my goal is to create a compassionate, community-driven service that empowers seniors to maintain their independence while receiving the support they need from peers who truly understand them. Having spent over 20 years in nursing, advanced practice, and EMS program management, I know firsthand that aging doesn’t have to mean losing autonomy—it just requires the right kind of support system. I want to build a trusted, high-quality service that helps seniors with daily living and enriches their lives through companionship and meaningful connections.For growth, I plan to expand our reach by forming strong relationships with local healthcare providers, EMS agencies, and community organizations. My background in healthcare gives me unique insight into how we can bridge the gap between medical care and in-home support, ensuring seniors have a seamless continuum of care. I also want to raise awareness about the benefits of peer-to-peer senior assistance, encouraging more families to see&nbsp;Seniors Helping Seniors as a valuable alternative to traditional caregiving.In the long term, I envision scaling the business by expanding our caregiver network, adding specialized services tailored to the needs of aging adults in our community, and potentially opening additional locations. My ultimate goal is to grow a successful business and create a lasting impact—helping seniors live with dignity, purpose, and the support they deserve.1851: What is the one thing about your story you want us to know?Tom: When I visit the VA hospital, I see so many volunteers who want to help and so many veterans who need services like in-home care. A recent bill passed that provides more funding for veteran care. I’d love to become a community service provider and create more opportunities to employ volunteers and help veterans in need.Cindy: The one thing I want you to know about my story is that&nbsp;Seniors Helping Seniors is more than just a business venture for me—it’s a natural extension of my lifelong commitment to caring for others. With over 20 years in nursing, advanced practice, and EMS program management, I’ve dedicated my career to improving patient outcomes, advocating for vulnerable populations, and ensuring people receive the care they need when they need it most. I’ve seen firsthand the gaps in senior care and the challenges aging individuals face, and I wanted to be part of a solution that goes beyond clinical settings.This franchise allows me to apply everything I’ve learned in healthcare to truly make a difference in people’s daily lives. It’s not just about providing services—it’s about fostering independence, dignity, and human connection. That excites me the most, and that’s why I chose Seniors Helping Seniors®.1851: What advice do you have for other people thinking about becoming a franchise owner?Tom: Don’t hesitate. Don’t wait. People often fear the unknown, but you must take that leap of faith.&nbsp; We already wish we would have done this much sooner.Cindy: My advice for anyone considering becoming a franchise owner is to choose a business that aligns with your passion and values. Franchising isn’t just about running a business—it’s about investing in something that excites you and allows you to make a meaningful impact. Coming from over 20 years in nursing, advanced practice, and EMS program management, I knew I wanted to stay in a field where I could continue serving others. That’s why&nbsp;Seniors Helping Seniors® was the right fit for me—it allowed me to leverage my healthcare experience while providing compassionate, community-driven care.I also encourage prospective franchise owners to do their research and understand the level of support a franchise offers. One of the most significant advantages of franchising is that you don’t have to build everything from scratch, but you do need to be proactive in utilizing the tools, resources, and networks provided. A strong work ethic, a clear vision for your business, and a willingness to build relationships in your community will set you up for success.Lastly, don’t be afraid to take the leap. Transitioning from a structured career into business ownership can be intimidating, but if you find a franchise that aligns with your skills and passions, it can be one of the most rewarding decisions you ever make.ABOUT SENIORS HELPING SENIORS®Seniors Helping Seniors® franchise system was founded by husband-and-wife Kiran and Philip Yocom. Kiran grew up in India and later worked to advance humanitarian efforts alongside Mother Teresa. After Kiran moved to the U.S. in 1995 and married her husband, Philip, the Yocoms felt called to provide loving care to seniors and cultivate an exchange of gifts at every generational level. Together, the Yocoms founded Seniors Helping Seniors® in-home services in 1998, opening the brand up to franchising in 2006. With a mission to be the most respected and rewarding home care provider in the U.S., Seniors Helping Seniors® locations stand apart from competitors as the only company that prioritizes hiring active seniors to provide care services to their less-active counterparts. Seniors Helping Seniors® service aligns caregivers and care recipients based on their abilities and needs by offering a wide range of care services. Seniors Helping Seniors® network has grown to 200-plus locations and 125 franchise partners in 30-plus states and international markets. For more information on Seniors Helping Seniors® in-home care, visit<a href="http://seniorshelpingseniors.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=veteran-pilot-and-nurse-practitioner-bring-seniors-helping-seniors-to-northwest-tucson-connecting-communities-through-meaningful-care-2728476" target="_blank" rel="nofollow">&nbsp;seniorshelpingseniors.co</a>m.

franchisee spotlight graphic with photo of Tom Neuman and Cindy Rekemeyer

Seniors Helping Seniors® in Northwest Tucson: Connecting Communities Through Meaningful Care

1851 Franchise

With a shared passion for service and decades of experience in health care and aviation, Tom Neuman and Cindy Rekemeyer are launching Seniors Helping Seniors® to fill a vital need in the community.

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

Veteran Pilot and Nurse Practitioner Bring Seniors Helping Seniors® to Northwest Tucson: Connecting Communities Through Meaningful Care

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Layne's Chicken Fingers

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Right at Home

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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.”

Discover how Tim and Kay Diemont leveraged their personal partnership to create a thriving, lasting legacy in the home maintenance franchise space.

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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For&nbsp;Sandeep KesiReddy and his business partner,&nbsp;Siddhartha “Sid” Parepally, the decision to enter the franchise world was less about a career change than the fulfillment of a 20-year-old promise. Having known each other since their teens, the duo always envisioned building a business together.While life momentarily interrupted their plans — sending KesiReddy into the world of Bay Area tech startups, and Parepally into high-level operations — the desire to build something for themselves never faded. When they finally got serious about scouting for the right opportunity, they found&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a> in a sea of process-heavy legacy brands.&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> resonated with their own generation and offered an attractive approach to operational strategy.&nbsp;Now, KesiReddy and Parepally are looking to lead the brand’s growth in the Seattle market. Despite being told by corporate and construction teams that a store build-out would take six to eight months, the duo utilized their business and operations backgrounds to navigate permits and construction in just under three months. Starting with their flagship location in Bellevue, the partners are already looking to expand the brand’s footprint across Washington.&nbsp;KesiReddy 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?Sandeep KesiReddy:&nbsp;My business partner Sid and I go back a long, long time. We have known each other for 15 plus years.We went to college together and always had this thing about opening a business together. Then, our paths diverged for a while; I went into entrepreneurship, running a startup in the Bay Area, and Sid became a head of operations for a global company on the West Coast. We were scouting for what we could do, and then came Paris Baguette. They just lined up so well for us as a rising brand that resonates with the current generation.1851: What did you do before franchising, and how did you decide franchising made sense for you?KesiReddy: I run a startup in the Bay Area and Sid manages operations for a global company. We realized Paris Baguette vibes very well with our synergies. They are an “ops-ish” restaurant rather than “ops-heavy.” You bake in the morning and sell in the afternoon, so it boils down more to a numbers and strategy problem rather than a time-efficiency problem that most restaurants have. That made it much more comfortable for us to jump into.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?KesiReddy:&nbsp;Before entering this, we were not keen on looking at franchising or the food business at all. Typically, our perception was that franchising involved a lot of red tape and processes that take away freedom from the owner to add their own flavor. Now, I want people to know that franchising can be very attractive if you find a brand that plays to your strengths. Seldom do you find a concept that has processes that actually empower you, help you run it right, and push towards higher revenues and profit margins. Paris Baguette has a unique combination of making the kitchen and the front of the store run as two independent operations, taking away most of the complexity of a restaurant.1851: What made you pick this brand? What excites you most about this company?KesiReddy:&nbsp;They were not one of those old-school brands stuck with lots of processes; they were flexible and quick in responding. What excites me most is the branding and the presence the brand has with Gen Z and millennials. Also, the flexibility the team had to understand our unique location was nice to have. I could just text my construction manager and have her fly in to help us out; I don’t see that happening often with other franchise brands.1851: What do you hope to achieve with your business? What are your plans for growth?KesiReddy:&nbsp;We want it to be one of the top-performing stores. Our goal is to make Bellevue a top-quartile store for Paris Baguette. We are already looking at expansion in the next fiscal year. You’ll see another store open in the Bothell/Woodinville region, and there is more to come.&nbsp;1851: Is there anything else about your story you want us to know?KesiReddy:&nbsp;Having a brand that has an appetite to grow is very important when you have similar ambitions. Most brands look at their franchisees through a single lens, but there are a thousand variables that make every location unique. Having an ear to listen to the story and being flexible while working toward a common goal is very important, and that is what Paris Baguette gave us. We navigated through the curveballs of construction and permits to launch our first store in three months, which the corporate team challenged us on, saying it would take six to eight. We’re excited to keep that momentum going.1851: What advice do you have for other people thinking about becoming franchise owners?KesiReddy:&nbsp;The power of a franchise is the process, the setup, and the safety net that comes with it. For a first-time business owner, there are very few things to figure out because there is always someone you can call and ask a question. There are many other franchisees who have been through similar situations. That mentorship is very important. Anyone trying to get into franchising should look at a brand that is ready to mentor them rather than just having them open a restaurant.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://ownaparisbaguette.com">https://ownaparisbaguette.com</a> or&nbsp; <a href="https://1851franchise.com/parisbaguette">https://1851franchise.com/parisbaguette</a>.ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.

image of Sandeep KesiReddy and Siddhartha Parepally, paris baguette franchise owners

By leveraging backgrounds in tech and operations, Sandeep KesiReddy and Siddhartha Parepally bypassed industry timelines to bring the global bakery brand to Bellevue.

Meet the Two Best Friends Opening a Paris Baguette Franchise in Record Time

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After more than a decade spent auditing government agencies and defense contractors, Kevin Lewis reached a breaking point, not because he disliked the work but because he rarely saw its impact. Franchising with&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a> would soon give him a different perspective.Kevin, a U.S. Army veteran, built a career in public-sector auditing after returning from Afghanistan in 2012, first at a CPA firm and later with both the Tennessee National Guard and the Defense Contract Audit Agency. The work was steady but slow-moving, with long timelines, distant outcomes and limited control over his schedule. Still, what pushed him to make a change was more immediate: When telework ended, his job began to require a four-hour daily commute, and the grind became impossible to ignore.&nbsp;Looking for a career that offered both professional independence and tangible results, Kevin began to explore the idea of franchising. Through a career ownership coaching company, he was introduced to franchise concepts outside the usual nationally marketed big-name chains he once assumed were the only franchising options.&nbsp;Founded in 2004, the&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising Systems</a> painting franchise has tweaked its system for more than 20 years. Systems and structure tend to appeal to veterans considering entrepreneurship. But the business also stood out to Kevin thanks to the built-in resilience of its model. For Kevin,&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> represented more than a business opportunity: it presented the chance to apply his disciplined, systems-driven background to a model with visible outcomes.Now a&nbsp;<a href="https://freshcoatpainters.com/locations/davenport/">Fresh Coat Painters franchisee in Davenport, Florida</a>, Kevin is focused on growth, delegation and building a business that delivers both financial security and personal freedom.1851 Franchise sat down with Kevin to discuss his franchising pivot to&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat Painters</a>, why it’s a fit and why the model appeals to veterans. Here’s what he had to say:1851 Franchise: Can you frame your personal story for us? What do you want us to know about your journey into franchising?Kevin Lewis: My journey to franchising really started when I moved to Florida. I moved from Tennessee. I’ve been auditing since I got back from Afghanistan in 2012. I went to work for a CPA firm and have been auditing ever since.In Tennessee, I oversaw internal audits for the Tennessee National Guard. When I came down to Florida, I started working for the Defense Contract Audit Agency. When they did away with telework, I had to go into the office every day, which was a four-hour round trip. So, I was really looking for a career change. I came across a company on LinkedIn called&nbsp;<a href="https://entrepreneurssource.com/">The Entrepreneur’s Source</a>. They’re the ones who started leading me down the franchise track. They presented different options and Fresh Coat jumped out at me. One thing that was taught to us is that home improvement tends to be resistant to economic downturns. And that’s one thing that drew me in.Another thing I found intriguing is that when I was auditing, I would send an audit report out to whatever defense company I was auditing. But you would never see the results of your work. It was probably years in the making because any findings could be adjudicated five or 10 years down the road (depending on when the contract closed). So, one thing I like about painting and home improvement is you can always see the fruits of your work. You can see the end effort. It gives a sense of accomplishment.1851: What was your perception of franchising before you became a franchisee and what do you want people to know about franchising now that you’re in it?Kevin: One, that it was too expensive to get into. Because when you think of franchising, you think of the major chain brands. You don’t really realize that the cost of entry is there for somebody who’s just wanting to break the surface. I got a better impression when one of my friends, one of my lieutenants from Afghanistan actually, got into franchising. It was a lot of hard work at the beginning but the amount of independence he has now and the financial security he has now was appealing. When the opportunity came up and was presented to me, that’s what piqued my interest.1851: What excites you most about Fresh Coat Painters?Kevin: One thing I like about Fresh Coat is the expertise they bring in. One of their main executives came from Sherwin-Williams. There’s just years of experience there. They’ve got business coaches. You’ve just got plenty of experience behind the brand.&nbsp;I also liked Fresh Coat because of the franchise developer I was in contact with. The amount of support and attentiveness she gave showed what type of brand it is. I ran into other franchise developers who were hard to get in touch with and weren’t really selling the brand. Well, if the person trying to sell you isn’t passionate about it, then maybe the company isn’t passionate about it.&nbsp;I just felt Fresh Coat had my best interests in mind and was making sure we were a good fit for each other.1851: What are you hoping to achieve with the business? Is there a plan for growth?Kevin: I’d like to open at least two more territories and manage it that way. My goal is to get project managers who can help manage each territory so that I can oversee all of them. I didn’t get into business for myself to be doing day-to-day operations like going out and doing quotes. I want to manage a business. I don’t want to run every aspect of it. You don’t get into business for yourself to work it as a job. You work it as a business. As an owner.1851: What advice do you have for people who might be thinking about becoming franchise owners?Kevin: One piece of advice is to try to get over your fear of the financial investment it may take. What’s your peace of mind worth? What’s your freedom worth to you? You can continue in a safe, routine job. But you’re always going to be dependent on other people as to when you can take off and what you can do. If you really want that freedom, I would say, although it’s hard work at the beginning, franchising has a great payoff.If you’re good at following a system, then franchising is probably for you. They like to recruit military because we train, from private up to officer, to be able to do the next person’s job. We do it through repetition and SOPs. There’s no magic way.&nbsp;In franchising, the path has already been set for you. You just have to be able to follow it and listen to the people who are coaching you.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

image of kevin lewis from fresh coat painters of davenport franchisee story

After feeling stuck in government auditing, Kevin chose a structured franchise model that offered flexibility, stability and room to grow in Davenport, Florida.

Veteran Kevin Lewis Found a Better Fit in Business Ownership With Fresh Coat Painters

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When&nbsp;<a href="https://www.linkedin.com/in/mark-garlington-9244a9113/">Mark Garlington</a> left his longtime plant job in Calcasieu Parish, Louisiana, it wasn’t a spur-of-the-moment move. After years in a steady role that never quite felt like the right fit, the U.S. Army veteran made a conscious decision to look for something that offered ownership, deeper community ties and a clearer sense of purpose. That search led him to&nbsp;<a href="https://freshcoatfranchise.com/">Fresh Coat Painters</a>, where he soft opened his franchise in November in&nbsp;<a href="https://freshcoatpainters.com/locations/calcasieu/">Calcasieu</a>, with a grand opening planned for February of 2026.That intentional mindset shows up in how Garlington is building the business from day one. He is investing heavily in marketing, trying out new crews even when it means losing money on early jobs and focusing on training and loyalty with the people who work alongside him. His approach reflects a personal standard for how he wants his customers to be treated. “One thing they can know about me is, if something isn’t right — if something does go wrong for whatever reason — I’m going to get another paint crew out there and I’m going to make sure it’s to their liking,” he said. “Whether or not they pick out the next crew, I’ll pay for it. I’m going to make sure I leave them right.”For people thinking about franchising, Garlington’s story shows what can happen when a career change is driven by values instead of impulse. With&nbsp;<a href="https://1851franchise.com/freshcoat/info">Fresh Coat’s</a> systems and coaching behind him, he is using the franchise model to step out of a job that never fit and into a business he can shape around his family, his team and the community he calls home.1851 Franchise sat down with Garlington to discuss his franchising journey with Fresh Coat, his commitment to community and his ambitious plans for growth. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Mark Garlington: I’ve spent most of my life working with people and trades, so Fresh Coat Painters feels like a natural next step for me. I grew up here, graduated from Sulphur High School in 2000 and later served as a cavalry scout in the U.S. Army, supporting coalition efforts in Iraq.When I came home in 2005, I went to SOWELA Technical Community College and then spent about 15 years working as an operator with RNCI Carbon and Cheniere LNG. Along the way, I worked alongside a lot of skilled tradespeople and found that what I enjoy most is helping people reach their goals and making sure the job gets done the right way — safely, on time and to a standard I can be proud of.1851: What did you do before franchising, and how did you decide franchising made sense for you?Garlington: In this area, the plants are a big part of our community. I worked at LNG, which is natural gas plants, and that has been the real big thing in the United States over the last 10 years. Oil and gas is really big around here, so it is almost a no-brainer. If you want to make money in this area, you go work for the plants.Coming out of the military, the transition was either into law enforcement or the plants, but there’s no money in law enforcement, so you gravitate where the money is. I went there, and that is where I had been working. I kept moving up, and no matter where they moved me in the plant, I was never happy.My boss even had that conversation with me when I was resigning. He said, “Mark, we pretty much moved you everywhere we could put you and you’ve never been happy.” He meant it in a good way — they knew that wasn’t where my mind was at and that I wanted more than what those jobs had to offer.It has always been me wanting to run my own business. My dad runs his own A/C business. My sister does her own thing. It is just a part of me. Something kept pulling me away, like, I don’t want to work 20 or 25 years for somebody else. Even though it’s a good retirement, it’s just not what I wanted. I like having some kind of stake and ownership in the decision-making process.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Garlington: Working in the plants, you have a lot of spare time sometimes, especially on nights, so I had plenty of time to research. I think I kind of already knew what I was getting into. I knew it had its positives and its negatives. Obviously, a lot of the money goes to the franchise, but at the same time, you’re getting a lot of support.I didn’t want to mess this up. I wanted to make sure I was going to be successful. The success rate is something in the 70% range, and I think it is still at 50% even at year five. I knew that if I put everything I had put into my careers prior into this, I should be in that top 50%.I want people to know that, because I get support from coaches, I have a responsibility to make sure the job is done well. I am always going to have my background checks done and I am going to honor my warranties because I basically have a corporate office that I have to answer to. That accountability and support are important parts of franchising that people might not see from the outside.1851: What made you pick this brand? What excites you most about this company?Garlington: I first started exploring Fresh Coat nearly 15 years ago and began doing my research early on. As I continued to learn about the brand over time, it became clear how much Fresh Coat has built out its support, resources, and owner community. Having access to a strong system and the ability to connect with other franchisees played a big role in my decision to join.The first thing was narrowing down what I wanted to do. I knew I wanted something in construction, especially in this area with all the hurricanes and things that need to get repaired and rebuilt. I was mainly looking into roofing at first. I despise finance. I hate credit cards. I didn’t want to go the finance route because I feel like people don’t trust those types of people, so that was off the table.With roofing, I didn’t want to be responsible for a guy that falls off a roof. I was trying to get as safe of a career as I could, too. A buddy of mine, Wes, over in Lafayette owns a Fresh Coat franchise there. He’s my neighbor about an hour and a half from here. He made a comment to me that made a lot of sense: No one is ever in a rush for paint. It’s never an emergency to paint something.A roof, on the other hand, if you have a leaking roof, you need it now. At the plants, you have emergencies almost daily. Something could blow up, a valve closes or something, and you always have an emergency. With painting, this has been great. I don’t have to run anywhere. There are no fires anywhere — and if there are, I’m leaving. That lower level of emergency, plus the support and the network of other owners, is what really drew me to Fresh Coat.1851: What do you hope to achieve with your business? What are your plans for growth?Garlington: I think about growth way ahead of time. I’m trying to make sure I don’t scale too fast. I want to make sure I’ve got the reins on and I’m holding back a little bit where I need to.Mainly, I’ve been spending money on marketing and trying to get our name out there. I feel like as soon as we come out of the holiday season and warm up a little bit, it could snowball based on the marketing efforts I’m putting in.I actually have two painters right now. I subcontract them. One of them is working on my duplex right now doing full construction, not even paint. He does full remodels, but he’s a painter also. I’ve got another person who works for me right now, and she’s not painting yet. I’ve got her doing marketing. She’s going out and putting door hangers out, so we’re hitting that part hard first.I’m spending extra money and I’m going to lose money on a job coming up, but I’m trying out two other painters from a guy who runs a crew of four. I’m going to bring them in, and I’m going to pay my girl to work with them. I’m going to lose on her pretty much on that job, but she’s going to help with the work and learn more about sanding and things like that because it’s a ceiling sand. She did mostly new construction before, so I’m tying her in with them because they’re more professional on the repaints and then re-sanding and staining.I think I’m building my basis right now. I’m building loyalty with other paint crews and with the two people working for me by giving them my rental house work as well, keeping them busy until more paint jobs come. I truly do care about people, and I want to make sure everybody gets paid, so I don’t think that will be an issue as we grow.1851: Is there anything else about your story you want us to know?Garlington: I have a full commitment to the community. I really want to meet people and make them happy and leave them happy once the projects are complete.What I told my last customer we just did is that one thing they can know about me is, if something isn’t right — if something does go wrong for whatever reason — I’m going to get another paint crew out there and I’m going to make sure it’s to their liking. Whether or not they pick out the next crew, I’ll pay for it. I’m going to make sure I leave them right.1851: What advice do you have for other people thinking about becoming franchise owners?Garlington: I feel like some people don’t realize the amount of money they’re about to spend, and they really need to have that knowledge. I knew what to expect because I researched it, and the brand does show that the investment can be somewhere up to around $180,000. Even though the franchise fee itself is small, in the $42,000 range, I think people don’t fully understand that part.I also don’t know if people come in really understanding how long it might take before you’re getting enough jobs to actually support the business. I did enough of my own research to know that, and I came in all in. I have a 401(k) I’m willing to go through if I need to. I came in prepared for the unexpected.I didn’t actually know if I could trust the amount of support I would get, and I feel like it has been way better than my expectation was. That’s something on the positive side that I would want people to know when they are thinking about becoming franchise owners.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/freshcoat/info">https://1851franchise.com/freshcoat/info</a>.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost, high-margin business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.

1851 Franchisee Spotlight with photo of Mark Garlington and Fresh Coat Painters logo

For Mark Garlington, franchising offered a way to trade steady plant work for ownership, community impact and a values-driven path that better fit his long-term goals.

Why This Army Veteran Walked Away From a Steady Plant Job To Open a Fresh Coat Painters Franchise

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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

Franchise Opportunity Deep Dive: A drive-thru specialty coffee franchise focused on speed, quality and Southern hospitality.

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The linear sales funnel is dying. Prospective buyers are no longer filling out a form at first glance and waiting for the phone to ring. They’re doing the majority of the heavy lifting before they even make themselves known to the franchisor. For franchisors, this means one key thing: you must know exactly where candidates spend their time. No guesswork. And you have to adjust your strategy accordingly.And, in today's buyer world, the biggest buzz term is 2026's ride or die for franchise brands – Ai.&nbsp;If you are trying to sell a franchise today, you must meet candidates where they are (four walls, Ai, website, social advertising).&nbsp;Focusing on a strong digital footprint first and then lead generation will help the brand with validation and will lay the foundation for trust before the first conversation even happens. Still, franchisors must know where to find their candidates and be confident the candidates are being sent to the right place.“We consistently see the strongest lead performance from Google Search (paid and organic), social platforms such as Facebook, Instagram and LinkedIn and our franchise development website,” said&nbsp;<a href="https://www.linkedin.com/in/erinlsnyder">Erin Snyder</a>, head of franchise development at&nbsp;<a href="https://handelsicecream.com/handels-franchise/">Handel’s Homemade Ice Cream</a>. “Because all awareness and advertising efforts ultimately funnel candidates to our development site, maintaining a highly optimized, mobile-first web presence is critical for conversion.”<h2>The "Hidden" Channels: Authentic Research via AiSEO</h2>While Google and major portals are often where a candidate might start a broad search, the deep research happens in the shadows. This is where candidates scroll, mindlessly or otherwise, simply observing rather than clicking “apply” immediately; or, ask Ai chatbots about the best franchises to buy, the blind spots, the why nots, and, of course, the whys.Right now, Ai plays a key role in this research stage. Buyers want the truth.&nbsp;For franchisors, this means your content strategy must pivot. It is no longer enough to post stock photos of happy business owners. You must document the journey, showing the behind-the-scenes reality that proves your concept has staying power.<h2>The Pivot From Print to Digital Interactivity</h2>While print media has been a channel for franchise development in the past, its static nature has made it less effective as the buyer’s journey has shifted to digital. Buyers are generally looking for channels that will allow them to click, read and continue the search immediately.“Traditional print media has largely become a thing of the past for franchise development,” Snyder said. “What has been encouraging, though, is seeing many of these publications successfully pivot to digital formats that offer greater interactivity, stronger analytics and far better linkability than print ever could.”This creates a more dynamic experience for the candidate. In addition to a digital article, franchisors can embed a “day in the life” video, for example, or hyperlink a deeper dive on costs and profits for instant validation.This shift also allows franchisors to track return on investment more effectively. Instead of guessing if an article or ad worked, digital publications allow you to see exactly who clicked through, allowing for retargeting and smarter budget allocation.<h2>The Conversion Hub: Your Mobile-First Website</h2>Once a candidate has discovered you on Google, watched your videos on TikTok and read about you in a digital publication, they finally arrive at the destination: your franchise development website.This is the bottom of the funnel, where you will win or lose a candidate. Because all other channels point here, your website cannot just be a digital brochure. It has to be a conversion engine. And crucially, it must work perfectly on a smartphone.The question can’t just be “Do we have a website?” Questions about the website should surround usability and readability. Is navigation easy on a smartphone? Does the site load quickly? Is it readable? If a prospect has to pinch-and-zoom to read your investment costs and financial performance, they will leave.An optimized, mobile-first presence is critical because it serves as the collection point; all other awareness efforts funnel potential franchisees to the site. The user experience here should validate the trust built on other channels. However, accessibility is only half the battle; the content itself must be unsparingly open. The website is the channel where you must prove your value proposition with hard data.“Across all channels, the messaging needs to be clear, concise and consistent,” Snyder said. “Candidates should be able to easily find transparent investment ranges and financial requirements, a clear value proposition, compelling franchisee success stories, key differentiators from competitors and straightforward next steps for how to inquire.”When you treat your website as a transparency engine rather than a gatekeeper, you change the dynamic of the eventual sales call. A candidate who has already consumed your financial data and success stories arrives at the inquiry stage educated and qualified. This allows the development team to skip the basic fact-finding and move straight to strategy and fit.“When a candidate submits an inquiry, the first conversation should build on what the candidate has already learned,” Snyder said “ensuring they understand the opportunity they are considering, clarifying details, personalizing the discussion to their goals and moving them into a structured education process rather than starting from scratch.”<h2>Allocating the Budget: The "Ideal Candidate" Approach</h2>While a presence across multiple channels — from search and social to digital publications — is key, understanding exactly how much to invest in each option is the next hurdle. There is no single, magical approach to budgeting; a brand selling multi-million-dollar franchises needs to develop a presence in different places than a low-cost, mobile franchise will.To spend effectively, you must deeply understand your ideal franchisee profile. Once you know who is investing, you can begin working on where to find them. For example, a high-net-worth investor might be on LinkedIn and reading digital trade journals, while a first-time investor or someone seeking an owner-operator model might be influenced by local Facebook ads.“Franchisors should start by understanding their ideal franchisee profile and then allocate budget toward the channels where those prospects spend the most time,” Snyder said. “The mix will naturally look different for a high-investment, multi-unit candidate than for a first-time owner-operator. Beyond that, it’s critical to consider overall brand awareness and invest in channels that consistently get both the brand and the franchise opportunity in front of qualified prospects. A balanced approach that supports both awareness and lead capture tends to produce the strongest results.”<h2>Key Takeaways and Next Steps:</h2>Make sure you have a content footprint that answers the top 25 questions asked about your brand in Ai and Google searchs.Review your mobile experience: Open your franchise development site on your phone. If it takes more than three seconds to load or if the "Apply" button is hard to find, fix it immediately.Embrace "lo-fi" video content: You don't need a production crew. Use a smartphone to record "day in the life" videos with your franchisees and post them to social to build authentic trust.Ensure transparency and continuity:&nbsp;Candidates need to be able to find the information they’re looking for, and the experience should be consistent between a social page and a franchise development site. Make sure your value proposition is clear across all channels.Embrace innovation, but don’t count out the classics:&nbsp;Look at the whole picture. Many candidates are exploring opportunities on supplemental platforms like social media or in the results of a Google search, but they’re still looking at the franchise development site, too. Don’t confine yourself to the “old reliable” methods, but don’t leave them behind, either.Budget by persona, not platform: Don't just "do Facebook ads." Define exactly who your buyer is, and spend your money only on the channels where that specific person consumes content.For more information on franchise growth channels, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-use-social-media-marketing-to-promote-your-franchise-2727185#stories">How To Use Social Media Marketing To Promote Your Franchise</a></li><li><a href="https://1851franchise.com/building-a-franchise-website-that-converts-key-features-and-best-practices-2727363#stories">Building a Franchise Website That Converts: Key Features and Best Practices</a></li><li><a href="https://www.youtube.com/watch?v=vlfduHqGy7I">How to Sell Franchises | The Buyer Persona</a></li></ul>

To succeed in the shifting landscape, franchisors must understand the buyer’s journey, identify the ideal franchisee profile, and build a digital presence that meets candidates where they are.

How To Sell Franchises in 2026 — Top Channels Franchise Buyers Use Before They Inquire

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As the health and wellness business in America continues to fill out, the fitness industry is growing alongside it. The industry now generates&nbsp;<a href="https://www.ibisworld.com/united-states/industry/gym-fitness-franchises/5599/">over $7 billion</a> in annual revenue, with a revenue increase of nearly 3% in 2023 alone.Rebounding since COVID, both big box and boutique franchises have shown&nbsp;<a href="https://athletechnews.com/fitness-franchising-by-the-numbers-10-key-stats/">membership growth</a>, with premium establishments up 21% compared to a whopping enrollment bump of almost 70% on the budget gym side.&nbsp;&nbsp;<h3>The Pros And Cons Of Big Box Gyms</h3>When it comes to choosing the right fitness franchise, there are pros and cons to each.Big box gyms are able to cast a wider net, attracting a clientele ranging anywhere from newbie to seasoned veteran, with a lower cost of entry potentially attracting even the marginally curious to the idea of a well-established, properly marketed brand.&nbsp;Big box and other low-cost fitness franchises are also able to capitalize on services like personal training and retail amenities, increasing revenue.Driven by recurring membership fees, big box gyms generally cost less. However, the wider net cast in terms of building a clientele, tends to require more equipment in a bigger space, increasing costs like rent. And with a wider array of workout machines to both service and maintain, additional costs tend to follow.<h3>The Pros And Cons Of Boutique Fitness Concepts</h3>On the boutique side, franchises are typically able to offer a more personalized fitness experience, catering to niche markets with an eye on community, quality and loyalty. However, a more hands on approach to management and day-to-day operations may also be necessary to deliver the more customized, immersive experience often demanded of the more boutique environment.As a result, boutique fitness concepts are typically able to capitalize on a more premium pricing model driven by the idea of exclusivity.But, while less equipment in a smaller space can help rein in expenses, it can also be difficult to build the more specific clientele required by the boutique experience, rendering selection of proper location crucial.<h3>Finding The Right Fit</h3>As potential franchisees assess the available opportunities in the fitness franchise realm, it’s important to ponder a number of factors which can impact the bottom line.In terms of budgeting, a full understanding of both initial investment and ongoing operational costs is crucial.&nbsp;Getting to know the customer and surrounding area can help franchisees assess just how much the consumer is looking to pay for a gym membership, helping clarify the big box versus boutique decision when it comes to the question of how to buy a franchise.There’s also market saturation, with big box gyms in particular becoming an increasingly crowded marketplace.On the management side, it’s important for franchisees to seize upon a specific approach, whether it’s applying a more hands on style to the level of personal interaction required on the boutique side or focusing on the moving parts in play in the larger, more complex big box environment.&nbsp;When it comes to buying a fitness franchise, an understanding of the consumer, proper assessment of the marketplace and specific approach to management can go a long way towards avoiding potential risk, helping franchisees find success as they ponder entrepreneurship via fitness franchises.For more info on fitness franchises, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/fitness-franchises-2025-trends-opportunities-2729600">The Rise of Fitness Franchises in 2025: Trends, Opportunities and What to Expect</a></li><li><a href="https://1851franchise.com/top-health-and-wellness-franchises-2729821">Top 15 Health and Wellness Franchises Opportunities for 2025</a></li><li><a href="https://1851franchise.com/fitness-wellness-franchise-guide-2729443">How To Choose the Right Fitness or Wellness Franchise for You</a></li></ul>

Buying a fitness franchise, people exercising

As the fitness industry continues to grow fast, the decision for potential franchisees lies in whether to invest in big box or boutique gym franchise opportunities.

Boutique vs. Big Box Gym Franchises: Which Offers Best ROI in the $7 Billion Fitness Market?

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