1851

There&#8217;s something you should know about Nader Masadeh, the president and CEO of <a href="http://ownabuffalo.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=what-nader-masadeh-learned-from-undercover-boss-3223" target="_blank" rel="nofollow" target="_blank">Buffalo Wings &amp; Rings</a>. For more than 40 years, he&#8217;s been the guy with the mustache. When he was presented with an opportunity to explore the inner-workings of <a href="http://buffalowingsandrings.1851franchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=what-nader-masadeh-learned-from-undercover-boss-3223" target="_blank" rel="nofollow" target="_blank">Buffalo Wings &amp; Rings</a> by participating in the hit CBS show Undercover Boss, he was tasked to do so under the guise of &#8220;Pete.&#8221; But here&#8217;s the thing, &#8220;Pete is an older guy&#8212;maybe by nearly 20 years&#8212;and he&#8217;s balding. He has gray, wispy eyebrows. He wears thick glasses. And he doesn&#8217;t have a mustache. You probably know where this is going. To truly embed himself in the day-to-day operations of the company, not as the CEO and co-founder but as a regular employee, Masadeh&#8217;s nearly life-long mustache had to go. He shaved his head and his face, stripped the dark color from his hair and dyed it gray. For Masadeh to really understand what makes his company work&#8212;and not work&#8212;he had to fully commit to this strange and new persona. For nearly 11 years, Masadeh has been with Buffalo Wings &amp; Rings as its co-owner. But as the company&#8217;s CEO, he&#8217;s still pretty new to the game. Taking part in Undercover Boss presented itself as an incredible opportunity&#8212;this was his chance to see firsthand how the company executes at their franchise locations. &#8220;Pete&#8221; became his alter-ego for a week. He worked alongside employees to complete those understated routine tasks that are paramount to keeping the business in working order. From washing dishes in Cincinnati to serving tables in Chicago, &#8220;Pete&#8221; was on the ground floor of it all. &#8220;Going undercover was exhilarating. I was able to share laughs with dozens of employees who work hard to keep our customers smiling. I saw where we were excelling and thriving. But I also saw where we struggled,&#8221; Masadeh said. &#8220;And while those rough moments aren&#8217;t always easy to swallow, they serve as a lesson: There is always room to improve your business.&#8221; 1851 Franchise talked to Masadeh to hear what he learned from the experience. 1851: What were your key takeaways from this experience? Masadeh: I learned that nobody is perfect, and Buffalo Wings &amp; Rings is no exception. At the end of the experience, there were two key lessons learned, and they both came down to the company&#8217;s employees&#8212;the people who take care of the daily operations that we don&#8217;t usually see. It&#8217;s important to first select the right employees who share the same values as your company. Once you have the right employees, foster them. Make sure they stick around so that they can really impact the business. 1851: Did you find that certain employees didn&#8217;t fit into the company&#8217;s mission? Masadeh: I realized that a lot of times, the things we hope to see in our employees&#8212;like passion, charisma, loyalty and hospitality&#8212;sometimes get lost in translation as they trickle down the management ladder. It was hard to see employees not always offering the VIP experience to customers and giving respect to each other that we expect to see across the system. I saw certain employees being rude to customers, reading from emotionless script and making it clear that their patronage wasn&#8217;t appreciated. Just as worse, I saw disrespect between employees. That&#8217;s not who we are&#8212;and that&#8217;s not how I want to see our brand represented to the people who keep us in business. 1851: So what can a boss do to change that? Masadeh: When you&#8217;re interviewing your next potential franchisee, make sure they believe in the same things that you do. Make sure they&#8217;re thinking with their head and their heart. And make sure they embody kindness. From there, the rest falls into place. When you select the right franchisee, their zeal for the company will become contagious. It&#8217;ll spread down and creep into the thoughts and actions of every other employee who comes along. 1851: Is it hard to maintain that kind of message amongst the company&#8217;s hundreds of employees? Masadeh: It is. The problem is that in our line of business, there&#8217;s often a high turnover rate. When you&#8217;re constantly training and retraining, those certain intangible elements&#8212;like value and pride&#8212;can slip through the cracks. So maybe your new employee knows how to run the cash register, but do they know how to personalize service to the guest to be able to make them feel special? These things aren&#8217;t always easy, but when you do find the people who fit that mold, it&#8217;s so important to keep them on board. 1851: What&#8217;s the answer to reducing the high turnover right and ensuring consistency? Masadeh: It all comes down to nurturing your employees. When you have someone who truly lives and breathes what the company stands for, make sure you hang on to them. It&#8217;s important to focus on longevity and a low turnover rate. Do this by creating a safe environment and a culture that inspires personal and professional growth. Treat them fairly, and reward them for a good day&#8217;s work. Let them know they&#8217;re valued. 1851: How do you plan to utilize this experience in the years to come?<div>Masadeh: This experience has reaffirmed to me that the path Buffalo Wings &amp; Rings is on is the right one, as long as we continue to immerse our employees&#8212;from the top to the bottom&#8212;in the lifeblood that keeps our company alive and well.&nbsp;</div><div style="">&nbsp;</div>

1851 Franchise

As CEO of Buffalo Wings & Rings, "Undercover Boss" gave Nader Masadeh a chance to experience the ups and downs of the business from the ground floor. 

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

What Nader Masadeh Learned From "Undercover Boss"     

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Jollibee

How Jollibee Blends Beloved Heritage With Modern Innovation to Power U.S. Growth

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Griswold

Griswold Celebrates National Caregivers Day by Announcing Winter Scholarship Winners Through the Jean Griswold Foundation

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Filta Environmental Kitchen Solutions

Former Google Marketing Leader Launches Filta Environmental Kitchen Solutions Franchise in Northeast L.A.

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Newk’s Eatery

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Newk’s Eatery Offers Gold Standard for Value and Community, Winning Over Food Lovers in the Booming Casual Dining Market

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Why Franchisees Are Betting on Newk’s Eatery in the $84 Billion Fast-Casual Industry (and Why Now Is the Moment to Join)

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

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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Driven Brands IMO Sale - Franchise Equity Partners - 1851 Franchise Agg

Driven Brands Sells IMO, Doubles Down on Take 5 and Franchise Portfolio

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Authority Brands Closes Out 2025 With Strong Franchise Growth

Authority Brands Closes Out 2025 With Strong Franchise Growth, Building on a Three-Year Acceleration in New Franchise Owners and Territories  

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Buddy's Home Furnishings Acquisition - Skyline Investors - 1851 Franchise

Buddy’s Home Furnishings Deal Signals More Private Equity Interest in Franchise Retail

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For more than 15 years,&nbsp;<a href="https://hellomainland.com/">Mainland</a> has secured coverage for brands on FOX, NBC, CBS and ABC, as well as placements in local outlets such as&nbsp;<a href="https://www.noozhawk.com/">Noozhawk</a> in Santa Maria, California, or&nbsp;<a href="https://tbbwmag.com/">Tampa Bay Business &amp; Wealth</a>. With hundreds of PR placements each year, there must be some secret sauce to their stories — a possible angle that is irresistible to a producer who doesn’t seem interested in anything you have to offer. A secret phrase that unlocks doors and turns on TVs in your target market.&nbsp;What if we told you the answer was simple?<h3>Let’s Do an Experiment</h3>Imagine a franchise brand is opening its doors in your city, and you see this headline on Facebook:&nbsp; National Fitness Franchise Announces Expansion Into Downtown With Three New Territories Signed.If you were a news producer, that headline might not inspire much beyond construction and, maybe, a grand opening months down the line. By the time the scissors are ready to cut, you’ve moved on.&nbsp;Now try this:&nbsp; After a Career-Ending Injury, Former Ohio Track Athlete Is Bringing National Fitness Franchise to Combat the City’s Post-Pandemic Health Crisis.See the difference? Maybe images of a former athlete jumping a hurdle spring to mind, or an in-studio demonstration. Suddenly, there’s an opportunity to highlight statistics around an important, timely health issue that the brand is working to address.&nbsp;Framing matters. People matter — more than brands think. This isn’t just a happy accident of copywriting. It’s a calculated editorial strategy that is heavily implemented at Mainland to land placements and media buys.<a href="https://www.linkedin.com/in/morgan-wood1/">Morgan Wood</a>, content manager at Mainland, has personally published more than 2,000 articles for&nbsp;<a href="http://1851franchise.com">1851Franchise.com</a>. She is the exclusive writer for record-breaking brands like&nbsp;<a href="https://1851franchise.com/layneschickenfingers">Layne's Soon To Be Famous™ Chicken Fingers</a> and&nbsp;<a href="https://1851franchise.com/parisbaguette">Paris Baguette</a>.&nbsp;&nbsp;To understand how to consistently find the "human hero" in brand stories and start winning at PR, 1851 Franchise sat down with Wood to get some recommendations.1851 Franchise:&nbsp;How do you approach writing and telling someone's story?Morgan Wood: I've always been a “why person.” You know those little kids that ask a question, and you answer, and they say, “But why? But why? But why?” That was always me as a kid. I think I have a natural curiosity for everything, and I really think that everybody has an interesting story. It's just a matter of getting to it.A lot of times, the franchisees we’re working with will come on the call and say, "I don't know why you want to talk to me. My story is not that interesting.”&nbsp;There's a level of fulfillment and satisfaction in being able to see them see themselves in someone else's eyes and realizing what their story can mean and can do. It’s really fun.1851:&nbsp;What do you think about Mainland’s “Brands don’t sell brands, people do” method?Wood:&nbsp;When I'm browsing, I'm going to click on stuff that I feel like I relate to or something that is a human interest story.In franchising, people often think, “I'd love to do that, but I don't know if I can,” or “Somebody else can do it, but I just can't.”&nbsp;Being able to see the kind of person that's doing it, and, no matter who you are, there's someone who has a similar background or that you can relate to in some way, that has done it. I think putting that out there makes people curious. And then you click in, and it's their life story and their experiences. The reader likely doesn’t know this person, specifically, but it’s possible they have very similar experiences.I think that can draw people in more effectively than “This restaurant is growing!” or “This business is opening!” ever could.1851: How do you tell your writers to find the human hero in the story?Wood:&nbsp;We have talked a lot about continuing to ask the questions. Again, everyone has a story. We just have to get to it. I've said countless times, “Just keep asking. There has to be something. Think outside the box. Get curious on these calls with the franchisee, and really think about what is special about this person.”&nbsp;One of our questions for franchisee feature interviews is “What do you want me to know about you?” That opens it up. Regardless of your business or what you did before you bought a franchise, what do you want me to know about you?Being able to do that and dig deeper, even when there may not be an immediate connection between this story and their franchise journey, is really valuable. There have been times when it “clicks” later, and the writer realizes, “Oh, that's why they're the hero!”1851: Headlines and images are the first two things that people see. Are there any tricks in your bag when it comes to headlines and imagery to get picked up?Wood: Specifically in headlines, we want to talk about the human hero, but we don't necessarily want to say their name. We want to say who they are.&nbsp;More people are going to search for things like “veteran franchisee” or “moms in franchising”&nbsp; rather than a name that they’ve never heard before.It also has to be interesting, but you can't give everything away in the headline.&nbsp;And then with the image, just as much as possible, get a picture of a real person. It’s as simple as having something that people care about, and something that will catch a reader’s eye. If we’re talking about a person, we don’t want a stock image that someone will scroll right past.1851: Do you have any advice that you would give brands looking to get started right away?Wood: I think many in the franchise space have heard of the franchise horror stories: “I pay my franchise fee and the franchisor disappears,” or “I'm just a store number to them, I'm not a person.”One of our clients often says that, to be a franchisor, you need to understand what the franchisee is going through. When someone at the franchisor gets home from work, their family will ask, “How was work?” When a franchisee gets home, their family is asking, “How were sales today?” or “How was traffic?” These are franchise units, but they often represent the investment of someone’s life savings and a manifestation of so many hopes and dreams for the future. We can’t lose sight of that.&nbsp;No matter how big the brand gets or how fast they're growing, franchisors need to remember that these are real people with real backgrounds. Many have real families that this is supporting, and they've invested so much into this business. They’re building something in their communities and trying to make the most of the opportunity.They can’t just be viewed as “the person that's going to help me get a PR win.” They're still people. When you start from a place of humanity, the rest comes more naturally.Growing and selling franchises is difficult. Want to learn more about how Mainland helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="https://hellomainland.com/">https://hellomainland.com/</a>&nbsp;and see what we can do for you.

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How To Craft PR Stories That Connect: How Mainland Focuses On The Human Hero Of A Story

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AI is transforming nearly everything: how we accomplish tasks, how we vent, how we learn, and how we solve problems. But one of the most underestimated shifts is how franchise candidates discover, evaluate, and ultimately choose a franchise opportunity.<h2>The Uncomfortable Truth:</h2>If you — and your brand — are not controlling the narrative, the narrative will control you.In the “olden days” (pre-2015), franchise candidates had limited ways to find opportunities. They went to franchise portals. They attended franchise expos. They read industry media. That exposure introduced brands — and then candidates were largely on their own.My gut says candidates actually moved faster back then. Not because they were more sophisticated — but because they weren’t.<ul><li>Most didn’t know how to read an FDD.</li><li>They didn’t know how to properly compare brands.</li><li>They didn’t understand the depth, incentives, or mechanics of the broker network.</li></ul>So decisions happened with less friction, fewer inputs, and far less “analysis paralysis.”<h2>Then Came the Brokers (and the Blur)</h2>Franchise brokerages already existed — FranNet, FranChoice, and others were doing solid work. They had a steady flow of candidates who needed coaching, structure, and an extra push to get over the finish line.Then the model exploded.Independent brokers entered the market — and many of them were built to sell. Candidates were told they were “coached for free” and that brokers had placed thousands of franchisees.What often wasn’t clearly disclosed was how brokers get paid — and how that compensation can shape recommendations. (Unlike real estate, where commissions are universally understood.)This added another layer of opacity to an already complex decision.<h2>And Now Comes AI (Everything Changes)</h2>AI is about to force a level of transparency the industry hasn’t fully reckoned with yet — legally, operationally, and culturally.The smarter AI gets, the more it will help candidates ask (and answer) questions like:<ul><li>What are the best home service franchises under $100,000?</li><li>Which franchises are actually the most profitable?</li><li>Which ones require the least day-to-day involvement?</li><li>Which brands have availability in my specific market?</li><li>Which franchises have the highest AUVs — and why?</li><li>Who are their real competitors?</li><li>What questions should I ask the franchisor?</li><li>Based on my personality traits, should I buy this franchise?</li></ul>And here’s the part that should make every franchisor pause.<ul><li>AI doesn’t get a commission.</li><li>It doesn’t care who pays whom.</li><li>It doesn’t benefit from steering candidates one way or another.</li><li>Its job is to cut through the BS.</li></ul><h2>So Where Does That Leave Your Brand?</h2>This is the moment where the spotlight turns back on you. Are you doing the basics?<ul><li>Are you clearly answering these questions anywhere?</li><li>Do you have structured, searchable FAQs?</li><li>Is your content actually readable and understandable by AI?</li><li>Are you shaping the answers — or letting others shape them for you?</li></ul>Because whether you like it or not, candidates are already asking AI these questions. The only question is whether your brand shows up in the answers.Follow <a href="https://www.youtube.com/@1851Franchise">1851 Franchise on Youtube</a> to be the first to know about new episodes of Coffee &amp; Analytics with Nick Powills.&nbsp;

AI Will Destroy Your Franchise Learn How To Avoid It

AI Will Destroy Your Franchise - Learn How To Avoid It

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At <a href="www.1851francamp.com">FranCamp</a> this year, we ran through a live survey – with a focus on gaining unrestricted answers to key questions, including:<ul><li>What is the #1 thing missing for explosive franchise growth?</li><li>What is the #1 thing you can do that costs nothing to drive growth?</li><li>What is the #1 thing you will spend money on to drive growth?</li><li>What is the value of one franchisee to your system?</li><li>What is your primary growth goal for 2026?</li></ul>All responses were captured live, categorized, and reviewed – thus, giving us true active insights – across brands ranging from 1 to hundreds of locations. These weren’t meant to be thoughtful responses, they were meant for high pressure reactions.During FranCamp, franchisors put real growth priorities, constraints, and budget decisions on the table. Those inputs reflect where brands are focused heading into 2026.<h2>QUESTION 1 | What is the #1 thing missing for explosive franchise growth?</h2>Quantitative Response DistributionLead flow / better leads / pipeline — ~35–40% Sales process / systems / conversion — ~20–25% Brand story / positioning / awareness — ~15–20% Validation / franchisee proof — ~10–15% Leadership focus / time / internal capacity — ~5–10%<h4>What are the insights?</h4>FranCampers primarily identified growth outputs (leads, pipeline, deals), not the inputs that drive those results.Most responses did not specify:<ul><li>Which lead sources actually convert</li><li>Where momentum breaks inside the sales process</li><li>What story differentiates the brand in a buying decision</li><li>The result is effort applied after the system instead of inside it.</li></ul>To improve this, there is a need for:<ul><li>Source-level lead clarity</li><li>Funnel diagnostics tied to real conversion data</li><li>Sales-ready storytelling and validation assets</li></ul>From a franchise development standpoint, “more leads” usually masks:<ul><li>Unclear franchisee targeting</li><li>Weak differentiation in a crowded market</li><li>Sales assets that inform but do not convert</li><li>Development momentum improves when:</li><li>One primary channel is owned</li><li>One story is consistently deployed</li><li>One conversion metric is tracked weekly</li></ul><h2>QUESTION 2 | What is the #1 thing you can do that costs nothing?</h2>Quantitative Response DistributionNetworking / relationships — ~30% Founder-led visibility (LinkedIn, content) — ~25% Outreach to existing contacts / franchisees — ~20% Storytelling / culture / community — ~15% Focus, discipline, consistency — ~10%<h4>What are the insights?</h4><ul><li>Brands are not seeing the opportunity within the four walls. The building, the van, the person are billboards.</li><li>Franchisees selling the franchise (referrals) are not as high of a priority as they should be.</li><li>Internal databases are not being leveraged.</li></ul><h2>QUESTION 3 | What is the #1 thing you will spend money on to drive growth?</h2>Quantitative Response DistributionPaid advertising — ~30% Website / SEO / AI visibility — ~25% Content / media — ~20% Sales training / development support — ~15% Other tools / vendors — ~10%<h4>What are the insights?</h4>Budgets are being aimed toward growth — but often ahead of readiness.Spend is increasing before:<ul><li>Positioning is clear</li><li>Sales assets exist</li><li>Validation confidence is established</li></ul>Effective spend follows structure.High-leverage brands:<ul><li>Build conversion assets first</li><li>Test before scaling</li><li>Review spend against pipeline quality, not just volume</li></ul>Momentum now depends on:<ul><li>What gets built</li><li>What gets measured</li><li>What gets reinforced</li><li>Execution discipline, legal alignment, and development focus are what turn insight into sustained growth.</li></ul><h2>QUESTION 4 | What is the value of one franchisee to your system?</h2>Responses clustered into three broad categories:<ul><li>Upfront-focused (initial franchise fee only)</li><li>Partial lifetime value estimates (initial fee + short-term royalties)</li><li>Unclear / not calculated</li></ul>While confidence varied, industry-consistent ranges discussed included:Initial franchise fee: $25,000 – $60,000 Annual royalty contribution (mature unit): $30,000 – $60,000+ 3-year franchisee value (conservative): $75,000 – $150,000 5-year franchisee value (typical healthy system): $150,000 – $300,000+ 10-year value (stable, retained units): $300,000 – $600,000+<h4>What are the insights?</h4>The most important signal was not the number, but the lack of one. And without a clear economic anchor:<ul><li>FAC (Franchisee Acquisition Cost) decisions become guesswork</li><li>Growth pacing lacks discipline</li><li>Confidence in sales conversations erodes</li></ul>Franchisors need a defined franchisee lifetime value modelFranchisor should have franchisee growth (more locations) assumptionsThus, economic benchmarks tied to growth spend<h2>QUESTION 5 | What is your primary growth goal for 2026?</h2>Responses clustered into four goal types:<ul><li>Unit-based goals (most common): add X units, double system</li><li>Revenue-oriented goals: franchise fee or royalty growth</li><li>System-stability goals: validation, conversion, readiness</li><li>Mixed / unclear goals</li></ul><h4>What are the insights?</h4>Nearly all participants had ambitious growth goals.Very few articulated what the system would need to support those goals with common gaps including:<ul><li>Sales capacity assumptions</li><li>Support and onboarding scalability</li><li>Leadership bandwidth</li></ul>High-performing brands evaluate growth goals by asking:<ul><li>What breaks if we hit this goal early?</li><li>Where does capacity max out first?</li><li>What must be built before accelerating?</li></ul>

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5 Key Franchise Growth Survey Questions Answered At FranCamp Miami

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Building a franchise brand requires more than just great systems and a strong&nbsp;<a href="https://1851franchise.com/innovative-marketing-strategies-for-franchises-in-the-digital-age-2725563">marketing strategy</a>. It also takes foresight and the ability to look beyond day-to-day operations and plan for the future. One of the most critical, and often overlooked, components of long-term franchise success is&nbsp;<a href="https://1851franchise.com/chapter-19-franchisee-exit-strategies-and-succession-planning-2722792">succession planning</a>. At some point, every founder or key executive will step away. When that time comes, the systems in place, or lack thereof, will determine how smoothly the brand continues to operate and grow.“I've thought extensively about where I'd love to see the brand go,” said&nbsp;<a href="https://www.linkedin.com/in/marinamentzel/">Marina Mentzel</a>, founder and CEO of&nbsp;<a href="https://swimmingschoolfranchise.com/">urSwim</a>.&nbsp; “I think for us, we envision a future that has really high-quality swim instruction and aquatics management services offered throughout the United States and possibly beyond. We're really committed to building a scalable, low-asset business model. So for me, it's definitely about thinking big picture.”&nbsp;Franchisors need to ask a tough but essential question early: What happens to the business when I’m no longer in the driver’s seat? Without a plan in place, leadership transitions can create confusion, stall growth and damage franchisee confidence. A well-structured succession plan outlines who will step into leadership roles, how decisions will be handled during a transition, and what knowledge and responsibilities must be passed down. This isn’t just about protecting the brand; it’s about preserving the vision and values that built it.<h2>Keeping Growth on Track Through Leadership Changes</h2>Even the strongest franchise systems can falter during times of leadership change. That’s why future-proofing the brand is so important. When a franchisor proactively builds infrastructure designed to outlast individual leaders, it signals strength and stability to franchisees, employees and partners.“I think any responsible franchise system should have plans if something were to happen — not only for my leadership position, but other people's leadership positions,” Mentzel said. “At&nbsp;<a href="https://1851franchise.com/growth-club/urswim-swimming-school-franchise">urSwim</a>, we're actively putting systems in place to make sure that there's a continuation documented from our SOPs, and leadership would not miss a beat.”&nbsp;It starts with documenting more than just operations — things like core brand values, strategic decision-making frameworks and cultural touchpoints need to be shared across the organization. As the business grows, it’s important to give other leaders a voice in strategic planning. Developing a leadership team that understands and helps shape the brand’s direction ensures continuity when the founder eventually steps back. It’s also helpful to involve outside advisors who can bring objective insight into succession discussions.“We're also very committed to creating an advisory board,” Mentzel said. “We have some advisors at the brand level, and it's something that we're pursuing at the franchise level to make sure that we are always following a north star, regardless of who is in what seats. We want to make sure that the system is prepared for the long haul.”&nbsp;<h2>Preparing the Next Generation of Leadership</h2>Succession planning isn’t just&nbsp;<a href="https://1851franchise.com/guide-to-buying-another-franchise-think-about-your-exit-2726413">about the exit</a>; it’s about identifying and empowering the people who will lead the brand forward. Investing in leadership development should be an ongoing effort, not a last-minute scramble. Strong franchise organizations look internally for talent, offering growth opportunities, cross-departmental exposure and coaching to team members who show leadership potential.This process also includes looking beyond the corporate team. In some cases, franchisees themselves can grow into larger roles within the system. Franchise owners often bring firsthand insight and a deep commitment to the brand, making them valuable candidates for higher-level involvement. Whether the future leaders come from inside the company or outside hires, the key is intentional, long-term preparation.“At the core, that's why I'm a franchisor — I think strong franchisors are committed to the success of their franchisees and creating true entrepreneurs,” Mentzel said. “So for me, as a very young system, I am actively learning what it takes — for my skill development and professional development — to make sure that I can train and continue to mentor our franchisees and create that support system that they need. I think whether that's through leadership programs or mentorship programs, we're committed to creating intentional spaces where the franchisees can grow and be successful.”&nbsp;<h2>The Case for Starting Early</h2>Waiting until a leader is ready to retire is a risky approach. Starting the conversation early allows franchisors to be thoughtful about who they’re developing and how they’re structuring future leadership roles. It also provides peace of mind to franchisees, who want reassurance that the brand will remain strong and consistent regardless of who’s at the helm.“I think any great brand needs to outlive the founder,” Mentzel said. “When you're building a legacy, it is not about the founder. It is about what type of organization you're building, what roles of leadership you're building and making sure that you are in a place to give the organization what it needs.”&nbsp;Early succession planning protects the brand’s equity, maintains operational stability and ensures that momentum doesn’t stall when change inevitably comes. It also gives the current leadership team time to train, mentor and support incoming leaders in a meaningful way.“For me, it's about building a brand that could thrive with or without me,” Mentzel said. “What value am I adding? Where are my resources best put to use? And what else do I need to make this organization the best it can possibly be?”Franchising is a long game. While it’s easy to focus on immediate wins like new signings and increased revenue, the most successful franchisors are thinking years down the road. Succession planning is one of the most strategic moves a brand can make to ensure that growth isn’t dependent on any one person. It’s a commitment to the future of the brand, the franchisees who depend on it and the legacy the founders have worked hard to build.<h2>Succession Planning — Key Takeaways and Next Steps:</h2><ol><li>Define critical leadership roles and responsibilities.</li><li>Document processes and institutional knowledge.</li><li>Identify and develop future leaders early.</li><li>Align succession with brand mission/values.</li><li>Review and refresh the plan annually.</li></ol>Franchising your business is a major step, and the right guidance makes all the difference. Learn how 1851 helps brands build strong foundations and grow with confidence at www.1851growthclub.com.&nbsp;

Phase 5: Long-Term Success — How to Handle Succession Planning

The Ultimate Guide to Franchising Your Business — Phase 5: Long-Term Success — How to Handle Succession Planning

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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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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.”

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

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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;

What Nader Masadeh Learned From "Undercover Boss"

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