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In franchising, there is no stronger signal of confidence than when founders continue to put their own capital back into the system they created. At&nbsp;<a href="https://www.petbarinc.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=why-the-largest-multi-unit-owners-are-also-the-founders-of-the-petbar-franchise-2731431" target="_blank" rel="nofollow">petbar</a>, the boutique dog grooming franchise, that signal is unmistakable. Husband-and-wife founders&nbsp;<a href="https://www.linkedin.com/in/dan-o-loughlin-b6a6b911a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=why-the-largest-multi-unit-owners-are-also-the-founders-of-the-petbar-franchise-2731431" target="_blank" rel="nofollow">Dan</a> and<a href="https://www.linkedin.com/in/ashley-wible-o-loughlin-b889831b/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=why-the-largest-multi-unit-owners-are-also-the-founders-of-the-petbar-franchise-2731431" target="_blank" rel="nofollow"> Ashley O’Loughlin</a> are not only the visionaries behind the boutique pet grooming brand, they are also its largest multi-unit franchise owners. For prospective franchisees, that choice speaks volumes about&nbsp;<a href="https://1851franchise.com/petbar/info">petbar’s franchise opportunity</a>.<h2>From a Single Store to a Scalable Model</h2>petbar’s story began in Texas in 2015, long before franchising was even part of the plan. Dan came from the gym and tanning industries, while Ashley brought a corporate consulting background.“We started seeing signs that the industry was eroding,” Dan said. “We were looking for something different, something more durable.”When they signed a lease for what would become the first petbar, they were ready for a new challenge but unsure exactly where it would lead. The opportunity appeared unexpectedly when the couple’s groomer moved away. Rather than scramble for a replacement, they began researching the pet grooming space.&nbsp;“We stumbled into a dog concept because our groomer was leaving,” Dan said. “We realized this was a need not just for us but for other people too. We opened our own location in 2015 in Texas, and it just took off. Within two years, we were exploding at the seams. The second location took off like crazy. That’s really where it all started.”<h2>Passion First, Profit Second</h2>Unlike many franchise stories, petbar was not born from a spreadsheet. “We didn’t get involved because we were trying to make money per se,” Dan said. “We got involved because we had that passion.”After the second location, the O’Loughlins had a big decision to make. “We were deciding whether to open more stores ourselves or look into franchising,” Dan said. “The idea of spreading petbar faster in different markets was exciting.”They launched franchising with a business model centered around low overhead, recurring membership revenue, and simplified operations. In the first two years,&nbsp;<a href="https://1851franchise.com/petbar/petbar-10-years-strong-franchise-growth-2730938#featured">the brand opened a whopping 25 locations</a>.“The reason petbar was able to grow so fast was because our owners love animals,” Dan said. “They want something driven by the community. Once they walked into a location and saw what was going on, it was kind of magical.”Yet even as petbar grew nationally, the founders never stepped away from store-level operations. Instead, they doubled down.“We had the two locations, and we really enjoyed the business,” Dan said. “It felt like something we wanted to keep doing. We started growing it, and before we knew it, we owned more stores.”Today, they operate six locations themselves, making them the brand’s largest multi-unit owners. “We can’t help ourselves,” Dan said. “We want to keep growing every which way we can.”<h2>A Family Business, Literally</h2>petbar’s reinvestment story is also a family story. All three of the O’Loughlins’ children are involved in the business.“My oldest daughter operates two locations in Houston,” Dan said. “My son works a lot on the franchise side and at the store level, and our youngest helps operate the front area. It really is a family business.”That hands-on involvement strengthens the brand’s culture. “We really love building teams and watching people grow,” Ashley said. “Our stores feel like a work family.”<h2>Why Founder-Owned Units Matter to Franchisees</h2>The significance of founder-owned units goes beyond optics. “We’re knee-deep in the trenches,” Dan said. “We’ve built this from the ground up. There’s nothing that surprises us because we’ve seen every angle of the business.”That firsthand experience is a key to the brand’s&nbsp;<a href="https://1851franchise.com/petbar/petbar-franchise-opportunity-2729672#franchisor-stories">franchisee support</a>. “A lot of my time is fielding calls from franchisees,” Dan said. “We know what we’re talking about because we live it.”Ashley noted that their corporate stores can also serve as testing grounds for innovation. “We can pilot new marketing ideas, new services and different approaches in different markets before rolling them out systemwide,” she said. “That’s a huge advantage.”<h2>A Signal to Prospective Franchisees</h2>In franchising, alignment between the franchisees and the franchisor matters. When founders choose to remain operators, they tie their personal financial outcomes to the same unit-level performance as their franchisees.For Dan and Ashley, owning six locations is about conviction. Their continued reinvestment sends a clear message: petbar works at the unit level. It scales across markets and it is built for the long term.“We’re building something for the long haul,” Dan said. “That’s always been the goal.”To find out more information on costs to buy this franchise, please visit<a href="https://www.petbarinc.com/franchise/?utm_source=1851franchise.com&amp%3Butm_medium=article&amp%3Butm_campaign=petbar-franchise-opportunity-2729672&utm_source=1851franchise.com&utm_medium=article&utm_campaign=why-the-largest-multi-unit-owners-are-also-the-founders-of-the-petbar-franchise-2731431" target="_blank" rel="nofollow">&nbsp;</a><a href="https://1851franchise.com/petbar/">https://1851franchise.com/petbar/</a>.

petbar Franchise Founders: Largest Multi-Unit Owners | Dan & Ashley O'Loughlin

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It's clear that the founders of petbar, Dan and Ashley O’Loughlin, aren't just selling a concept. They operate six locations themselves, showing franchisees they believe in the system they created.

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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.

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Building&nbsp;<a href="https://1851franchise.com/how-do-you-build-a-franchise-business-plan-2717037">a business plan</a> is a crucial operational step for any entrepreneur. But how do I build a business plan for a franchise that complements the franchisor’s system while addressing the unique needs of a given location? In this guide with expert tips, you’ll learn how to craft a thoughtful, actionable franchise business plan.<h2>Start With The Franchisor’s System In Mind</h2>So, how do I build a business plan for a franchise? Well, avoiding repetition is a good start.“You specifically don’t want to duplicate what your franchisor is doing,” said long-time multi-unit&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a> franchise owner,&nbsp;<a href="https://www.linkedin.com/in/haynes-chidsey-6a36a06/">Haynes Chidsey</a>. “There’s a reason why you join a franchise system and why you pay the fees and costs associated with it.”A strong franchise business plan should take advantage of the resources, marketing and operational systems that the franchisor provides (while utilizing daily experiences at the local level to help fine-tune what matters locally).<h2>Focus On Local Priorities</h2>A franchise business plan should be&nbsp;<a href="https://1851franchise.com/strategicfranchising/how-to-build-a-strong-franchise-brand-presence-in-your-local-community-2729771">locally focused</a>. It should reflect the unique characteristics and needs of each local market. It’s essential to identify opportunities to attract local customers, build relationships within the community at the local level and tailor services to the regional preferences required by each market.“Be complementary to what your system provides,” said Chidsey. “Stay locally focused. That’s what I would say is key. Avoid mistakes by focusing on the magic.”<h2>Practical Steps For Building Your Plan</h2><ol><li>Assess Both Market And Competition – Build a thorough understanding of local demand, competitors and potential customer base. This will lead to more informed projections. &nbsp;</li><li>Define Financial Goals – Include startup costs, ongoing fees and revenue expectations in the business plan. Staffing, rent, marketing and working capital should all be factored in. &nbsp;</li><li>Leverage Franchisor Resources – Incorporate the systems, training and support offered by the franchisor (instead of reinventing processes). &nbsp;</li><li>Set Operational Priorities – Decide which areas require hands-on local management (as opposed to areas guided by the franchisor). Focus energy where it’s most impactful. &nbsp;</li><li>Review And Adjust – A business plan shouldn’t be static. So, track performance, adjust strategies and refine priorities as the franchised business scales.</li></ol><h2>The Takeaway</h2><a href="https://1851franchise.com/chapter-3-developing-a-franchise-business-plan-2722586">Creating a franchise business plan</a> is about balance. With a clear plan that integrates franchisor resources and local insight, franchisees can confidently move forward, knowing their businesses are structured to thrive. Leveraging a proven franchisor system to make smart, locally relevant decisions is key. By slowing down to go fast, and catering to the local trends or demands unique to each market, zees can more effectively build a roadmap and franchise business plan capable of delivering long-term success.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.

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Why the Largest Multi-Unit Owners Are Also the Founders of the petbar Franchise

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