Why Zerorez Franchisees Start As Customers: How The Brand Turns Loyalty Into Business Success

Some of the best franchisees don’t come from traditional business backgrounds; they come from firsthand experience with a brand they trust. That’s exactly how Zerorez has built its network of owners, turning long-time customers into successful business operators.

In a recent episode of “Franchisor Hot Seat,” 1851 Founder and Chief Growth Officer Nick Powills sat down with Zeroerez Director of Franchise Development Chantelle Lawrence to discuss how the company’s unique customer-to-franchisee pipeline fuels growth, why home services remain a smart investment and how franchisees benefit from Zerorez’s industry-leading support and training

“I saw what Zerorez could do and how customers loved it,” said Lawrence. “Most of our franchisees were long-time clients, using the brand for 15-20 years. Watching people turn their love for the brand into a successful business was incredible.”

A transcript of Powills’ conversation with Lawrence has been provided below. It has been edited for brevity, clarity and style.

Nick Powills: Chantelle, we start with you, then the brand. What's your accidental franchise story? How did you fall into franchising?

Chantelle Lawrence: I was a gym owner looking to franchise my brand. I decided to get into the corporate side of franchising to see if it was the right path for me. It turns out I didn’t want to franchise my own brand, but I fell in love with Zerorez and the process of pairing people with the perfect brand. So, I stayed.

Powills: You took the job to get educated. Did you keep your gym business running at the time? What was the pivot moment?

Lawrence: I did, but I realized I wanted to exit the gym world. I saw what Zerorez could do and how customers loved it. Most of our franchisees were long-time clients, using the brand for 15-20 years. Watching people turn their love for the brand into a successful business was incredible.

Powills: Did you shut down your gym or sell it?

Lawrence: I sold it three months ago.

Powills: When you took this job, did you understand the depth of franchising?

Lawrence: No. I had a strong background in sales and relationship building, but I didn’t fully grasp everything that went into franchising. What I fell in love with was the training and marketing teams. They act as business coaches, guiding franchisees through setup and ongoing success.

Powills: That’s key. A franchise website should reflect the value of training, marketing and onboarding. Many people don’t understand franchising when they inquire, so brands should focus on education — what franchising is and why Zerorez stands out. Thoughts?

Lawrence: I agree. When I joined, we had to bridge the gap between franchise development and training. I was selling the dream, then handing candidates off to training, but something was missing. Adding more educational content — on the website, in emails and through podcasts — would help prospective franchisees understand the full picture.

Powills: You mentioned most of your franchisees started as customers. What’s the opportunity for people who aren’t already clients but are looking for a strong business model?

Lawrence: We’re not pretending carpet cleaning is the sexiest industry. It’s not cupcakes or cookies. But what sets us apart is our environmentally friendly process  —no chemicals, no residue. Customers don’t want their kids or pets crawling on toxins.

Our founders were real estate investors who needed a faster, more effective way to clean carpets. They developed a method using ionized water, which attracts dirt without soaking carpets. It extends carpet life and dries faster. Home services aren’t a fad — people want clean, long-lasting homes, especially as real estate prices rise.

Powills: That’s a great founder story. The website should showcase it — why the business exists, how it solves a problem. On the consumer side, messaging should highlight the emotional appeal — babies and pets on safe, chemical-free carpets — rather than just showing a carpet cleaner at work.

Lawrence: Absolutely. We incorporate that in our marketing, showing kids and pets, but we could do more. That message also allows us to position Zerorez as a premium service, like buying organic groceries. People pay top dollar for a healthier option.

Powills: Let’s talk investment. What’s the cost to open a franchise, and what do you disclose in Item 19?

Lawrence: Depending on market size, the investment ranges from $160,000 to $250,000. Franchise fees start at $30,000 for a territory of 150,000 people. Our median revenue across the U.S. is $1.6 million, with a contribution margin of $600,000.

Powills: Do you break down commercial vs. residential revenue?

Lawrence: Yes — 70% residential, 30% commercial. Some markets have a higher commercial percentage.

Powills: Are candidates comparing Zerorez to other carpet cleaning franchises or different home service investments?

Lawrence: Most are deciding whether taking the leap into business ownership is right for them. They already know and love the brand. Around 10-15% are purely investment-driven, looking at home services because social media highlights it as a strong category. If we go head-to-head with another carpet cleaning franchise, we win.

Powills: How many locations and franchise owners do you have now?

Lawrence: Eighty-five locations, sixty-six franchise owners. Some are expanding their territories.

Powills: What’s the growth plan for 2025?

Lawrence: We aim to add 15 new locations. I expect 12 to come from brand awareness and three from investors unfamiliar with Zerorez.

Powills: Looking at your website analytics, some people visit but don’t inquire. Have you considered adding an educational component on franchising? Also, your investment-to-return ratio is strong — it should be highlighted more. Franchisee expansion is a major growth indicator, and your numbers prove Zerorez is a solid investment.

Lawrence: That’s great feedback. Franchisors often hesitate to highlight numbers, even if they’re in Item 19. But we need to educate prospective franchisees and share the financial potential more effectively.

We’ve also found that former technicians perform 60% better in their first year. They already understand the business, so we want to show technicians the ownership opportunity. The investment isn’t overwhelming, and they can build something sustainable.

Powills: And a technician who’s hustled and built relationships can secure funding. If they already know the job, you’ll teach them to scale, helping them change their family’s financial future. That’s a compelling path.

Your numbers and franchisee growth prove there’s something valuable here. If your website and messaging reflect that, you’ll attract the three investors you need who don’t already know the brand.

Lawrence: Agreed. We’re excited to make positive changes.

Powills: Great conversation. Thanks for sharing your story, Chantelle.

Lawrence: Of course. Thank you for the feedback!

Powills: For Chantelle, I’m Nick. This has been another “Franchisee Hot Seat.”

Watch the full interview above or on YouTube.