1851

<a href="https://www.linkedin.com/in/bensrahseattle/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=with-over-two-decades-of-experience-this-franchisee-is-expanding-right-at-home-in-seattle-to-meet-growing-demand-for-senior-care-2728893" target="_blank" rel="nofollow">Ben Solomon</a> has spent 20 years building a business that helps seniors stay in their homes with the care they need. Now, he and his wife, Tina, are expanding again, adding a fourth&nbsp;<a href="https://rightathomefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=with-over-two-decades-of-experience-this-franchisee-is-expanding-right-at-home-in-seattle-to-meet-growing-demand-for-senior-care-2728893" target="_blank" rel="nofollow">Right at Home*</a> territory to keep up with growing demand. With home care becoming harder to afford — especially in high-cost areas like the Pacific Northwest — Solomon sees this expansion as a way to ensure more seniors get the support they deserve, whether through private pay or Medicaid programs.As costs continue to rise, fewer families can afford long-term care. Solomon is tackling this challenge head-on by expanding into Medicaid waiver programs and skilled nursing services to serve more people, including veterans and those with serious medical needs. His partnerships with Medicaid and PACE (Program of All-Inclusive Care for the Elderly) allow his&nbsp;<a href="https://1851franchise.com/rightathome/info">Right at Home</a> team to reach underserved communities, ensuring that cost isn’t a barrier to quality care.For Solomon, it’s about more than just growing a business — it’s about doing what’s right for seniors and their families. He believes that providing care should come before profits, and his focus on transparency, trust, and high-quality support reflects that. Whether it’s helping seniors age in place, guiding families through tough decisions, or training skilled caregivers, his goal remains the same: making sure more people have access to the care they need.1851 Franchise spoke to Solomon about his franchise journey and plans for the expansion. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Ben Solomon: I've been with the brand since 2004, so we're moving into our 21st year with Right at Home. I used to work in the health and nutrition business as a business development manager for a nutrition company. In that role, I often worked with people who had chronic health conditions, which got me engaged in the health care world. However, I didn’t want to go back to school since I already had a master’s degree in business.At that time, the company I was working for came to an end, and I reached a fork in the road. One morning, [my wife] Tina and I were walking around our community, thinking about what we wanted to do next. We saw an elderly gentleman on his hands and knees in his carport, outside his garage, early on a Saturday morning. At first, I thought he was pulling moss out of the seams of his concrete driveway. But as we got closer, we saw he had letters in his hand and was crawling because he couldn’t get up.We stopped and asked, “Sir, it looks like you fell. Do you need help getting up? We can mail your letters at the top of your driveway.” He responded, “No, no, that’s okay.” He was embarrassed and didn’t want to acknowledge that he needed help.&nbsp; He said, “Someone’s coming on Monday morning to help me.”That moment stuck with me. Here was a neighbor who had fallen and wasn’t getting help until Monday. It resonated with me — how many seniors are isolated, not wanting to admit they need assistance for fear of being removed from their homes? At the time, Tina and I had been thinking about home care as a service-based business, and that experience crystallized it for us.We started looking for brands. I knew I could run a business, but I needed a system. In 2004, I came across Right at Home. Unlike other brands Right at Home was truly addressing the needs of seniors. I was also drawn to [former CEO]&nbsp;<a href="https://www.linkedin.com/in/allenhager/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=with-over-two-decades-of-experience-this-franchisee-is-expanding-right-at-home-in-seattle-to-meet-growing-demand-for-senior-care-2728893" target="_blank" rel="nofollow">Allen Hager’s</a> story and how he focused on seniors who were “frequent flyers” in hospitals.The training Right at Home offered at the time was also a big factor. It included two weeks of in-depth, in-house training while many other franchises provided just a couple of days of broad overviews. That level of investment in its franchisees, along with the mission and personal experiences that led me to this industry, solidified my decision to join Right at Home.1851: Your business is expanding — why now? What’s driving the demand for your services?Solomon:&nbsp;Well, for us, we’ve been in this market for 20 years, so it isn’t necessarily a new market. It’s about taking advantage of a strategic decision to move into the Medicaid waiver business.One of the challenges in home care is the rising cost of services. Fewer and fewer people can afford ongoing, long-term care due to the high cost, especially in the Pacific Northwest, where wages are among the highest in the U.S. People are struggling to afford care, and while this isn’t necessarily a positive story about the business, it’s a reality.That said, there is a great demand for care among those who don’t have the resources. We want to be able to serve everyone and ensure our caregivers have as much work as possible. By expanding our business, we are responding to demographics that allow us to serve this underserved population. Our caregivers also live close to these communities, making it easier for us to provide care to those who need it most.1851: What areas are you expanding into? Are there any partnerships or community initiatives helping with growth?Solomon: We're expanding into South King County — specifically the Federal Way and Auburn areas, near Pierce County. We're also partnering with Medicaid and the PACE program. These two partnerships are exciting for us because they will help grow the business while allowing us to serve more seniors.1851: What will hiring look like? Are you looking to fill any new roles? Why is this a great place to work?&nbsp;Solomon:&nbsp;Oh, absolutely. We're always looking for more care staff, and we’ve actually expanded our team by adding more sales professionals. We've also introduced a new position, Employee Engagement Coordinator, which focuses on enhancing the caregiver experience. We're investing heavily in our caregivers and ensuring they feel engaged and supported.You can bring in clients, but without a dedicated and engaged care staff, you don’t have a business. That’s why we’ve been doubling down on this area and making a significant investment in our team.We’ve also been recognized as a Great Place to Work through Home Care Pulse, now called&nbsp;<a href="https://activatedinsights.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=with-over-two-decades-of-experience-this-franchisee-is-expanding-right-at-home-in-seattle-to-meet-growing-demand-for-senior-care-2728893" target="_blank" rel="nofollow">Activated Insights</a>. We've been a regular recipient of the Employer of Choice Award for several years, which reflects our commitment to making the caregiver experience as fulfilling as possible. Our survey results show that caregivers genuinely enjoy working for Right at Home — we’re engaged with them, we care about them, and we work hard to make their jobs meaningful. We’re running our new expansion out of our Pierce County office, which is conveniently located near where many of our care staff live. So, we’d love for folks to stop by and learn more about joining our team.&nbsp;1851: What are a couple of goals for the business over the next few years?We’re becoming a testing center in our Bellevue office. This is a significant step because it will allow home care aides to get tested and credentialed as caregivers, which is essential for strengthening the workforce in our industry.We’re also focused on expanding our presence in the Bellevue area, where there’s a high demand for care staff to meet the needs of clients on the Eastside of Greater Seattle and King County. Beyond that, we’re committed to improving our reach within the community and ensuring we continue to provide quality care where it’s needed most.1851: Is there anything else about your story you want us to know?Solomon:&nbsp;Our core values center around putting people — both clients and caregivers — first. We believe in taking full ownership of everything we do, and our staff is highly engaged in that mindset. Another key value is a strong work ethic, which we reinforce with our team regularly. Our focus is always on finding the best solutions for clients and their families.That doesn’t always mean choosing our services, and that’s okay. We are committed to doing the right thing for our clients, helping them live their best lives in a way that works for their families. Many home care providers are heavily focused on the bottom line, but we believe financial success follows when you prioritize doing what’s right for clients.Home care is expensive, and while most people want to stay in their homes, that isn’t always possible. Our role is to guide families through that process. Whether we provide care for a week, a month, or longer, we’re here to help families determine the best course of action for their loved ones. That could mean respite care, moving a loved one in with family, or transitioning to assisted living.&nbsp;We follow a “they ask, you answer” philosophy — meaning full transparency. We openly share all the information clients need, even if some providers might hesitate to do so. We don’t withhold details about costs or options. Instead, we are fully committed to being as transparent as possible and equipping families with the knowledge they need to make informed decisions.Another thing is that we’re uniquely positioned in the marketplace because we provide skilled nursing services, which we didn’t touch on earlier. That’s actually another area we’re looking to expand. We’re Joint Commission Accredited, which reinforces our focus on quality outcomes. We provide advanced nursing care for people who are ventilator- or trach-dependent or require infusions.&nbsp;Our team includes highly skilled nurses, and we’re committed to ongoing training. Not only do we ensure our current nurses stay at the top of their field, but we also invest in training new nurses who are eager to develop advanced skills. This emphasis on education and specialized care sets us apart in the industry.1851: What advice do you have for other people thinking about becoming franchise owners?Solomon: If you want to get into franchising, you have to be willing to be part of a team environment. A franchise operates with a team mentality, and one of the biggest benefits is the ability to collaborate with people across the country who are doing the same thing as you. That’s really where the power of franchising lies.One of the major advantages is the infrastructure that a franchise system provides. Instead of having to seek out resources on your own, the franchisor brings them to you. You also gain access to a brand — ideally, a well-recognized one — which provides built-in credibility and customer trust. Plus, you have the support and collaboration of fellow franchisees.However, you need to consider how much control you’re willing to give up as an entrepreneur. Unlike independent business owners, franchisees have guidelines to follow regarding marketing, operations, and services. While this structure offers stability and support, it does come with limitations on flexibility.About Right at Home:&nbsp;Founded in 1995, Right at Home offers in-home care to seniors and adults with disabilities who want to live independently. Most Right at Home offices are independently owned and operated and directly employ and supervise all caregiving staff. Each caregiver is thoroughly screened, trained, and bonded/insured before entering a client’s home. Right at Home’s global office is based in Omaha, Nebraska, with more than 700 franchise locations in the U.S. and five other countries.If you're interested in taking the next step in making a difference in your community as a Right at Home franchisee, visit&nbsp;<a href="http://rightathomefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=with-over-two-decades-of-experience-this-franchisee-is-expanding-right-at-home-in-seattle-to-meet-growing-demand-for-senior-care-2728893" target="_blank" rel="nofollow">http://rightathomefranchise.com</a> or to read more about franchise ownership, visit our blog at:&nbsp;<a href="https://rightathomefranchise.com/forc/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=with-over-two-decades-of-experience-this-franchisee-is-expanding-right-at-home-in-seattle-to-meet-growing-demand-for-senior-care-2728893" target="_blank" rel="nofollow">https://rightathomefranchise.com/forc/</a>.

Franchisee spotlight graphic with photo of Ben Solomon and Right at Home logo

Franchisee Expands Right at Home to Meet Growing Demand for Senior Care

1851 Franchise

Ben Solomon and his brother, Jay Solomon, are adding a fourth territory to reach more families in need of service as home care costs rise and more seniors require support.

With Over Two Decades of Experience, This Franchisee Is Expanding Right at Home in Seattle To Meet Growing Demand for Senior Care

with-over-two-decades-of-experience-this-franchisee-is-expanding-right-at-home-in-seattle-to-meet-growing-demand-for-senior-care

The Melt

How The Melt Found the Magic that Keeps Guests Coming Back

the-melt-franchise-customer-loyalty-repeat-visits

The Melt Is Building a High-Volume Burger Brand in Company Stores and Getting Ready to Franchise the Right Way

the-melt-franchise-opportunity-coming-soon

Jollibee

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

how-jollibee-blends-beloved-heritage-with-modern-innovation-to-power-us-growth

Filta Environmental Kitchen Solutions

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

former-google-marketing-leader-launches-filta-environmental-kitchen-solutions-franchise-in-northeast-la

Newk’s Eatery

image of Newk's Eatery Franchise fast casual food

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

newks-eatery-fast-casual-dining-fresh-made-to-order

Buying a Franchise Masterclass

 Franchise Opportunities

Get Support Buying a Franchise

How to Buy a Franchise White Paper

How to Buy a Franchise

How to Sell Franchises

How to Grow a Franchise

Find a Franchise Supplier

1851 Franchise Opportunities

Franchisor News

Franchisor Power Rankings

FranCamp Mastermind Summit

Franchise Development Website Builder

Franchise Resources

The Top 10 Low-Cost Franchises With High ROI 

Website Awards

Power Rankings

About 1851

Advertise on 1851

Contact 1851 Editorial

Terms of Use

1851 Login

GROWTH CLUB LOGIN

facebook

instagram

twitter

linkedin

youtube

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

restaurants-eye-155-trillion-in-2026-sales-as-value-and-cost-pressures-define-the-year

Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

kevin-hart-is-the-latest-celebrity-to-enter-the-franchising-game

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

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

driven-brands-imo-sale-franchise-equity-partners

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  

authority-brands-2025-franchise-growth

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

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

buddys-home-furnishings-acquisition-skyline-investors-private-equity

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

why-two-sisters-chose-now-to-build-a-purpose-driven-home-care-business-with-griswold

For 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

Former Project Manager and Executive Assistant Swaps Corporate Life for Fresh Coat Painters Ownership

former-project-manager-and-executive-assistance-swaps-corporate-life-for-fresh-coat-painters-ownership

Family has always been the center of life for&nbsp;<a href="https://1851franchise.com/caringtransitions/local-siblings-launch-caring-transitions-of-somerset-county-to-build-legacy-and-serve-seniors-with-compassion-2730564">Ashley and Tarik “Sal” Seawright</a>, siblings and co-owners of&nbsp;<a href="https://www.caringtransitionsfranchise.com/">Caring Transitions</a> of Somerset County, New Jersey, which opened in September 2025. For this brother-sister duo — who come from a family of 13 siblings — launching their own business wasn’t just a professional milestone, but a continuation of their family’s legacy of care, connection and service. After years of building successful careers outside of the senior care industry, both Ashley and Sal recognized a deeper call to service. For Ashley, this meant leveraging her extensive experience in corporate organization and management to find a purpose-driven venture.“In all of my experiences, I’ve focused on moving forward and on family,” Ashley said. “But I needed to find something that would allow me to run it on my own and give back. Making a daily impact was missing for me.”<h2>When Family Timing Meets the Right Opportunity</h2>For Ashley, family has always guided her path. “The main thing for us is always legacy and family,” she said. “That is really how we’ve lived our whole lives. There are 13 of us in our immediate family, and that’s why family has been at the forefront.”After 20 years in corporate America, working in office and event management roles — including time at the Food Network — Ashley was ready for a new challenge.&nbsp;Sal, meanwhile, had spent nearly a decade running his own moving business. His introduction to&nbsp;<a href="https://1851franchise.com/caringtransitions/info">Caring Transitions</a> came by chance. “I met an owner of Caring Transitions who hired me to do some moving for him,” he said. “He later told me I already had the crew, the skills and the reliable service — I understood what it would take to do this type of work.”That experience stuck with him. “My father always had a dream of us opening a business together,” Sal said. “Knowing this business and knowing the ins and outs, I knew it would be hard to handle all of it myself. Ashley seemed like the best person professionally and the best person to bring in on this endeavor.”<h2>Why Caring Transitions?</h2>With Sal’s operational experience and Ashley’s organizational and management background, Caring Transitions — a franchise focused on senior relocation, downsizing and estate sales — was a perfect fit.“The market was a big selling point,” Sal said. “I already had a lot of clients in 55-and-older communities. It takes a particular skill to do that work with compassion and care. We grew up around older family members, so we understand that generation and the patience it requires. There’s a lack of compassion in this field, and we knew we could bring that human touch.”Ashley agrees, noting that&nbsp;<a href="https://1851franchise.com/caringtransitions/10-reasons-why-caring-transitions-stands-out-among-other-franchises-2727831">Caring Transitions felt different from the start</a>. “It’s important to live the brand,” she said. “Everyone we met was so passionate about what they do. Caring Transitions stood out more than any other franchise — especially since Sal already had the experience. The support you get from corporate is unprecedented. They really want you to have the tools to succeed.”Together, they’ve divided their responsibilities based on their strengths. “I’m the COO and she’s the CFO,” Sal said. “I handle operations, moving and customer service. Ashley ensures everything is paid and invoiced correctly, and she’ll be leading our estate sales.”&nbsp;“I’m handling the behind-the-scenes work, connecting with leads and doing consultations,” Ashley said. “I love talking with people, and I’m looking forward to expanding that aspect with the brand.”<h2>Building a Business and a Legacy</h2>The Seawrights’ vision&nbsp;<a href="https://1851franchise.com/mastering-multi-unit-franchise-ownership-2725555">goes beyond a single franchise</a> — it’s about growth, sustainability and impact. “By this time next year, we’re looking at having five franchises,” Sal said. “We’re hoping to add two more by the end of next year. The goal is to make it as big as possible.”Ashley emphasizes that their growth ambitions are rooted in legacy and community. “We want to expand our legacy as a family with Caring Transitions,” she said. “We can work together and work for our family. We want to make sure we have the right systems and support in place for our employees — they’re good at what they do, and we want to give them every tool they need.”<h2>Lessons in Family and Franchising</h2>While many people warn against going into business with family, Ashley and Sal have a different perspective. “When people say don’t go into business with family, it’s because they can’t separate the business from the personal,” Sal said.“Don’t go into business with your family unless you’re clear on your goals,” Ashley said. “You have to understand each other’s strengths. Sal has the operational skill set, and he’s also aware of what he needed to add — my skills. Siblings know what the other is good at. It’s about cultivating your talent and delegating it out. It’s not always smooth sailing, but we trust each other’s judgment. For families in franchising, you need candor, trust, and a shared goal. Who can you trust if you can’t trust your family?”

Why Two Siblings Saw a Growing Need for Compassionate Senior Support — and Chose Caring Transitions to Build Their Family Legacy

why-two-siblings-saw-a-growing-need-for-compassionate-senior-support-and-chose-caring-transitions-to-build-their-family-legacy

Twin brothers&nbsp;<a href="https://www.youtube.com/watch?v=W-VKBlQiiWI">Stephen and Matthew Westerman</a> have spent their entire lives building things together — from homes in high school with their father to managing&nbsp;<a href="https://franchise.twomenandatruck.com/">TWO MEN AND A TRUCK&nbsp;</a>locations to running a bathroom remodeling business. Now, the brothers are turning the page to their next chapter: opening a&nbsp;<a href="https://franchise.twomenandajunktruck.com/">TWO MEN AND A JUNK TRUCK</a> franchise in Fort Walton Beach, Florida. With deep operational experience and a shared entrepreneurial spirit, they’re bringing trusted junk removal services to the Gulf Coast — and building a family-owned business that reflects years of teamwork and trust.<h2>Finding the Right Time — and the Right Partner</h2>The Westermans’ journey into franchising was a natural evolution of a lifetime spent working side by side.“We’re twin brothers — grew up together, been best friends our whole life and share most of our life experiences,” Stephen said. “We went into business together 12 or 13 years ago, starting with a bathroom remodeling business. We were looking for areas to explore and started looking into TWO MEN AND A JUNK TRUCK. We’ve been working together our whole lives — we both went to college at the same time.”“We always wanted to work together, and that really started back in high school when we were building houses with our dad,” Matthew said. “After we got separate jobs post-college, we decided we really wanted to open a business together.”That shared foundation made launching a new venture together feel like the natural next step — not just as brothers, but as equal partners ready to build something lasting.<h2>From Movers to Owners</h2>Both Stephen and Matthew got their start in franchising years ago with&nbsp;<a href="https://1851franchise.com/twomenandatruck/info">TWO MEN AND A TRUCK</a>, where they gained firsthand experience in every role from movers to general managers.“We both got our master’s degrees and ended up getting jobs as movers at TWO MEN AND A TRUCK,” Stephen said. “We worked with them while getting our degrees — did that for about two years — and eventually moved through almost all the positions at that location, up to general managers. We stayed there until we opened our bathroom remodeling business. We always liked the franchise system with that brand. When we decided we wanted to add another business line, we didn’t immediately think of franchising, but we were open. When we realized there was a junk franchise connected, we thought it might be the right concept.”That experience taught them how to lead, how to serve customers and how to operate efficiently — lessons that they’re now carrying into their own&nbsp;<a href="https://1851franchise.com/choosing-the-right-franchise-for-your-family-2727865">family-run franchise</a>.<h2>Why TWO MEN AND A JUNK TRUCK?</h2>The decision to join TWO MEN AND A JUNK TRUCK was fueled by familiarity, trust and confidence in the team behind the brand.“What sold us on this franchise was our experience with TWO MEN AND A TRUCK,” Stephen said. “We were already really drawn to the junk industry, and when we saw that TWO MEN was behind this too, we knew they had the strength of the corporate office. Once we saw the team behind it, we realized it was a really brilliant team for support, and that made us a lot more comfortable moving forward.”For the Westermans, franchising with a brand they already knew and believed in provided the perfect blend of independence and structure — giving them the support they needed to launch confidently while allowing them to build something of their own.<h2>Family-Owned and Built on Shared Values</h2>Working together as twin brothers has helped the Westermans naturally divide responsibilities and lean into their strengths. Their mutual trust makes decision-making simple and collaboration second nature.“We’ve been working together our whole lives,” Stephen said. “We know how to play to each other’s strengths and stay focused on the same goals.”Their family dynamic also shapes how they lead their team and serve their customers. By modeling teamwork, communication and respect, they’re building a company culture that reflects the same values they were raised with. “Our intention is to turn this into a multi-million dollar franchise,” Stephen said. “But our most important goal is just customer service — to serve the Gulf Coast and help remove stress from people’s lives by removing the junk in their spaces.”“Our end goal would be sweeping the Gulf Coast — that would be about three franchises total,” Matthew said.<h2>Building a Family Legacy</h2>While their new Fort Walton Beach location marks the beginning of this business venture, it’s also a continuation of a lifelong partnership — one rooted in family, ambition and shared purpose.“Life is risky,” Stephen said. “Don’t be afraid of risk. The only real risk in life is taking no risk at all.”For the Westerman brothers, taking this leap together is about more than business ownership — it’s about carrying forward the lessons they’ve learned, the values they share and the legacy they’re building as a family.&nbsp;

Why Two Brothers With a Lifetime of Building Together Chose Now to Launch a TWO MEN AND A JUNK TRUCK Franchise

why-two-brothers-with-a-lifetime-of-building-together-chose-now-to-launch-a-two-men-and-a-junk-truck-franchise

<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

do-you-qualify-a-look-at-the-chick-fil-a-franchise-requirements

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

how-much-can-franchisees-make-a-guide-expert-tips

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

keith-sizemore-radiance-holdings-cdo

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

callaway-sells-majority-stake-in-topgolf-to-private-equity-for-770-million

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

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

With Over Two Decades of Experience, This Franchisee Is Expanding Right at Home in Seattle To Meet Growing Demand for Senior Care

MORE STORIES LIKE THIS