1851

For&nbsp;<a href="https://www.linkedin.com/in/micki-waters-3b0321b/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=work-mom-how-micki-waters-became-a-mother-figure-to-her-entire-papa-murphys-team-2729311" target="_blank" rel="nofollow">Micki Waters</a>, her career with&nbsp;<a href="https://papamurphysfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=work-mom-how-micki-waters-became-a-mother-figure-to-her-entire-papa-murphys-team-2729311" target="_blank" rel="nofollow">Papa Murphy’s Take ‘N’ Bake Pizza</a> has been defined by more than just pizza — it’s been about people. After decades in the restaurant industry, including 28 years with Burger King and a decade as a corporate employee with&nbsp;<a href="https://www.linkedin.com/company/papa-murphy's-international/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=work-mom-how-micki-waters-became-a-mother-figure-to-her-entire-papa-murphys-team-2729311" target="_blank" rel="nofollow">Papa Murphy’s International (PMI)</a>, Waters became a franchisee in her hometown of Eugene, Oregon. While her own children aren’t in the business, she’s spent years mentoring the younger employees in her eight stores — many of whom affectionately see her as a mother figure.“We've celebrated babies, weddings — I’ve officiated at least one marriage between a manager and his wife, who was also a manager for us,” Waters said. “During COVID, we had employees whose families were completely laid off. Because we were essential — accepting EBT — we kept working. We had teenagers — 16-year-olds — who were the only breadwinners in their homes. That weighed heavily on us. We had to make sure they weren’t working too much, that they were still doing school online, but also that they were working enough to help their families.”Waters' nurturing approach extends to her business partnership with&nbsp;<a href="https://www.linkedin.com/in/richard-johnson-5602815b/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=work-mom-how-micki-waters-became-a-mother-figure-to-her-entire-papa-murphys-team-2729311" target="_blank" rel="nofollow">Richard Johnson</a> and his daughter,&nbsp;<a href="https://www.linkedin.com/in/jacquie-glover-5960b32b3/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=work-mom-how-micki-waters-became-a-mother-figure-to-her-entire-papa-murphys-team-2729311" target="_blank" rel="nofollow">Jacquie Glover</a>, who has worked in the organization for 20 years and now serves as a senior area supervisor. “Yes, Jacquie is my ‘work daughter’ — she calls me her ‘work mom’ — but more than that, she’s a good friend and a great area supervisor for our brand,” Waters said. “When I first partnered with Richard, he told me, ‘I want you to help my daughter grow in her position. Someday, I’d love for her to become a franchisee.’”Her commitment to teaching and developing future leaders is the heartbeat of her work. “To be able to teach leaders. That’s my focus — send leaders out,” she said. “Every now and then, someone will pop up on LinkedIn and say, ‘Do you remember when I took your shift supervisor class?’ or ‘You taught my basic manager course in Portland.’ I love hearing that. Teaching and growing leaders has always been the goal.”1851 Franchise spoke with Waters about her journey with Papa Murphy’s and her status as an unofficial “mom” to so many of her employees. Here’s what she had to say:1851 Franchise: Can you share your story with us? What do you want people to know about you as a franchisee?Micki Waters: I think not only to our employees, but in our community, a statement came up recently in a DMA meeting that really resonated: “Papa Murphy’s — more than just pizza.” That hit home for everyone in the room because we spend a lot of time focusing on what we can do with our teams — not just to lower turnover, but to make sure they're enjoying what they do. If you enjoy your job, your guests see that.And it can’t just be when we’re in the stores. It has to come from the employees themselves. We talk a lot about who the next leader in the store will be. We’re always looking to move people up, and we want our employees to know there's a future for them here.My partner, Richard [Johnson], always says one of the best days is when a young kid buys their first car — because it means they’re sticking around. But it’s not just that. It’s the store manager who buys a home. All of them know they have a steady job, and that means something. It’s more than just pizza. It’s everything to us — and we want it to be just as meaningful for the people growing within our organization.1851: Before you joined Papa Murphy’s, what were you doing? What inspired your transition into franchising?Waters: My career started out with Burger King. I was with a franchise for 28 years and left there as a VP. Then I saw an advertisement for a position with Papa Murphy’s International. I became a PMI employee and oversaw several states along with a great team.I did that for 10 years — 10 years of sleeping in hotels is a lot—and eventually, a franchisee who was buying additional stores asked if I would join him. I said yes because it was right here in my hometown. It’s been the ride I wanted — and the ride I hoped for.1851: How has your perception of franchising evolved since you became a franchisee, especially as someone who brings a nurturing, people-first approach to the business?Waters: It’s a lot harder than I expected — even having been on the corporate side. As a franchisee, you have to make sure the bills are paid every single week and that there's money for payroll. When you’re working for someone else, you just get your paycheck. That dynamic is definitely different.But being a franchisee has given me the chance to get back into the community. That’s something I didn’t have the opportunity to do as much when I was in corporate. We do a lot of fundraisers and participate in our local chambers of commerce. I’m a big believer — if you’re going to pay to be part of something, then you need to participate. That connection has been really fun, and I love it.1851: What drew you to Papa Murphy’s specifically? What continues to excite you about being part of this brand?Waters: What drew me originally was the product — I was a customer. I wasn’t looking for a job; I was doing some research on other concepts. But when I saw the benefits Papa Murphy’s was offering, it was a slam dunk.The opportunity to travel a bit and see how other franchisees were running their stores was exciting. That became my specialty — visiting Papa Murphy’s locations and meeting with franchisees. What I know now about the brand, I learned from the heritage franchisees — the Hodges, the Irvings, the Phillips, Jerry Kenny.I still trade emails and texts with them about what’s working well in their stores. It’s a very sharing organization.1851: What does it mean to you to be a "mom" to so many of the young team members in your stores? Can you share a moment or story that stands out?Waters: You’re going to make me cry! There have been a lot of those moments. We've had employees pass away. We've celebrated babies, weddings — I’ve officiated at least one marriage between a manager and his wife, who was also a manager for us.During COVID, we had employees whose families were completely laid off. Because we were essential — accepting EBT — we kept working. We had teenagers — 16-year-olds — who were the only breadwinners in their homes. That weighed heavily on us. We had to make sure they weren’t working too much, that they were still doing school online, but also that they were working enough to help their families.We gave out free pizza and salads, sometimes for weeks on end. If someone said they didn’t need any more, I told our managers to have them bring it to a neighbor or their grandparents — someone who couldn’t get out. We just wanted to help.We’ve helped out employees, offering them small loans to help with family emergencies. We’ve done Christmas drives for employees in need. Every business has moments like that. And you have to take care of your great people. I say this all the time: We don’t have a turd in the bunch. We’re really fortunate. We have people who’ve been with us 25 years. Ten years is not uncommon. The younger kids may go try working at Wendy’s or the Gap, but a lot of them come back because they realize how different it is working with us.1851: Even though your own children aren’t in the business, how have you built a sense of family within your stores?Waters: Having an open-door policy is huge. We talk to our managers about watching for signs — if someone seems off, don’t hesitate to ask, “How’s your day?” And really listen. You might be the only adult they feel comfortable talking to.We don’t gossip. We don’t go around saying, “Look what happened to Gwen with her car.” We just listen. That’s the culture.1851: You’re in business with Richard Johnson and his daughter, Jacquie Glover — how has that shaped your experience as a business owner and mentor?Waters: Yes, Jacquie is my “work daughter” — she calls me her “work mom” — but more than that, she’s a good friend and a great area supervisor for our brand. She’s been with us 20 years. When I first partnered with Richard, he told me, “I want you to help my daughter grow in her position. Someday, I’d love for her to become a franchisee.”That’s not a fast process when someone is young. But she’s a quick learner. This is her life too, and she loves the business just as much as the rest of us.Even before I became a franchisee, I used to make notes when I visited other stores — never to use against anyone, but to document all the great things I saw. I still use those notes. I share ideas and ask others what’s working. When I worked for PMI, those franchisees were paying me to help them — but I was learning from them too. I feel a strong responsibility to give back. I’ll always make time to talk with new franchisees.1851: What do you hope to accomplish through your work with Papa Murphy’s — not just in terms of business growth, but in the lives you impact?Waters: To be able to teach leaders. That’s my focus — send leaders out. Every now and then, someone will pop up on LinkedIn and say, “Do you remember when I took your shift supervisor class?” or “You taught my basic manager course in Portland.” I love hearing that. Teaching and growing leaders has always been the goal.What we teach them, they can take to any job. But the best thing is when they say they learned it with us.1851: What advice would you give to other people — especially moms (or mother figures) — who are thinking about becoming franchisees or leading teams in a franchise setting?Waters: Be ready to have more kids than you’ve ever had. You’ll repeat yourself over and over — just like telling your kids to clean their room six times before going to the park.But the biggest thing is to be ready to listen. Don’t just have people working for you — have them be part of your team. Get them ingrained in what you’re doing. Believe in them and teach them to believe in what you do — great pizza, great service. If you can teach that, they’ll understand how important it is to your guests.ABOUT PAPA MURPHY'SPapa Murphy's International LLC ("Papa Murphy's") is a franchisor and operator of the largest Take 'n' Bake pizza brand in the United States, with over 1,135 franchised and corporate-owned locations across the U.S—plus locations in Canada and the UAE. It’s no surprise that their story is a little unconventional. After all, Papa Murphy’s brought an entirely new approach to the pizza industry. But their unique idea is a simple one: enrich life and community through craveable food. They focus on using quality ingredients, prepared fresh daily, to offer guests everyday meals to take ‘n’ bake at home with ease. In addition to take ‘n’ bake pizzas, Papa Murphy's offers a selection of salads, sides, desserts, and kid’s options. Learn more and order online at&nbsp;<a href="https://papamurphys.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=work-mom-how-micki-waters-became-a-mother-figure-to-her-entire-papa-murphys-team-2729311" target="_blank" rel="nofollow">papamurphys.com</a>.

Franchisee Spotlight with Micki Waters and Papa Murphy's Logo

How Micki Waters Became the “Work Mom” of Her Papa Murphy’s Franchise Team in Oregon

1851 Franchise

In honor of Mother’s Day, Waters reflects on her journey from corporate vice president to franchisee with Papa Murphy’s and the deep bonds she’s built with her team and business partners.

Work Mom: How Micki Waters Became a Mother Figure to Her Entire Papa Murphy’s Team

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<a href="https://www.linkedin.com/in/gabriel-uribe-san-diego/">Gabe</a> and&nbsp;<a href="https://www.linkedin.com/in/melissa-uribe-687495b8/">Melissa Uribe</a> came to&nbsp;<a href="https://franchise.kidstrong.com/">KidStrong</a>, the science-based kids training franchise, as parents focused on helping their kids. After driving 45 minutes to&nbsp;<a href="https://carlsbad.kidstrong.com/">KidStrong Carlsbad</a> starting in March 2024, they watched their son transform from a hesitant mover who’d needed physical therapy to walk at 18 months into one of the top runners at school. Their daughter jumped in soon after, and the family’s “this should exist near us” moment arrived. Now, the Uribes are bringing&nbsp;<a href="https://1851franchise.com/kidstrong/info">KidStrong</a> to Rancho Bernardo, California, with a center expected to open in summer 2026 serving families in the area, including Carmel Mountain Ranch, Poway and surrounding North San Diego communities.What drew them in wasn’t just the physical support. It was KidStrong’s whole-child model: equal parts physical skills, confidence and character. The affirmations (“I am strong. I am brave. I can do this.”) followed them from the center to the playground to theme-park lines, and the results stuck. Unlike drop-off programs, KidStrong pulls parents into the process and builds a genuine community — exactly what the Uribes say North San Diego is hungry for.Backed by Gabe’s hospitality and tech operations background and Melissa’s 18-year accounting career, the Uribes plan to ultimately develop two to three centers in San Diego County. Their goal is long-term impact: help as many kids as possible grow stronger, braver and more resilient.Gabe and Melissa sat down with 1851 Franchise to discuss how their family’s experience with KidStrong led them to franchise ownership. Here’s what they had to say:1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?Gabe Uribe:&nbsp;I grew up in Rancho Peñasquitos, just across the 15 freeway from where we’re opening. My professional background is in hospitality and tourism management, with a transition to property management, and more recently as a product manager for tech startups. The tech industry is rife with layoffs and uncertainty. That instability, combined with my desire for a more family-friendly schedule, made me look for alternatives. When we saw how much we loved KidStrong as parents, and realized there was a huge market opportunity since the only San Diego location was a 35 to 45-minute drive away, it just made perfect sense to bring this positive program to my old stomping grounds.Melissa Uribe:&nbsp;I’ve been a stable accountant with the same company for 18 years and am very risk-averse, so franchising was not something I was interested in at all. My husband had previously mentioned it, and I was negative about it. However, once we started taking our kids to KidStrong and saw the incredible physical and emotional improvement in them, it was clear: this program needs to be available to every kid. The decision to franchise only made sense because I got behind the actual KidStrong program itself, not just the business idea.1851: What was your perception of franchising prior to becoming a franchise owner, and what do you want people to know about franchising now that you are in it?Gabe:&nbsp;Prior to KidStrong, I had considered smaller, at-home franchise concepts like cold calling or sales after a layoff. The idea of opening a physical center was completely new until we saw this opportunity. What I want people to know now is: you better believe in the product. If you view it only as a way to make money and then be hands-off, you're going to struggle when things get rough. Your belief in the mission will be the only thing that keeps you going.Melissa: The idea of the risk involved with franchising was something I was completely against. What I want people to know now is that my entire perspective changed because of the KidStrong product itself. I got behind the brand because I saw the proof in the pudding with our own kids. It wasn't the franchise model that sold me; it was the undeniable value of the program.1851:&nbsp;What made you pick this brand? What excites you most about this company?Gabe:&nbsp;I'm excited by how much KidStrong speaks to the parents, the customer. Parents are going to spend money on their kids’ development, and KidStrong purposely addresses both character building and physical development. The high parent engagement that's built into the model, making it a community and not just a drop-off, makes us confident it's a recipe for success.Melissa:&nbsp;It was the only brand for us because it addresses the "whole child": equal parts physical, brain and character. Other concepts offer the physical aspect, but KidStrong teaches life skills like perseverance and grit. We use their affirmations ("I am strong, I am brave, I can do this") outside of class to encourage our son to try new things, like going on a new ride at Legoland.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Gabe:&nbsp;We want to take care of our people better than other companies I've worked for. We want to offer advancement opportunities for those with a passion for child development or fitness. Our growth plan is to open two to three successful centers in San Diego County, giving Melissa the opportunity to be as hands-on as possible.Melissa:&nbsp;My focus is literally how many kids we can help. As long as we can pay our bills and pay our people well, I want to serve as many families as possible, especially seeing so many children who are shy and lack confidence.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Gabe:&nbsp;Make sure you believe in the product. If you love chicken, you open a chicken franchise. Because when things get rough, and they will, your belief in the mission will be the only thing that keeps you going.Melissa:&nbsp;Agreed. You have to believe in the product you’re selling. We saw the direct impact of the program on our children, and that conviction is what makes the long process worthwhile.1851:&nbsp;Is there anything else about your story you want us to know?Gabe:&nbsp;Our oldest son, Westley, also has epilepsy, which comes with emotional challenges. We were concerned about him being held back, but the progress we've seen in building his confidence through KidStrong, while nothing else changed, has been amazing. We now see him flying through the air and leaping, which is a big deal for a child who struggled to walk at 18 months.Melissa:&nbsp;My mom, the doting grandmother, was actually the one who introduced us to KidStrong after a coworker recommended it. Our son, Westley, was a late roller and needed physical therapy to learn to walk at 18 months. He struggled with basic motor skills and couldn't even run properly; he galloped. Now, because of KidStrong, he is one of the top runners in his school’s running club.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/kidstrong">https://1851franchise.com/kidstrong</a>.About KidStrongKidStrong was founded in 2015 by Matt and Megin Sharp because they wanted a program focused on developing strength and confidence for their daughter Ella and other kids like her. Together, they partnered in 2017 with Matt's best friend and co-founder Lincoln Brown to help grow the program. Later, Megan Stein joined as a co-founder. Together they developed KidStrong, a science-based kids’ training program focused on brain, physical and character development for ages walking through 11 years old. KidStrong offers a science-based curriculum that is parent-focused and taught by professionals to help accelerate milestone development and promote social and emotional strength. Today, KidStrong has grown exponentially, with more than 500 franchises sold to date since the company opened its first center in 2015. Over the next five years, KidStrong plans to have more than 500 open centers in the U.S. and Canada. For more information, visit&nbsp;<a href="http://www.kidstrong.com">www.kidstrong.com</a>.

1851 Franchisee Spotlight graphic with photo of Gabe & Melissa Uribe, KidStrong

Gabe and Melissa Uribe plan to open their KidStrong location in summer 2026, serving families across North San Diego County with a whole-child model built on movement, confidence and character.

After Seeing KidStrong’s Impact on Their Kids, the Uribes Are Bringing It to Rancho Bernardo, California

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After years as a successful telecom engineer,&nbsp;<a href="http://linkedin.com/in/vladimirzarkhin">Vladimir Zarkhin</a> reached a point where corporate success no longer felt fulfilling. Searching for a business that combined purpose with entrepreneurship, he found that opportunity in the in-home senior care industry with&nbsp;<a href="https://rightathomefranchise.com/">Right at Home,</a> a decision that has shaped more than two decades of his career.“It was a combination of two things: something meaningful and mission-driven, and something entrepreneurial with a solid business opportunity,” Zarkhin said. “That’s how I came across home care as an industry. To me, that was the perfect combination of both worlds. It was a great business opportunity, but it was also a great mission.”Zarkhin, owner of&nbsp;<a href="https://1851franchise.com/rightathome/info">Right at Home</a> of&nbsp;<a href="https://www.rightathome.net/boston-metro-west">Boston Metro West</a>, began exploring franchise opportunities in the early 2000s while looking for a new professional path. Over the past 20 years, he has built a successful business serving families across the Boston Metro West area while watching the senior care industry mature and expand.What once required a great deal of explanation for referral partners and the public is now widely recognized as an essential service for aging populations. Even with that growth, Zarkhin said the purpose behind the work continues to drive him.“It’s the way I live. It’s not just the office where I work or the services that are part of the job. It’s part of my life. I honestly cannot imagine it any other way,” he said.&nbsp;Zarkhin joined 1851 Franchise Publisher&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> on a&nbsp;<a href="https://www.youtube.com/watch?v=z3xdj3V_6kA">recent episode of the “Meet the Franchisee” podcast</a> to discuss his path into franchising, how the senior care industry has evolved over the past two decades and the mission-driven work that continues to motivate him today. A transcript of the interview has been provided below. It has been edited for brevity, clarity and style.Nick Powills: How did you accidentally fall into franchising? What’s your franchise backstory?Vladimir Zarkhin:&nbsp;I have to start from the fact that I worked in high tech. I was a member and manager in one of the groups. Unfortunately, we were placed on a special assignment where we had to maintain a certain product for the entire year. I was part of that group, and I had a lot of time on my hands. That’s when I decided I would probably be done with the corporate world.Once I decided that, I didn’t send a single resume. The next question for me was, OK, what’s next? That’s when I started my soul searching and thinking about what would be the right fit for me.When I looked back, it was a combination of two things: something meaningful and mission-driven, and something entrepreneurial with a solid business opportunity. That’s how I came across home care as an industry. To me, that was the perfect combination of both worlds. It was a great business opportunity, but it was also a great mission.Once I settled on the industry, the next question was, OK, now that I know where I’m going to be, with whom am I going to partner? I literally called all the franchise systems that existed back in 2002. When I met Allen Hager and his team, the question was solved. The answer was clear. I said, yes, of course, it’s going to be Right at Home. Allen wasn’t just a great manager. He was a visionary, and his team was just as great as he was. That’s what settled it for me. That’s my story in short.Powills: I love it. So a few comments. One, you were at the forefront of this industry. You were an early adopter. In a million years, would you have guessed that it would become what it is today? Did you predict that this was the direction it was going?Zarkhin:&nbsp;No. First of all, I couldn’t predict that I would still be here in this business 23 years later. I had never worked anywhere that long before, so that was a huge surprise for me. But of course I couldn’t predict it. Things changed dramatically over the years. Back then, the main issue for me was education.When I went to potential referral sources, the first question was, “What are you doing exactly? Private duty?” That was a stumbling block because they didn’t understand what the private duty industry was or how different it was. Now, fast-forward. I don’t have to explain it anymore. Everybody understands the industry, at least in the professional field.Powills: It’s fascinating. I’ve been in franchising for 20 years, and I look at it through a traditional marketing and PR lens. When I first started working in senior care, if we called a member of the media and tried to explain the advantage of this business, they would ask, “What is this?”The default assumption was that when you age, you go to a nursing home. That’s what we grew up with. Nobody thought this transformation would happen.What’s also interesting is that 20 years later, the demand is still greater than the supply, which is crazy. Everyone understands the value of this now, especially for navigating the final stages of life. When you started, there wasn’t much competition. Now there’s a lot of competition, but it doesn’t matter as much because the demand is still so high.Zarkhin:&nbsp;Yes. And probably my competition helps me as well because they educate people about the industry and what the industry does. I say thank you to my great competitors, because not all competitors are great. But those who are great, I respect them. I have some very good competitors, and we work together in many ways.Powills: That’s another interesting thing about this space. A caregiver might work for multiple companies that appear to be competitors, but the mission is very similar across the board. It’s a category where competitors want to work together and support each other so the expectations for care stay high.Zarkhin:&nbsp;That is correct. Those who don’t understand that usually don’t last very long. If you want to stay in this field for a long time, you need the mentality of working together and cooperating with competitors. Frankly, you also need to do a great job. If you’re here just for money, nothing is going to happen.Powills: You said you didn’t expect to be in this industry this long. Do you ever step back and reflect on that accomplishment, or are you always focused on the next day?Zarkhin:&nbsp;I do reflect, but I don’t think of myself as someone who accomplished something extraordinary over these 23 years. For me, it’s just my style of living. It’s the way I live. It’s not just the office where I work or the services that are part of the job. It’s part of my life. I honestly cannot imagine it any other way.Sometimes I think about the fact that I just turned 60 and that I’m supposed to be thinking about retirement. But I don’t, because I don’t want to retire.Powills: I love that statement. I’ve been thinking about that idea a lot. People talk about retirement because they don’t like the job they do. But when a job becomes a mission or a purpose, it becomes life. What you’re saying is that this isn’t just a job or a career. It’s life. That’s why retirement doesn’t matter.Zarkhin:&nbsp;I have to say, Nick, I wasn’t angry with corporate America. I respect people who work there and are successful. These are personal decisions. What’s right for me may not be right for someone else. It’s very personal.Powills: Where do you think the magic of your run comes from? Is it the people you work with or the customers?Zarkhin:&nbsp;It’s the people. Around Right at Home and throughout this journey, I have met great people. If I have any accomplishment, it’s being able to meet and work with these people. I say that sincerely. That’s what makes my life great.Powills: That’s life. People, connection and kindness.Zarkhin:&nbsp;Yes, and sometimes frustration too. Sometimes people irritate you or make you angry. But even then, you appreciate being around people because it adds to your experiences and makes life interesting.Powills: Many franchise owners in this space have a deeply personal connection to caregiving. How do you become comfortable working in a business that often serves people in the final stages of life?Zarkhin:&nbsp;That’s a good question. I’m not sure what comfortable even means. Yes, we see people who are dying and in the last stages of their lives, but we focus on bringing dignity and respect to those moments. Because of that focus, the question of comfort doesn’t really arise.We’re serving them. That’s what matters.Powills: You mentioned dignity. The way we look at dignity in senior care has changed a lot over the years. Is that something you feel proud to have helped advance?Zarkhin:&nbsp;Yes, dignity is the key word. We all have a one-way street in life.Recently, one of our hospice clients was nearing the end of life. Our new chief operating officer, who is a nurse, stayed with the caregivers for the last two days of the client’s life. She sat with the person and sang with them.When I heard that story, I said, “That’s the way I want to leave this world.” What makes me proud is that I surround myself with people like that.Powills: That’s powerful. We celebrate birth so much, but we rarely celebrate dignity at the end of life in the same way. Yet those moments can also be joyful.Zarkhin:&nbsp;Yes. That’s the experience I would want in my final moments.Powills: When you first looked for a business with purpose, this is exactly what you meant.Zarkhin:&nbsp;Exactly. Of course, we don’t think about purpose every day. We live normal business lives, solving problems and dealing with responsibilities. But it’s important to have that mission in front of us. Without it, nothing happens.Powills: That goes back to what you said earlier. Without that mission, it would just be transactional.Zarkhin:&nbsp;Yes, exactly.Powills: What’s your dream now?Zarkhin:&nbsp;My dream is to continue this for as long as I can, to continue developing the business and developing myself while serving the business. I like what I’m doing.Powills: Looking back, do you wish you had started earlier?Zarkhin:&nbsp;No. I don’t look back that way. I have no regrets. Everything in my previous life prepared me for where I am now. I’ve had many careers, and as you know, I’m an immigrant from another country. All of those experiences prepared me for this. And I’m sure this experience is preparing me for something else in the future.Powills: I love that. I’m grateful for the conversation. It feels very real. Many business conversations don’t touch on the realities of life. It’s impressive to see what you’ve accomplished, not just professionally but in your understanding of life and dignity. Thank you for sharing your story.Zarkhin:&nbsp;Absolutely.Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/watch?v=z3xdj3V_6kA">YouTube</a>.&nbsp; 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="https://rightathomefranchise.com/">https://rightathomefranchise.com/</a>.&nbsp;

After searching for a business with a purpose beyond the corporate world, Vladimir Zarkhin found his answer in Right at Home’s mission-driven senior care model.

Why This Telecom Engineer Chose Right at Home and Built a 20-Year Legacy in Senior Care

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After years spent behind the scenes helping some of the world’s leading franchise brands grow,&nbsp;<a href="https://www.linkedin.com/in/h-kimberly-odell/">Kimberly O’Dell</a> is stepping into the spotlight as a franchisee herself with global&nbsp;bakery café franchise&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a>. With a background spanning InterContinental Hotels Group, Papa Johns, European Wax Center, and Museum of Ice Cream, O’Dell’s journey has come full circle, from developing franchise strategies to living them out firsthand.Her upcoming&nbsp;<a href="https://1851franchise.com/parisbaguette/info">Paris Baguette</a> café in Vinings, Georgia, brings her love of hospitality and her vision for community together under one roof. O’Dell hopes to create a welcoming neighborhood hub where people can slow down, connect, and enjoy simple moments over coffee and pastries.Opening in early 2026, her store will join a growing number of Paris Baguette locations that blend premium baked goods with a personal touch. Backed by years of marketing and guest experience expertise, O’Dell is ready to make her mark not only as a business owner but as a community builder, one croissant at a time.&nbsp;1851 Franchise spoke to O’Dell about her franchise journey and plans for the future. Here’s what she had to say:1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?Kimberly O’Dell:&nbsp;My background is in corporate franchise marketing, loyalty, and customer relationship management. I started at InterContinental Hotels Group in hospitality, then moved to Papa Johns working on retention and customer experience programs. Later, I oversaw loyalty and CRM at European Wax Center, and most recently led marketing for the Museum of Ice Cream across its locations in New York, Chicago, Boston, and Miami.I’ve spent much of my career in franchise marketing, but I was drawn to owning a franchise because it allowed me to take control of my career and bring my passion for customer experience to life. I’ve always loved baking and wanted to create a community space where people could connect over pastries. After experiencing a corporate layoff, I also wanted something lasting — something I could eventually hand down to my family. In corporate life, you can work for decades and leave with nothing tangible. Owning a bakery, or even multiple bakeries, offers that legacy.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?O'Dell:&nbsp;Having worked in franchising, I already had a very positive view of the model. I’ve always seen it as a great way for people with a business mindset to step into ownership with the support of a proven system. I like following a plan, and franchising gives you a roadmap. You know what to expect in terms of operations, revenue, and return, which makes the transition into business ownership more approachable.What I want people to understand is that franchising isn’t a simple “business in a box.” It takes real effort and due diligence to choose the right brand and then make it successful. A concept like ours, a high-end bakery and café, requires involvement not just in operations but in the community. You can’t be hands-off; you have to know your neighborhood and build relationships. For me, that’s one of the best parts. Franchising can be both profitable and deeply connected to the community you serve.1851:&nbsp;What made you pick this brand? What excites you most about this company?O'Dell:&nbsp;I actually discovered Paris Baguette by chance after running a marathon in Seattle. I walked into a café filled with beautiful pastries and sandwiches, completely unaware it was a franchise. I remember taking my sandwich to the Space Needle, and someone stopped me to ask where I got it. That moment stuck with me.The quality of the food and the brand’s presentation really impressed me. I love how Paris Baguette delivers a premium, bakery-style experience at an accessible price point. As brands like Starbucks and Panera have evolved, there is a whitespace for an authentic, community-driven bakery where people gather over something delicious. That sense of connection and craftsmanship is what drew me in.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;O’Dell: My goal is to create a welcoming community space where people feel comfortable spending time, whether they’re enjoying a pastry and coffee or meeting with family and friends. The area where I’m opening is very community-oriented. Families come for haircuts nearby, there’s a popular pizza restaurant known for trivia nights, and a Pilates studio next door. Those small local businesses give the neighborhood its charm, and I think adding a Paris Baguette will complement that perfectly.I want this café to become a staple in the community, a place people rely on and enjoy being in. Whether someone stops in after a class or while waiting for their kids, I hope it becomes part of their routine and their sense of connection to the neighborhood.1851:&nbsp;Is there anything else about your story you want us to know?O’Dell:&nbsp;I think what’s most exciting is how much opportunity there is as this brand continues to grow. I’d love to expand and eventually own multiple locations, as many franchisees in the system do. More importantly, I want each location to serve as a meaningful part of the community. For me, this isn’t just about running a business. It’s about using the Paris Baguette brand to connect with people and support the community in ways that truly matter.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?O’Dell:&nbsp;I would say due diligence and commitment are two of the most important things when considering franchise ownership. You need to really understand the brand, the support you’ll need, and where your own strengths fit in. The financial side is also critical.My corporate background has helped me build the business acumen and discipline required for this type of venture. Having seen how franchise systems operate from the corporate side, I know how valuable it is to understand what’s happening behind the scenes.Where I’m less experienced is in day-to-day operations. I’m the sole owner, so I’m handling everything from staffing to business management. Many franchise owners have partners who balance out their skills, but for me, it’s all on my plate. That can be intimidating at times.Still, I think success comes from recognizing where you need support while trusting in your abilities. It’s about being self-aware, doing your homework, and making an honest assessment of whether you’re ready to take on the challenge. ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.&nbsp;

image of 1851 franchise franchisee feature for Kimberly O'dell from paris baguette

Powder Springs resident Kimberly O’Dell is taking her passion for guest experience and community connection into ownership with her first Paris Baguette café, opening early 2026.

Franchise Marketing Leader Turns Franchisee, Bringing Paris Baguette to Vinings, Georgia, To Create Community Gathering Spot

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For&nbsp;<a href="https://www.linkedin.com/in/aimee-watson-fahrmm-cmrp/">Aimee Watson</a>, her husband&nbsp;<a href="https://www.linkedin.com/in/doug-watson-02742765/">Doug Watson</a>, and her brother&nbsp;<a href="https://www.linkedin.com/in/brandonmiramontes/">Brandon Miramontes</a>, the years after graduating from the University of Tennessee, Knoxville, were spent building careers across the country in industries ranging from&nbsp;Supply Chain to&nbsp;PBS documentary filmmaking to Amazon logistics. The decision to dive into the world of franchising was about owning a business that could give them autonomy and control, as well as a way to come back and serve a place they called home. Now, the trio is returning to Knoxville to open multiple Paris Baguette franchise cafés.By bringing the emerging bakery-café to the East Tennessee, the family aims to create a legacy for the next generation.With Paris Baguette providing a turnkey model differentiated by product consistency and an untapped market in East Tennessee, these&nbsp;<a href="https://www.volsforlife.com/">Vols for Life</a> are focused on more than just pastries. They are dedicated to providing local students with real-life job experience and fueling the community they love.Aimee, Doug, and Brandon sat down with 1851 Franchise to discuss why they chose Paris Baguette and how they plan to build a bakery-café team around the University of Tennessee community. Here’s what they had to say:&nbsp;1851 Franchise: Frame your personal story for us. What do you want us to know?Aimee Watson: I’ve been all around in my career. I have been in the supply chain industry for 26 years, starting in manufacturing and then switching to health care in 2007. Currently, I work for a supply chain industrial engineering firm, focusing on construction, specifically for new hospital builds, renovations, and expansions. Doug Watson: I’ve been a videographer for 27 years, shooting footage for television and documentaries. I’m currently working for the PBS affiliate in Harrisburg, PA.Brandon Miramontes: My entire career has been spent in logistics. For the past 6 years; I have owned and operated a company contracted with Amazon through their Delivery Service Partner (DSP) network to manage last mile deliveries in the Asheville, NC metro area. Prior to this, I spent 15 years in various roles within the railway industry in both the U.S. and Canada, including railroad operations, auditing, and continuous improvement.1851: What did you do before franchising, and how did you decide franchising made sense for you?Aimee:&nbsp;At this point in our careers, we were looking for a business that we could totally own and control ourselves, but that we didn’t have to build from the ground up. Doug and I recently&nbsp;decided to&nbsp;move back to East Tennessee, which is like home for us, and we really liked the prospect of being able to leverage all of our local contacts. We’ve signed on to open up to four cafés as an area developer, with the first anticipated to open by the end of this year.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Aimee: My perception of franchising before entering this world was that it is very stringent, that you don’t actually own the business, and that you’re just the operations manager. Now that we’re actually in it, it’s totally different. The franchisor provides a great opportunity to expand and run the business how we want to.1851: What made you pick this brand? What excites you most about this company?Aimee: We looked for a brand that was truly different from anything else on the market. Because there is an untapped market here, the chance to grow is huge, and we don't have to worry about over-saturating the market like other concepts do.Doug: Another big factor for us was the product. It’s amazing and always consistent, no matter where you get it. Every time we go to one, we easily spend $100 or more just to bring boxes of pastries back home.Brandon: I’ll echo Doug on that one, it was all about the product for me. I first encountered the brand on a trip to Chicago, and then again while visiting New York City. Not only did I like the product itself, but the café experience with such a large choice of quality items and a bright and inviting store concept, made me think a location in Knoxville could thrive.1851: What do you hope to achieve with your business? What are your plans for growth? Aimee: One of our major goals is to be able to employ&nbsp;East Tennessee&nbsp;students and provide them with real-life on-the-job experience. We want to provide the same opportunities for employment that we once had as students ourselves. .Brandon: As of now, we’re focused on the potential of the Knoxville market. I live in Asheville, North Carolina, and I believe the city could support a Paris Baguette café, so there is a long-term opportunity for us to possibly expand into as well.&nbsp;1851: Is there anything else about your story you want us to know?Aimee: All three of us are Tennessee alumni. I graduated in 1998, Doug in 1997, and Brandon in 2001.&nbsp;Our daughter, Elena, is even a Vol!&nbsp;This makes bringing this back to Knoxville very special. We plan on making our cafés great places for students to work. I'm very active in the university community. I am the president of the Latino Alumni Council and I’m currently on the Alumni Board of Directors.1851: What advice do you have for other people thinking about becoming franchise owners?Aimee: To put it simply, you have to do your homework. Being prepared to see and pay the upfront costs can be nerve-wracking, especially when it involves totally new construction. Potential owners should also consider staffing, and the challenges of attracting and retaining employees. That's a constant consideration for us.Doug: I’ll second that. We found the most benefit from meeting with other owners. We met with about five or six other franchisees, to get their opinions and see what their experiences have been like. Getting that insight into what they’ve gone through to get their cafés up and running was extremely helpful.ABOUT PARIS BAGUETTE:&nbsp;With a projected 1,000 bakery cafés in North America by 2030, Paris Baguette is on a mission to reestablish the neighborhood bakery café as the heart of the community. Paris Baguette serves craveable baked and brewed treats and creates warm and welcoming experiences through a blend of gracious service, expert craftsmanship and community connections. From decisions made behind a desk to smiles offered behind a counter, the desire to spread joy and make the world a happier place drives everything we do. Being a neighborhood bakery café means caring about those around us and finding ways to make a real impact. We do so through our "Love Baked In" programs that bring to life our commitment to serving local communities through various charitable programs and initiatives. Paris Baguette is a leader in the hospitality industry with its commitment to creating unique consumer experiences and a network of successful franchisee relationships. For information and to find the Paris Baguette location closest to you, please visit&nbsp;<a href="http://www.parisbaguette.com">www.parisbaguette.com</a>.

image of amee watson, doug watson, and brandon miramon from paris baguette owners knoxville

Vols for Life Aimee Watson, Doug Watson, and Brandon Miramontes are leveraging their deep local roots to launch a four-unit development deal in Knoxville area.

3 University of Tennessee, Knoxville Alumni to Bring Multiple Paris Baguette Franchise Cafés to the Knoxville, Tennessee area

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

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

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

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<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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

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

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1851 Franchise 12 Lists of Christmas, Beauty, Spa, Personal Care Franchises

From full-service luxury spas to high-tech medspas and specialized wellness studios, these unique franchise models cater to the specialized needs of modern beauty and wellness enthusiasts.

The 12 Top Franchise Lists of Christmas: Beauty, Spa and Personal Care Franchises for 2026

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The automotive industry continues to show resilience, and its growth is largely driven by steady demand for accessible, high-quality car care. The United States automotive service market was valued at&nbsp;<a href="https://www.mordorintelligence.com/industry-reports/united-states-automotive-service-market">over $199 billion this year</a>, and it’s expected to grow at a compound annual growth rate of 5.98% over the next five years, representing a projected value of over $266 billion by 2030.For entrepreneurs, this stability and the variety of opportunities available in the automotive space make it an attractive industry for investments.Here are the top 15 automotive brands to consider for 2026:<h2><a href="https://1851franchise.com/franchise-deep-dive-aamco-transmissions-and-total-car-care-franchise-costs-fees-profit-and-data-2726640">AAMCO Transmissions &amp; Total Car Care</a></h2><ul><li><a href="https://franchises.aamco.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/aamco-transmissions-franchise-opportunity">Growth Club Website</a></li><li>Investment Range:&nbsp;$236,800 - $361,200</li><li>Unit Count:&nbsp;530+&nbsp;&nbsp;</li></ul>AAMCO is a trusted name in the auto repair space, specializing in transmission work and other, more complex car care services. With over 60 years of experience, the brand is a true category-leader with a strong reputation among consumers.<h2><a href="https://1851franchise.com/franchise-deep-dive-mighty-auto-parts-franchise-costs-fees-profit-and-data-2724565">Mighty Auto Parts</a></h2><ul><li><a href="https://www.mightyfranchise.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/mighty-auto-parts-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$247,000 - $595,600</li><li>Unit Count:&nbsp;95&nbsp;&nbsp;</li></ul>Mighty Auto Parts focuses on the distribution of auto parts, lubricants and shop supplies for automotive service providers. With an efficient parts system and rapid order fulfillment capabilities, franchisees can run an efficient, high-volume business.<h2><a href="https://1851franchise.com/milexmr-transmission-franchise-costs-fees-profit-and-data-for-2025-2728544">Milex/Mr. Transmission</a></h2><ul><li><a href="https://moranfamilyofbrands.com/milex-auto-care-franchise">Milex Franchise Website</a></li><li><a href="https://moranfamilyofbrands.com/mr-transmission">Mr. Transmission Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/milex-mr-transmission-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$267,300 - $362,700</li><li>Unit Count:&nbsp;111&nbsp;&nbsp;</li></ul>Milex and Mr. Transmission are part of the larger&nbsp;<a href="https://moranfamilyofbrands.com/">Moran Family of Brands</a>. With the option to develop individual Milex or Mr. Transmission businesses as well as co-branded Milex&nbsp;and Mr. Transmission locations, franchisees have flexibility in their investment and are able to tap into multiple revenue streams under one roof.<h2><a href="https://1851franchise.com/turbo-tint-franchise-costs-fees-profit-and-data-for-2025-2728451">Turbo Tint</a></h2><ul><li><a href="https://franchise.turbotint.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/turbo-tint-automotive-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$295,510 - $415,400</li><li>Unit Count:&nbsp;20&nbsp;&nbsp;</li></ul>Turbo Tint offers window film services, a high-margin and relatively niche service. With efficient operations thanks to installs that can typically be completed in about an hour, Turbo Tint franchisees benefit from a high-volume, relatively low-complexity business model.<h2>HardTop Hotel</h2><ul><li><a href="https://hardtophotelfranchise.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/hardtop-hotel-franchise-opportunities">Growth Club Website</a></li><li>Investment Range:&nbsp;$120,200 - $193,460</li><li>Unit Count:&nbsp;5&nbsp;&nbsp;</li></ul>HardTop Hotel is a specialized concept catering to owners of hard- and soft-top vehicles, offering installation services, hard- and soft-tops for rent and sale, and storage solutions for those who like to remove the tops of their vehicles for the warmer seasons. In addition to the revenue created by sales, rentals and installation services, franchisees benefit from the longer-term stability of the storage model.<h2>Christian Brothers Automotive</h2><ul><li><a href="https://www.christianbrothersfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$550,250 - $680,400</li><li>Unit Count:&nbsp;300+&nbsp;&nbsp;</li></ul>Christian Brothers Automotive is a full-service repair franchise that focuses on great customer service. With a values-driven brand, Christian Brothers Automotive franchisees have an opportunity to build a more meaningful, community-centric business in an industry that is often viewed by customers as highly commodity-driven.<h2><a href="https://1851franchise.com/franchise-deep-dive-grease-monkeys-franchise-costs-fees-profit-and-data-2721791">Grease Monkey</a></h2><ul><li><a href="https://greasemonkeyfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$291,320 - $1,972,033</li><li>Unit Count:&nbsp;370+&nbsp;&nbsp;</li></ul>Grease Monkey is a quick-service auto franchise known primarily for its efficient oil changes and preventative maintenance services. By focusing on ease and efficiency in an industry that can sometimes be unpredictable or deliver subpar customer service, Grease Monkey franchisees can become the trusted resource for regular car care in their communities.<h2><a href="https://1851franchise.com/franchise-deep-dive-jiffy-lube-franchise-costs-fees-profit-and-data-2720873">Jiffy Lube</a></h2><ul><li><a href="https://franchise.jiffylube.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$232,000 - $520,000 (excluding real estate costs)</li><li>Unit Count:&nbsp;2,000+&nbsp;&nbsp;</li></ul>Jiffy Lube is one of the largest quick-service oil change and maintenance brands. The business model is designed for volume, and it encourages repeat visits from individual customers, creating strength and stability for franchisees.<h2><a href="https://1851franchise.com/franchise-deep-dive-maacos-franchise-costs-fees-profit-and-data-2724767">Maaco</a></h2><ul><li><a href="https://maacofranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$196,000 -&nbsp; $3,994,000</li><li>Unit Count:&nbsp;360+&nbsp;&nbsp;</li></ul>Maaco is an automotive franchise providing painting, cosmetic services and collision repair. Because Maaco is a body shop, as opposed to a standard maintenance brand or express oil change establishment, it leverages more specialized services and can stand out in the auto industry at large.&nbsp;<h2>Midas</h2><ul><li><a href="https://www.midasfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$106,650 - $1,132,640 (including both new and conversion opportunities)</li><li>Unit Count:&nbsp;975 in the U.S., 2,000+ worldwide&nbsp;&nbsp;</li></ul>Midas is a full-service auto repair and maintenance brand, offering both new-unit and business conversion options. With a few key service areas, including brakes, exhaust, tires, oil, steering, suspension and wheels, Midas can market multiple services to a single customer base, positioning franchisees to capture additional revenue.<h2>No-H2O</h2><ul><li><a href="https://noh2o.com/car-wash-franchise/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$134,550 - $162,500</li><li>Unit Count:&nbsp;30&nbsp;&nbsp;</li></ul>No-H2O is a waterless, mobile car wash and detailing franchise. By excluding the use of water, No-H2O is more mobile and flexible than traditional wash and detail concepts, and it appeals to the growing eco-conscious crowd.<h2><a href="https://1851franchise.com/franchise-deep-dive-take-5-oil-changes-franchise-costs-fees-profit-and-data-2723018">Take 5 Oil Change</a></h2><ul><li><a href="https://take5franchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$287,145 - $2,053,642 (including both new and conversion opportunities)</li><li>Unit Count:&nbsp;1,100+&nbsp;&nbsp;</li></ul>Take 5 Oil Change is a convenience-driven oil change franchise that allows customers to stay in their cars for the duration of the service and targets a 10-minute maintenance time. This makes throughput more straightforward for franchisees and their teams, and it appeals to the busy customers of today.<h2><a href="https://1851franchise.com/franchise-deep-dive-tint-world-franchise-costs-fees-profit-and-data-2723226#stories">Tint World</a></h2><ul><li><a href="https://www.tintworld.com/franchise-opportunities/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$239,950 - $449,950</li><li>Unit Count:&nbsp;135+&nbsp;&nbsp;</li></ul>Tint World is a specialized vehicle and window film franchise offering tinting, detailing and other “automotive styling” services. By combining frequently sought services, like window tinting, with more specialized ones, like audio, lighting and other accessories, Tint World franchisees are positioned as the one-stop shop for vehicle enhancement.<h2>Tommy’s Express Car Wash</h2><ul><li><a href="https://tommys-express.com/franchise/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$4,976,759 - $8,522,378</li><li>Unit Count:&nbsp;215+&nbsp;&nbsp;</li></ul>Tommy’s Express Car Wash operates high-volume, express tunnel car-wash facilities that focus on speed without sacrificing quality. With precise equipment that automates much of the wash process, franchisees can keep labor costs low and scale more efficiently.<h2>Valvoline Instant Oil Change</h2><ul><li><a href="https://www.viocfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$192,375 - $3,483,550</li><li>Unit Count:&nbsp;1,875&nbsp;&nbsp;</li></ul>Valvoline is a prominent national brand offering oil changes and preventative maintenance services. The brand boasts 18 consecutive years of same-store sales growth, and though it’s a nationally recognized brand, Valvoline notes there are still prime territories available, offering a unique combination of brand strength and recognition and future growth potential.From national giants like Jiffy Lube and Valvoline to specialty brands like Turbo Tint and HardTop Hotel, the automotive franchise space offers a diverse range of opportunities for all kinds of investors. Whether you’re drawn to the stability of recurring maintenance services or the innovation of tech-driven, specialized brands, these top franchises have the power necessary to drive your dreams forward.For more information on automotive franchise opportunities, check out these related resources from 1851 Franchise:<ul><li><a href="https://www.youtube.com/watch?v=Tvx0H511MtQ">Why Buy an Automotive Franchise? Drive Your Business to Success</a></li><li><a href="https://1851franchise.com/automotive-franchises-are-driving-into-the-future-with-tech-and-trust-2730075">Automotive Franchises Are Driving Into the Future With Tech and Trust</a></li><li><a href="https://1851franchise.com/growth-club/industry/best-automotive-franchise-opportunities">How To Start an Automotive Franchise Business</a></li></ul>

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