Podcasts about franchisee

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Join Kosta and his guest: Bobby Young, Franchisee at Jersey Mike's Subs Cookeville and Crossville. In this episode: Before you were Bobby Young the candidate, you were Bobby Young the Jersey Mike's guy. As we said in the introduction you're the owner of both Jersey Mike's Cookeville and Crossville, how did you come to own and operate these stores? The election is over, and we promised everyone we'd get back to business, and we are. Bobby, you ran for County Commission in District 7, and although you didn't win we want to thank you for your willingness to serve and start with the question every former candidate is being asked this week: do you plan to run again? When it comes to subs and sandwiches, we have options. Of course, Jersey Mike's is the only option in our hearts and stomachs, but when you have this level of competition how do you make sure customers think of you first? Find out more about Jersey Mike's Cookeville: https://www.jerseymikes.com/4026/cookeville-tnFind out more about Jersey Mike's Crossville:https://www.jerseymikes.com/4076/crossville-tnBetter Together with Kosta Yepifantsev is a product of Morgan Franklin Media and recorded in Cookeville, TN.This episode of Better Together with Kosta Yepifantsev is made possible by our partners at Miss Sallie's Market.Find out more about Miss Sallie's Market:https://www.misssallies.com

We're creating space for the brains behind the brands we love, and asking good questions along the way. The result is a deep dive into the how and why of brand-building, from blueprints to launch day, customers as community and the detours in between. big lessons, easy listening. In this episode of Read Receipt, Sean sits down with Nico Varano, CEO of SweatHouz, the contrast therapy franchise redefining recovery through private sauna, cold plunge, and vitamin C shower experiences. Nico's path to CEO wasn't conventional. After starting his career in finance and private equity, he discovered SweatHouz while training for a charity boxing match and became the brand's first franchisee. After rapidly scaling his own studios, he was tapped to lead the company as CEO. Today, SweatHouz operates more than 100 locations across 25 states and has become one of the fastest-growing wellness franchises in the country. Nico shares lessons on franchising, customer retention, operational excellence, hospitality, and why the future of recovery isn't about flashy experiences, it's about building habits people return to week after week. Tune in for an inside look at scaling a category-defining wellness brand while balancing leadership, fatherhood, and the pursuit of sustainable growth!   Chapters:  00:00 — Meet Nico Varano Nico shares his background in finance, private equity, and his family's restaurant business. 02:00 — Discovering SweatHouz How training for a charity boxing match led Nico to contrast therapy and ultimately franchise ownership. 03:36 — Becoming the First Franchisee Acquiring and growing the Assembly Row location in Boston. 04:28 — The SweatHouz Business Model Memberships, private suites, margins, and creating a scalable wellness business. 09:55 — Building a Habit, Not an Event The philosophy behind customer retention and long-term wellness behavior. 14:22 — Franchising at Scale How SweatHouz supports franchisees while maintaining brand consistency. 26:55 — What's Next for SweatHouz Loyalty programs, wearable integrations, and the company's future growth plans. 32:55 — Entrepreneurship, Fatherhood, & Leadership Nico reflects on balancing business growth with family life. 35:20 — Final Thoughts The future of recovery, hospitality, and building lasting businesses.   Takeaways: Nico transitioned from private equity to becoming SweatHouz's first franchisee before ultimately stepping into the CEO role. SweatHouz has grown from a single studio in 2019 to more than 100 locations across 25 states. The company focuses on building “a habit, not an event” through recurring wellness routines. Memberships drive nearly half of the company's revenue and are critical to long-term retention. SweatHouz's private suite model differentiates it from many group-based recovery concepts. Strong hospitality and customer experience remain central to the brand's growth strategy. Franchising can accelerate growth when operators are empowered and included in decision-making. Technology, loyalty programs, and habit tracking will play a major role in the company's next chapter. Scaling a business requires balancing operational excellence with maintaining the core customer experience. Entrepreneurship and parenthood both require intentionality, flexibility, and making time for what matters.

What separates the highest-performing franchisees from everyone else? Barb Moran believes it starts with something many leaders don't measure closely enough: franchisee engagement. Many franchisors focus on growing their systems, but long-term success depends on something far less obvious: building franchisees who are fully engaged in the business and invested in the success of the entire brand. In this episode, Barb Moran, CEO of Moran Family of Brands, shares why engagement has become one of the strongest predictors of profitability inside her organization and how intentionally building the right culture helps franchisees embrace change, collaborate with one another, and build stronger businesses.Barb also reflects on her journey from being told she would never lead her family's company because she was a woman to ultimately becoming CEO and expanding the business into Canada. Along the way, she shares practical lessons on succession planning, building core values that shape everyday decisions, creating meaningful collaboration between franchisees, and helping owners become active contributors to the success of the entire system.Whether you're launching a franchise brand or leading an established system, this conversation offers practical strategies for building stronger franchise relationships, increasing engagement, and creating sustainable, long-term growth.Connect with Barb:Email: BMoran@moranbrands.comWebsite: https://moranfamilyofbrands.com/Episode Highlights:Why franchisee engagement drives profitabilityMeasuring franchisee engagement and accountabilityBuilding a franchise culture around the DRIVE core valuesCreating collaboration through peer groups and town hallsGrowing up in the family business and becoming CEOBuying the family business and navigating successionEmbracing AI and technology as opportunities for growthExpanding Moran Family of Brands into CanadaPreserving culture during acquisitions and growthLeadership advice for both franchisors and franchiseesConnect with TracyPersonal LinkedIn: https://www.linkedin.com/in/tracy-panase/JBF LinkedIn - https://www.linkedin.com/company/jbfsaleJBF Franchise System - https://jbfsalefranchise.com/Email: podcast@jbfsale.comConnect with ShannonPersonal LinkedIn - https://www.linkedin.com/in/shannonwilburn/       JBF LinkedIn - https://www.linkedin.com/company/jbfsaleWebsite - https://shineexecutivecoaching.com/Email - shannon@shineexecutivecoaching.com

Doug Imholte, Franchise Programs Practice Leader at Marsh McLennan Agency and a former franchisee turned trusted advisor, unpacks why so many franchise brands stall between 30 and 40 units, and it's rarely the concept that's broken. From misaligned franchisor-franchisee KPIs to the overlooked link between risk management and growth, Doug reveals what separates brands that scale responsibly from those that just scale fast. If you're building revenue systems for a franchise network, this conversation on unit economics, brand standards, and total cost of risk will change how you think about your next growth stage.What You'll LearnWhy growth alone isn't the answerThe real reason brands stall at 40 unitsHow franchisor and franchisee KPIs conflictWhat "total cost of risk" actually meansWhy cheap insurance costs more laterThe four pillars behind scalable systemsHow to keep culture intact through growthWhy brand standards make or break trustResources MentionedFranchise Disclosure Document (FDD) Franchisors Errors & Omissions Coverage Total Cost of Risk (TCOR)  Ready, Fire, Aim Leadership Philosophy  HubSpot Royalty Self-Sufficiency Benchmark Franchise Update Media IFA Franchise Summit Is your business ready to scale? Take the Growth Readiness Score to find out. In 5 minutes, you'll see: Benchmark data showing how you stack up to other organizationsA clear view of your operational maturity Whether your business is ready to scale (and what to do next if it's not)Let's ConnectSubscribe to the RevOps Champions NewsletterLinkedInYouTubeExplore the show at revopschampions.com. Ready to unite your teams with RevOps strategies that eliminate costly silos and drive growth? Let's talk!

In this episode of Take-Away with Sam Oches, Sam talks with Maribeth Dela Cruz, president of Jollibee North America, the domestic arm of the Philippines-based brand that has more than 1,700 locations globally and around 100 here in North America. Jollibee is at once familiar and unique for American consumers, as it primarily serves fried chicken — what it calls Chickenjoy — but also a broader menu with more outside the box items like spaghetti, burger steak, and ube pie. That mix of familiarity and novelty is helping Jollibee to expand quickly in the U.S., and not only within Filipino-American communities. It's also helping Jollibee achieve average unit volumes just shy of $5 million — an incredible number for a QSR in a competitive category. Maribeth joined the podcast to talk about the strategies that have helped Jollibee establish such a strong foothold here in the U.S., and about the ways in which Jollibee leans into its heritage to create a warm, welcoming environment.In this conversation, you'll find out why:You should plot your growth where you can develop brand ambassadorsThe best path to consumers' hearts is familiarity with a twist Franchisees must share your hospitality standardsGreat execution leads to great resultsFrom merch to a mascot, your branding can carry appeal far beyond the restaurants Have feedback or ideas for Take-Away? Email Sam at sam.oches@informa.com.

Send us Fan MailCorporate philanthropy for foster care adoption becomes more powerful when personal conviction, business systems, and measurable outcomes work together!Denny Lynch, author of Call Me Dave, and Rita Soronen, president and CEO of the Dave Thomas Foundation for Adoption, share how Dave Thomas turned his own adoption story into a lasting model for corporate-nonprofit impact.This fascinating discussion explores founder legacy, cause alignment, franchise engagement, program design, capacity constraints, and the responsibility successful businesses have to give back. It is a powerful example of how one leader's personal experience can become an enduring institution when passion is matched with structure, measurement, and shared ownership.Dave Thomas founded the foundation in 1992 after recognizing that children waiting in foster care were being overlooked. His approach went far beyond lending a famous name to a cause. He brought the same focus, urgency, and operating discipline that helped build Wendy's, asking a direct question: How many children did we help move into permanent families?Rita explains how that expectation pushed the foundation from awareness-building toward measurable action. The Wendy's Wonderful Kids program now funds adoption professionals across the United States and Canada who use an evidence-based, child-focused recruitment model. The goal is not simply to generate interest, but to strengthen the capacity needed to connect children, especially older youth, with safe, loving, permanent homes.As Rita tells us, “Behind that word dramatic is something measurable.” That mindset offers a valuable lesson for nonprofit executives, board members, funders, and corporate partners: a compelling mission must be supported by clear outcomes, sufficient infrastructure, and transparent reporting.Denny also describes the leadership traits that made Thomas's commitment credible. “Find something that means something to you,” he advises business leaders, because authentic commitment attracts employees, franchisees, families, and communities in ways that transactional sponsorship cannot.00:00:00 Dave Thomas and the Mission of Foster Care Adoption00:01:38 Twenty Years of Stories Behind Call Me Dave00:03:29 Why Children Wait Years for Permanent Families00:04:36 How Adoption Shaped Dave Thomas00:07:08 The Values That Defined His Leadership00:09:35 A Final Mandate: Get This Job Done00:11:43 Finding the Courage to Share His Story00:13:19 The White House and Corporate Adoption Benefits00:14:45 Keeping a Founder's Legacy Relevant00:18:39 Engaging Wendy's Franchisees in the Mission00:22:29 Building an Evidence-Based Adoption Program00:24:35 Measuring Results Instead of Activity00:26:34 What Business Leaders Can Learn From Dave Thomas #CorporatePhilanthropy #FosterCareAdoption #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Grab our breakdown of the 5 Low-Cost Businesses That Make $1 Million: https://www.franchiseempire.com/lowcost?utm_source=feThis video breaks down the exact roles, responsibilities, and level of control shared between a franchisor and a franchisee. While the franchisor is responsible for providing the complete operational blueprint including marketing, training guidelines, and brand protection tools the franchisee is the ultimate business owner who handles everyday operations like hiring, staff management, and executing the system. Through personal anecdotes about owning Five Guys franchises and navigating site approvals, the speakers emphasize the importance of following the proven system and maintaining a collaborative relationship to achieve profitability.------------------Considering Investing In A Franchise?

Would you approve a franchise tenant without knowing if they actually have enough cash to open their business?In Episode 95 of I Own A Shopping Center Now What, Beth Azor explains why reviewing a franchisee's financials is one of the most important responsibilities a shopping center owner has before signing a lease. Too often, landlords rely on the franchisor's approval process or simply collect financial statements without ever analyzing whether the tenant has the resources to successfully complete the build-out and operate the business.Beth shares real leasing situations where franchisees delayed providing financials, depended heavily on loans, or appeared financially strong on paper while lacking the cash needed to execute their commitments. She explains why cash liquidity matters more than inflated net worth, how to protect yourself with personal guarantees, letters of credit, and security deposits, and why landlords—not brokers or franchisors—must ultimately make the final financial decision.

Customer experience has become one of the most powerful drivers of business growth. While many organizations focus heavily on operations, technology, and efficiency, the brands that continue to thrive understand a fundamental truth: people make decisions based on how they feel. That reality has become increasingly important as consumer expectations continue to evolve. Across nearly every industry, customers have more choices than ever before. Products can often be replicated. Pricing advantages can disappear overnight. Technology continues to level the playing field. What remains difficult to duplicate is a brand experience that creates genuine emotional connection and long-term loyalty. For businesses seeking sustainable growth, customer experience is no longer a supporting strategy. It is a primary growth strategy. The fitness industry provides a compelling example of this shift. For many years, fitness brands focused heavily on physical transformation. Marketing often centered on appearance, performance, and measurable outcomes. While those goals remain important for many consumers, the events of recent years have significantly expanded how people think about health and wellness. Today, consumers increasingly view fitness through a broader lens that includes physical health, mental well-being, stress management, recovery, and overall quality of life. This evolution has created both challenges and opportunities for brands operating within the wellness space. Organizations that recognize these changing expectations have been forced to rethink not only what they offer but how they position themselves in the marketplace. This is where brand evolution becomes critical. Brand evolution is not simply about updating logos, changing colors, or refreshing marketing materials. Effective brand evolution requires a deeper understanding of customer needs, behaviors, and motivations. It involves identifying what matters most to consumers and ensuring every aspect of the organization aligns with those priorities. The strongest brands understand that evolution should be driven by customer insights rather than internal assumptions. Many organizations make the mistake of implementing changes based on what leadership believes customers want. Successful companies take a different approach. They listen carefully, gather data, test ideas, and validate decisions before introducing large-scale changes. This process reduces risk while increasing the likelihood of meaningful results. One of the most important lessons in franchise growth is that successful innovation requires evidence. Franchisees naturally evaluate decisions through the lens of return on investment. Whether changes involve facility upgrades, technology investments, operational processes, or brand enhancements, operators want to understand how those changes will impact performance. The most effective franchise systems recognize this reality. Rather than asking franchisees to simply trust a new initiative, they create proof. They test concepts, measure results, identify challenges, refine execution, and build case studies that demonstrate potential outcomes. This approach not only increases adoption but also strengthens trust between franchisors and franchisees. The concept itself extends well beyond franchising. Businesses of all sizes benefit from a disciplined approach to innovation. Testing, tracking, refining, and repeating allows organizations to make smarter decisions while minimizing unnecessary risk. It transforms change from a gamble into a process. Customer experience also plays a critical role in retention. Many organizations invest significant resources into customer acquisition while dedicating far less attention to keeping existing customers engaged. Yet retaining a customer is often significantly more cost-effective than acquiring a new one. The challenge is that customer loyalty is rarely created through transactions alone. People remain loyal when they feel connected to a brand. They stay engaged when they believe an organization understands their needs and consistently delivers value. They become advocates when the experience exceeds expectations. This emotional connection often becomes the deciding factor. Businesses that create meaningful relationships with customers are better positioned to withstand competitive pressures, economic uncertainty, and changing market conditions. Customers who feel connected are less likely to leave solely because of price or convenience. Technology is increasingly supporting this effort. Digital tools, mobile applications, personalized communication, and data-driven insights are helping businesses create more seamless customer experiences. When implemented strategically, technology can improve convenience, increase engagement, and strengthen customer relationships. However, technology alone is not the solution. One of the biggest misconceptions in modern business is the belief that technology can replace human connection. While automation creates efficiencies, the most successful organizations use technology to enhance relationships rather than eliminate them. Artificial intelligence offers a perfect example. AI has quickly become one of the most discussed business tools in recent years. Companies across industries are exploring ways to improve operations, streamline communication, analyze data, and automate routine tasks. These capabilities offer tremendous potential when used thoughtfully. The key word is thoughtfully. Organizations that achieve the greatest results with AI typically begin with strategy rather than technology. They identify business objectives first and then determine how AI can support those objectives. Businesses that adopt technology simply because it is available often struggle to realize meaningful returns. The future likely belongs to organizations that successfully balance efficiency with humanity. Customers appreciate convenience. They value speed. They enjoy personalization. But they also want authenticity, trust, and meaningful interactions. Businesses that use technology to free up time for deeper customer engagement may ultimately gain the greatest advantage. Another important component of customer experience is community. Consumers increasingly seek experiences that make them feel connected to something larger than themselves. Whether through shared interests, common goals, local involvement, or personal relationships, community creates belonging. Brands that foster these connections often generate stronger loyalty and higher levels of engagement. This principle applies equally to local businesses, national brands, and franchise organizations. Companies that remain closely connected to the communities they serve frequently build stronger reputations and more resilient customer relationships. For growing franchise systems, this can be particularly valuable. Local ownership often creates stronger community ties because operators understand the needs, preferences, and priorities of the people they serve. These relationships can become significant competitive advantages that large corporate organizations often struggle to replicate. Customer experience ultimately extends far beyond customer service. It includes every interaction a person has with a brand—from initial awareness and digital research to purchasing decisions, ongoing engagement, and long-term loyalty. Every touchpoint contributes to the overall perception customers develop. Organizations that consistently evaluate and improve those touchpoints position themselves for sustainable growth. Brand evolution follows a similar path. The strongest companies remain committed to their core purpose while adapting to changing customer expectations. They evolve thoughtfully rather than reactively. They innovate without losing their identity. Most importantly, they recognize that growth is rarely driven by products alone. Growth is driven by people. When businesses create experiences that resonate emotionally, build trust, foster connection, and deliver meaningful value, they create something far more powerful than a transaction. They create relationships. And in today's competitive marketplace, relationships remain one of the most valuable assets a business can build. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central across your favorite social media platforms and catch the replay on The Business Growth Show Podcast for more conversations with today's leading entrepreneurs, executives, and business growth experts. About Brian Tietz Brian Tietz is President of Snap Fitness Americas, one of the world's leading fitness franchise brands with more than 1,000 locations across 17 countries. With more than 30 years of experience in the fitness industry, Brian has held leadership roles across both corporate and franchise organizations, helping brands grow through operational excellence, customer experience, and strategic innovation. Under his leadership, Snap Fitness has expanded its member-focused "For the Feeling" brand platform, accelerated franchise growth, enhanced its technology offerings, and earned recognition as a global franchise leader. Brian is passionate about helping franchisees succeed, strengthening community connections, and creating fitness experiences that support both physical and mental well-being. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping businesses attract loyal customers, increase visibility, and accelerate growth. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored eleven books, earned three U.S. patents, and advised organizations ranging from startups to Fortune 500 companies. A recognized expert in business growth, customer acquisition, leadership, franchising, marketing, and AI-driven business strategies, Ford helps business owners and leaders identify opportunities, improve performance, and achieve sustainable results. Learn more at ProfitRichResults.com and watch Fordify LIVE at Fordify.tv.

For the past decade, Greg Flynn has been America's largest franchisee, and now he is the largest in the world. But he has a voracious appetite for more.  “The dream here is to create a global business with operating capabilities and success beyond what the world has seen,” says Flynn, the 62-year-old CEO and founder of Flynn Group and Flynn Properties. “Operating businesses, especially consumer-facing ones, are really hard. If you can do it well consistently, over multiple brands and multiple geographies and multiple industries, that is a valuable and defensible thing to do.” Over the past three decades, he has doubled down on fast food franchises again and again. With $5 billion in annual revenue from more than 3,000 franchises of Applebee's, Taco Bell, Panera, Arby's, Pizza Hut, Wendy's and now Planet Fitness in 44 states as well as Australia and New Zealand, Flynn's portfolio is more than double the size of the next biggest franchisee.  Forbes estimates Flynn has about 25% ownership with some $2.5 billion in loans and over $100 million in cash on hand. At a valuation Forbes estimates of $5 billion, that means Flynn is worth an estimated $650 million. (Flynn declined to comment.) By Chloe Sorvino, Forbes Staff Learn more about your ad choices. Visit megaphone.fm/adchoices

Every franchisor dreams of selling more territories. Few stop to ask whether they're building a franchise system their franchisees can actually succeed in.Every emerging franchisor wants to grow their brand, expand into new markets, and welcome new franchisees. But growth without the right systems, support, and profitability can create problems that are much harder to fix later.In this episode, Amrit Dhaliwal shares why he's intentionally choosing slower, more sustainable growth while building a rapidly growing home care franchise brand in the UK. After starting as a franchisee with no industry experience, he learned firsthand how mentorship, strong systems, and putting franchisees first can make all the difference.You'll also hear why franchisee profitability should come before franchise growth, how a learner's mindset has shaped his leadership, and why the strongest franchise brands measure success by the impact they create, not simply the number of locations they open.Amrit Dhaliwal is CEO and founder of Walfinch, one of the UK's fastest-growing home care franchise networks with 30+ territories nationwide. A former franchisee turned franchisor, he's the author of Time to Thrive: The Home Care Revolution and host of the Walking With Walfinch podcast. Amrit has been named in the Social Care Top 30 and recognised as Emerging Franchisor of the Year.So, if you're ready to build a stronger franchise by putting franchisee success before franchise growth, this episode is for you.Connect with Amrit: Franchise opportunities: https://walfinchfranchising.comHome care services: https://walfinch.comLinkedIn: https://linkedin.com/in/amrit-dhaliwal-a436445bEpisode Highlights:Why franchisee success should come before franchise growthBuilding a sustainable franchise through intentional growthLessons learned from becoming a franchisee with no industry experienceHow mentorship shaped Amrit's leadership journeyMeasuring franchise success by impact, not unit count Why curiosity and continuous learning make better franchise leadersBalancing entrepreneurship, family, and long-term successThe power of putting people before profitsConnect with TracyPersonal LinkedIn: https://www.linkedin.com/in/tracy-panase/JBF LinkedIn - https://www.linkedin.com/company/jbfsaleJBF Franchise System - https://jbfsalefranchise.com/Email: podcast@jbfsale.comConnect with ShannonPersonal LinkedIn - https://www.linkedin.com/in/shannonwilburn/       JBF LinkedIn - https://www.linkedin.com/company/jbfsaleWebsite - https://shineexecutivecoaching.com/Email - shannon@shineexecutivecoaching.com

Most franchisors think growth comes from selling more franchises. The best franchisors know it comes from listening to the people already in the system.   In this episode of Franchise Secrets, Erik Van Horn explores one of the biggest leadership mistakes founders make: seeking to be understood before seeking to understand. From vanity metrics and franchise support to advisory councils and franchisee feedback, Erik shares practical lessons on building a stronger, healthier franchise system.   If you're a franchisor, franchise executive, or founder considering franchising your business, this episode will challenge how you think about leadership, growth, and long-term success.   In this episode you'll learn:   Why franchise sales can be a misleading metric The difference between supporting franchisees and simply growing the system How top franchisors use franchisee feedback Why "seek first to understand" changes everything The question every franchisor should ask themselves   Timestamps: 00:00 Why franchisees deserve your attention 02:31 The two ways franchisors think about growth 05:49 Questions every founder should ask 08:01 Why franchise sales are a vanity metric 09:51 Free resources for franchisors & franchisees 11:00 Seek first to understand 14:26 The annual feedback exercise every franchisor should try 17:25 Turning franchisee feedback into action 19:19 Why founders must stay connected to franchisees 21:09 The question every franchisor should ask themselves 22:53 Why your sounding board matters 24:31 Final thoughts   Connect with Erik Van Horn:

In this episode, we sit down with Joe Pepe Jr., CEO of IGNITE Fitness Holdings, one of the largest Planet Fitness area developers and a second-generation leader in the health club industry. Born into a family deeply rooted in fitness entrepreneurship, with his father tracing back to the industry's early days, Joe shares his path evolving from a family-owned gym business to building one of the most successful Planet Fitness franchises in the country.  Pete and Joe also touch on how early risk-taking, embracing disruptive business models, and leveraging private equity fueled explosive growth from just a handful of clubs in Connecticut to over 100 locations across the U.S. and Canada. Joe also discusses the importance of company culture, strategies for scaling teams, the role of marketing, and the impact of industry partnerships, along with a look ahead at opportunities in acquisitions and market development.  On the topic of 'front desk to leadership' and the importance of investing in people, Pepe states, "There are so many stories of people that came in as a minimum wage, front desk worker and now have progressed three, four, five layers on. It's great to see, brings you a lot of joy to see people develop that are truly bought in and enjoy being part of something bigger." Key themes discussed Family legacy in health club industry Early adoption of Planet Fitness model Transition to private equity ownership Franchisee network's role in best practices Marketing strategies for continuous growth Building and developing internal talent Expansion through acquisitions and greenfield development A Few Key Takeaways 1. Legacy and Early Adoption of Planet Fitness: Joe shared how his family were early movers in the Planet Fitness brand, converting legacy clubs into some of the first Planet locations in the early 2000's. Their willingness to switch from big-box gyms like World Gym and Gold's Gym to the Planet Fitness model positioned them as pioneers and benefitted from the new brand's explosive growth. 2. Scaling with Private Equity: He described the pivotal shift from a family-run operation to a private equity-backed enterprise. Bringing on investors enabled them to accelerate growth, hire specialized talent, and reach over 100 locations through both acquisitions and new builds, something not possible without significant capital and operational rigor. 3. Power of the Franchisee Network: This episode also highlighted how valuable the Planet Fitness franchisee network is for knowledge sharing and best practices. Regular meetings, councils, and conferences foster collaboration and have been instrumental for operators like Pepe to learn, share, and refine their approaches. 4. Continuous Investment in Marketing: A key component of Planet Fitness's success is relentless, ongoing marketing at both national and local levels. Planet does not throttle back on ad spending after grand openings, but instead works year-round to attract first-time gym goers and continue fueling growth, maintaining brand visibility and saturation. 5. Growth through M&A and Internal Talent Development: Joe discussed the increasing opportunities in acquiring independent gyms and legacy operators as a growth channel, emphasizing respectful integration and understanding of sellers' perspectives. Additionally, internal development and promotion, from front-desk to leadership, remain core values, creating a culture of advancement and loyalty. Joe Pepe Jr: https://www.linkedin.com/in/joepepe  IGNITE Fitness Holdings: https://www.ignitefh.com/  Planet Fitness: https://www.planetfitness.com   Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com  

Corbin Jennings, a MADabolic franchisee with five units in the D.C. metro area. I have had him on the podcast before, but in this instance, he is no longer a MADabolic franchisee, as he has successfully packaged up all five units and sold them for over $6 million.We discuss the ins and outs of orchestrating a sale like that, building a business worth selling, and what his next steps are as he steps into a corporate role with MADabolic as brand president.—-------------------------------------------------------------------------------------------------------------I solve problems in your business and make you more money.  Guaranteed. For over a decade, I've been working with gym owners (via one-on-one consulting) to help create tailored solutions to solve their business problems, engineer the game plan and empower them to execute the strategy.Stop wishing your business problems are going to magically go away.  Invest in your business and let me solve your problems and optimize your business fast and efficiently. We'll work together daily/weekly, with a monthly call until the problem is solved and then I want you to fire me.  Because this is YOUR business, I'm just here to solve a specific problem and then get out of your way.⁠Learn more about what it's like for us to work together.⁠—-------------------------------------------------------------------------------------------------------------Want to increase your business IQ by 100x for only $50? Get enrolled in Microgym University - the only online business school that teaches you the best practices and business frameworks from some of the most successful brands in our industry, and then lets you decide which ones to install in your business.New courses are added every month. ⁠⁠www.microgymuniversity.com⁠⁠ —-------------------------------------------------------------------------------------------------------------Need help leasing or buying a building?I created the Gym Real Estate Company so that gym owners had someone who could go beyond the duties of a typical real estate broker and actually advise them on business aspects as they relate to site selection, market location fit, operational capacity, facility layout, pre-sell marketing, and more.If you're looking for help with your next lease or if you want us to help you along the journey of buying a building -⁠ ⁠⁠⁠head over to www.gymrealestate.co and book a Discovery Call.⁠—--------------------------------------------------------------------------------------------------------------

We bought in Dean Gravina from Results Media to share some marketing insights and to also clear up what is happening online with AI search at the moment. Not only that, we talk about the importance of Google Reviews and why that matters to businesses in 2026.

One of my franchisees wanted out after just 4 months. Here's exactly what happened, how we handled it, and the hard truth about entrepreneurship most people ignore.Connect with me • X (Twitter): https://x.com/NeelBParekh • MaidThis Franchise info: https://maidthisfranchise.com/ • MaidThis on X: https://x.com/MaidThis• My local business: https://maidthis.com

Franchise development is often viewed through the lens of growth—new locations, new markets, and new franchise agreements. While expansion is certainly part of the equation, the most successful franchise systems understand that sustainable growth depends on something far more important: building stronger operators. The strength of any franchise system ultimately comes down to the people running it. A great location in a strong market can still struggle if ownership is disengaged. Likewise, a franchisee operating in a competitive environment can outperform expectations when they embrace the system, invest in their team, and remain actively involved in the business. That reality has become increasingly important as franchise brands seek long-term growth rather than simply increasing unit counts. One of the most common misconceptions about franchise ownership is that it provides a passive path to entrepreneurship. Many prospective owners enter the process believing they can purchase a proven business model, hire a manager, and step away from day-to-day involvement. While some franchise concepts support semi-absentee ownership structures, the most successful operators typically maintain a strong connection to their business, especially during the critical early stages. Successful franchise development begins by identifying candidates who understand that ownership requires engagement. That engagement does not necessarily mean working inside the business every day. Instead, it means understanding the operation, supporting the team, monitoring performance, and maintaining accountability for results. Franchisees who invest time in learning the business often create stronger foundations that support future growth, including multi-unit ownership opportunities. This focus on operator quality has become increasingly important across the franchise industry. As brands continue expanding, many are placing greater emphasis on candidate selection rather than simply increasing the number of franchise agreements signed each year. Financial qualifications remain important, but experience, mindset, leadership ability, and willingness to follow a proven system often play an even larger role in long-term success. The relationship between franchisor and franchisee is also evolving. Historically, some viewed franchising as a one-way arrangement where corporate leadership dictated strategy and operators followed instructions. Modern franchise systems increasingly recognize the value of collaboration. Franchisees often bring local market knowledge, operational insights, and innovative ideas that can benefit the broader system when properly evaluated and implemented. The healthiest franchise systems create structured opportunities for that collaboration to occur. Franchise advisory councils, peer groups, regional meetings, and open communication channels allow operators to contribute feedback while helping brands remain connected to the realities of day-to-day operations. These feedback loops not only strengthen relationships but also help franchise systems adapt to changing market conditions. At the same time, successful franchise development still depends on consistency. Customers choose franchise brands because they expect a familiar experience regardless of location. Whether visiting a restaurant, retail store, fitness center, automotive service provider, or home services company, consumers expect consistency in service, quality, and customer care. That consistency becomes difficult to maintain when operators move too far away from the system. Many franchise brands have experienced situations where owners attempted to introduce products, services, promotions, or operational changes that were never tested or approved. While the intention may have been positive, these changes often create inconsistencies that weaken the overall customer experience. Strong franchise systems encourage innovation while maintaining the standards that helped the brand succeed in the first place. Customer experience remains one of the most powerful growth drivers available to franchise operators. Marketing campaigns, digital advertising, and promotional efforts all play an important role in attracting customers. However, long-term growth is often determined by what happens after a customer walks through the door. Positive experiences create repeat visits, referrals, reviews, and long-term loyalty. Negative experiences can quickly spread through online reviews and social media. For this reason, many successful franchise systems continue investing heavily in operational excellence and customer service training. Businesses that consistently deliver exceptional experiences often outperform competitors, even in crowded markets. Customers may initially choose a company based on convenience or price, but they frequently return because of trust, familiarity, and the way they were treated. This trend is particularly evident in service-based industries. Consumers increasingly value businesses that communicate clearly, respect their time, and create confidence throughout the customer journey. Whether the service involves healthcare, home improvement, financial services, automotive maintenance, or retail, people want to feel valued and informed. The automotive service sector provides a particularly interesting example of these dynamics. Vehicle ownership patterns have changed significantly over the past decade. New vehicle prices have risen substantially, leading many consumers to keep their vehicles longer than previous generations. As a result, routine maintenance and preventative service have become increasingly important for drivers seeking to maximize the lifespan of their vehicles. This creates long-term opportunities for franchise systems operating within the automotive service category. While headlines frequently focus on electric vehicles and emerging technologies, the reality is that the vast majority of vehicles on the road today still require regular maintenance. Even as electric vehicle adoption grows, service providers continue adapting their offerings to meet evolving customer needs while maintaining the convenience and expertise consumers expect. For entrepreneurs evaluating franchise opportunities, this highlights an important lesson. Rather than focusing solely on trends, successful franchise development often involves understanding long-term demand drivers. Categories supported by recurring customer needs, operational simplicity, and strong consumer demand tend to provide more stable growth opportunities over time. Another factor contributing to franchise success is expectation management. Strong franchise systems work to ensure prospective owners understand both the opportunities and responsibilities involved in ownership. Transparency throughout the evaluation process helps candidates make informed decisions while reducing the likelihood of future disappointment or misalignment. This approach benefits everyone involved. Prospective franchisees gain a realistic understanding of what ownership entails. Existing operators benefit from stronger peers joining the system. Franchisors improve long-term retention and performance. Most importantly, customers receive a more consistent experience because operators enter the business with appropriate expectations and preparation. Franchise development ultimately extends far beyond awarding territories and opening locations. The strongest systems focus on creating environments where operators can thrive, teams can grow, and customers receive exceptional service. Growth becomes a byproduct of operational excellence rather than the sole objective. As the franchise industry continues evolving, brands that prioritize operator engagement, customer experience, collaboration, and long-term support will likely remain best positioned for sustainable success. The future of franchise development will not be defined by how many units a brand opens. It will be defined by how effectively those locations perform, how well operators are supported, and how consistently customers are served. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central on your favorite social platforms and catch The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Kelly Tope Kelly Tope is the Vice President of Franchise Development at FullSpeed Automotive, one of the nation's largest automotive service franchise organizations. With more than 30 years of franchising experience, Kelly has helped entrepreneurs evaluate opportunities, identify the right business fit, and build successful operations across multiple industries. Today, she leads franchise development efforts for leading automotive service brands including Grease Monkey and SpeeDee Oil Change & Auto Service, helping prospective franchisees navigate the path to business ownership through proven systems, operational support, and long-term growth strategies. Her expertise spans franchise development, operator recruitment, multi-unit expansion, and creating successful partnerships between franchisors and franchisees. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping companies attract loyal customers, increase visibility, and accelerate growth. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored five books, earned three U.S. patents, and advised businesses ranging from startups to Fortune 500 organizations. A recognized expert in business growth, customer acquisition, leadership, franchising, and AI-driven marketing strategies, Ford helps organizations identify opportunities, improve performance, and achieve sustainable results. Learn more at ProfitRichrResults.com and watch Fordify LIVE at Fordify.tv.

In this episode of Take-Away with Sam Oches, Sam talks with Michael Montagano, CEO of Dog Haus, a California-based concept serving high-quality burgers, brats, and hot dogs at 60 locations around the country. While Dog Haus has been around now for 16 years and has been franchising for most of that time, the company just launched a unique new Area Director program that will bring in 15 ADs who will help Dog Haus accelerate growth in their designated territories. Those ADs — who are bringing franchise experience from much larger, established brands like Jersey Mike's and Tropical Smoothie Café — will get equity in the brand as well as a presence on the board as Dog Haus looks to establish a relationship with franchisees that is much deeper than the typical franchise arrangement. Sam sat down with Michael in Dog Haus's original location in Pasadena, Calif., to learn more about how this new AD program could help Dog Haus grow to 300 locations and beyond, and they even talk about Dog Haus's unique new beverage relationship with Dr Pepper. In this conversation, you'll find out why:Franchisees should be experts in their trade areasYou should treat your franchisees as the brand partners that they areArea directors are like player coaches who can level up the brand There's no deadline for ramping up growthAn experiential concept in a streamlined footprint equals future restaurant success Register for CREATE here: https://informaconnect.com/create/ Have feedback or ideas for Take-Away? Email Sam at sam.oches@informa.com.

Should landlords trust a franchisor's approval process when replacing a failed franchise tenant? Beth Azor says absolutely not.In Episode 93 of I Own A Shopping Center Now What, Beth Azor breaks down the realities landlords face when franchise tenants struggle or fail. From declining sales and replacement franchisees to franchisor pressure and personal guarantees, Beth explains why landlords must independently evaluate every new operator instead of relying on franchisor approval alone.Drawing from decades of firsthand experience, Beth shares real examples involving restaurant and franchise operators who lacked industry experience, eventually failed, and left landlords exposed. She explains why franchisors are often incentivized differently than property owners, how replacement franchisees should be evaluated like startup businesses, and why landlords need to negotiate tougher protections when approving transfers.

#962 What does it really take to scale a local service business into a national franchise powerhouse? In Part 2 of this two-part episode, host Brien Gearin continues his conversation with College Hunks Hauling Junk & Moving co-founder Nick Friedman, diving into the strategies that helped transform a small moving operation into a $300 million brand. Nick shares lessons on pricing, profit margins, marketing, public relations, and brand building, including how early media coverage and appearances on shows like Shark Tank and Undercover Boss helped fuel growth. He also breaks down the realities of franchising, the mistakes they made along the way, and what entrepreneurs should know before expanding through a franchise model. Whether you're running a home service business or dreaming of building a national brand, this episode is packed with practical insights on scaling, leadership, and long-term growth! What we discuss with Nick: + Pricing and profit margins + Marketing that scales + The power of PR + Shark Tank lessons + Franchising growing pains + Building better systems + Franchisee success stories + Scaling a national brand Thank you, Nick! Check out Nick Friedman at ⁠NickFriedman.com⁠. Check out College Hunks Hauling Junk & Moving at ⁠CollegeHunksHaulingJunk.com⁠. Follow Nick on ⁠Facebook⁠, ⁠Instagram⁠, ⁠LinkedIn⁠. To get access to our FREE Business Training course go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/training⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To get exclusive offers mentioned in this episode and to support the show, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠millionaireuniversity.com/sponsors⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

Most entrepreneurs are stuck, grinding away, chasing trends, or trapped by their own business. In this video, I break down the 5 levels of entrepreneurs, from dreamers to true freedom builders. Find out exactly where you are, what's holding you back, and the mindset shifts you need to reach real location, financial, and time freedom.Whether you're just starting out or scaling up, this ranking will show you the path to building a business that actually sets you free.Connect with me • X (Twitter): https://x.com/NeelBParekh • MaidThis Franchise info: https://maidthisfranchise.com/

Welcome back to HALO Talks! In this episode, we're joined once again by Adam Sedlack, CEO of UFC Gym, for another conversation that explores the evolution of the brand since his last appearance in May, 2019. (Link below.) Adam takes us behind the scenes on navigating the challenges of COVID-19, transitioning to a franchise-focused, asset-light business model, and expanding globally, with UFC Gyms now operating in 48 countries and growing. You'll hear firsthand how strategic decisions protected both the UFC brand and its franchisees, why careful franchisee selection and capitalization are crucial, and how UFC Gym's new concepts, like boutique jiu-jitsu studios, are shaping the industry's future. Plus, Adam shares very candid advice for fitness entrepreneurs, his thoughts on brand partnerships, and what true community means inside—and outside—the gym doors. Whether you're a franchise veteran or just starting out, this episode is packed with a ton of takeaways.  Key themes discussed UFC Gym's global franchising strategy and expansion Navigating COVID-19 financial challenges without bankruptcy Franchisee support, training, and operational infrastructure Introducing UFC Gym Jiu Jitsu boutique model Importance of franchisee passion and capitalization Opportunities for gym conversions and management partnerships Synergies and potential for brand sponsorships in clubs A Few Key Takeaways 1.Asset-Light, Franchise-Focused Strategy Post-COVID: The organization shifted from owning corporate gyms, creating significant rent and debt liabilities, toward an asset-light, franchise-centric model. Assets were sold to well-capitalized franchisees, and proceeds were used to pay off debt, allowing the company to emerge stronger post-pandemic 06:07. 2. Disciplined Franchisee Selection: Success in franchising is not just about expansion but about choosing the right partners. The best franchisees are both properly capitalized and deeply passionate about the brand and its mission. A lack of either capital or passion is a deal-breaker, and sometimes it's about connecting people who have both qualities 20:39. 3. Global Expansion & Diversified Models: The brand is now developing in 48 countries, opening nearly one new gym every week, and is on track to increase that pace. Performance is especially strong in larger 30,000-40,000 square foot models. Additionally, they've launched a low-capital UFC Gym Jiu Jitsu studio to serve smaller markets and new owner-operator franchisees, expanding their reach and appeal 06:23. 4. Operational Infrastructure and Automation: To scale effectively, automation, robust systems, and support infrastructure are essential. The company leverages tools like Club Connect, comprehensive CRMs, and AI to support franchisees, enabling even average teams to perform at high levels by following well-crafted operational manuals 17:41. 5. Potential and Practice of Facility Conversions: There is growing opportunity in converting existing, often underperforming, fitness facilities (sometimes with landlords becoming franchisees) into refreshed UFC Gym-branded locations. The model is flexible, allowing for such conversions and even management partnerships where the UFC Gym team operates facilities on behalf of landlord-owners 26:24. Resources:  Adam Sedlack: https://www.linkedin.com/in/adamsedlack  UFC Gym: https://www.ufcgym.com Adam's first HALO Talks:  https://www.halotalks.com/adam-sedlack-president-ufc-gym (May 2019) Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com

The Founderz Lounge Episode #92 with Don Varady and Steve Bon.In this episode of Business & Bullsh*t, Don and Steve break down the rise of the super franchisee and what it means for the future of franchising. They get into how larger operators and private equity groups are buying up more territory, why mom-and-pop franchisees may be getting squeezed out, and the risk franchisors take when growth starts to outweigh culture, support, and customer experience.They also unpack the Bricks & Minifigs controversy and why franchisees can't afford to go outside the system, even when they think they have a good idea. Then they shift into Random Bullsh*t with a ridiculous luxury car insurance scam involving bear costumes, an IKEA Swedish meatball lollipop that somehow exists, and a sharp Founderz Hot Take on fake AI experts trying to cash in before they've earned the right to teach anybody.If you care about franchising, business growth, private equity, brand standards, and spotting business nonsense before it costs you, this episode is for you.Timestamps:[00:00] Trailer and Intro[00:49] Founderz Roundup[00:54] The rise of the super franchisee[08:02] Bricks & Minifigs franchise controversy[15:08] Random Bullsh*t[15:08] Operation Bear Claw insurance scam[16:55] IKEA's Swedish meatball lollipop[19:18] Founderz Hot Take[19:27] AI experts are getting out of hand[23:52] What The Hell Is This?[24:05] Dolly Parton x Dollar GeneralKey Takeaways:  • The franchise industry is shifting toward larger operators, and mom-and-pop franchisees are going to feel that pressure more and more. ~Don Varady• Some of the best franchisees are not the most polished on paper. They are the people with no plan B who have to make it work. ~Don Varady• Private equity can help fuel growth, but the wrong partner can hurt culture, customer service, and the long-term health of the brand. ~Steve Bon and Don Varady• “I think that the future of franchising will belong to operators, not just entrepreneurs.” ~Don Varady• Franchisees cannot go outside the system just because they think they have a good idea, because one bad move can create a brand-wide mess. ~Steve Bon• A lot of people selling AI advice right now are trying to monetize something they barely understand, and real results still require actual work. ~Don Varady and Steve BonConnect with Don and Steve…Don Varady:Facebook: https://www.facebook.com/don.varady/ Instagram: https://www.instagram.com/donvarady/ LinkedIn: https://www.linkedin.com/in/don-varady-450896145 Steve Bon:LinkedIn: https://www.linkedin.com/in/stephenbon Instagram: https://instagram.com/stevebon8 Tune in to every episode on your favorite platform: Website: https://www.thefounderzlounge.com/ YouTube: https://www.youtube.com/@TheFounderzLounge Spotify: https://open.spotify.com/show/0Nurr4XjBE747qJ9Zjth0G Apple Music: https://podcasts.apple.com/us/podcast/the-founderz-lounge/id1461825349 The Founderz Lounge is Powered By:Clean Eatz:Website: https://cleaneatz.com/Facebook: https://www.facebook.com/CleanEatzLife/ Instagram: https://www.instagram.com/cleaneatzlife/ Website: https://cleaneatz.com/Youtube: https://www.youtube.com/channel/UCJRGrE-Xv4IMW_DbxSOTGGA Bon's Eye Marketing:Website: https://bonseyeonline.com/ Facebook: https://www.facebook.com/bonseyemarketing Instagram: https://www.linkedin.com/company/bon's-eye-marketing/ LinkedIn: https://www.linkedin.com/company/bon's-eye-marketing/ YouTube: https://www.youtube.com/@bonseyemarketing9477  

In this episode of the Franchise Fit Podcast, Lance Graulich sits down at the International Franchise Association with Brian Jackman, President of Ziebart Corporation, and Nick Lambie, award-winning Ziebart franchise owner, Air Force veteran, VetFran Committee member, and Franchisee of the Year.

Strategic expansion in franchising requires more than adding locations. It demands operational consistency, market awareness, strong franchisee relationships, and the flexibility to adapt a proven brand to changing consumer behaviors. As customer expectations continue evolving, franchise systems are increasingly reevaluating where growth opportunities exist and how brands can expand while maintaining a consistent customer experience. One of the biggest shifts occurring across the restaurant industry is the move toward more flexible growth models. Traditional standalone locations remain important, but many brands are now exploring expansion opportunities in airports, universities, travel centers, military bases, stadiums, and other high-traffic environments where convenience and accessibility play a larger role in purchasing behavior. These nontraditional formats allow brands to meet customers where they already are while creating additional growth opportunities in markets that may have previously been overlooked. For established brands, strategic expansion also requires balancing innovation with consistency. Consumers expect convenience, speed, and familiarity, but franchise systems must still protect operational standards and brand integrity across every location. Expanding into new environments often requires adjustments to store footprints, menu offerings, operational workflows, and staffing models while still maintaining the experience customers recognize and trust. That balance becomes especially important for large franchise systems operating across diverse markets. Little Caesars has spent decades building one of the most recognizable restaurant brands in the world through a combination of operational simplicity, value, accessibility, and franchise growth. As the company continues expanding globally, strategic flexibility has become an increasingly important part of how the brand approaches development opportunities. Rather than relying exclusively on traditional retail growth, many restaurant brands are now identifying ways to adapt their footprint to changing consumer habits and real estate conditions. Smaller-format concepts, limited-menu operations, and flexible venue partnerships allow franchise systems to enter markets where traditional development may not always be practical. This approach creates opportunities for both franchisors and franchisees. Flexible development models can reduce operational complexity, improve site availability, and create additional revenue channels while helping brands remain visible in high-traffic locations. At the same time, successful execution still depends on maintaining operational discipline and ensuring franchisees receive the support necessary to operate consistently across varying environments. Franchisee support remains one of the most important components of sustainable franchise growth. Strong systems are built through more than brand recognition alone. Training, operational guidance, real estate support, local marketing assistance, and ongoing communication all contribute to long-term franchisee success. As franchise systems scale, maintaining strong relationships between corporate leadership and operators becomes essential for preserving consistency and supporting growth across multiple markets. One of the more important lessons in franchise development is recognizing that successful expansion is rarely driven by speed alone. Strategic growth requires identifying the right operators, the right markets, and the right operational structure before expansion occurs. Experienced franchise systems often place significant emphasis on candidate evaluation because long-term success depends heavily on alignment between the brand and the franchisee. Operational involvement, leadership capability, coachability, and a willingness to follow proven systems frequently matter more than enthusiasm alone. This is especially true in highly competitive restaurant categories where operational consistency directly impacts customer trust and repeat business. Restaurant brands also face increasing pressure to remain adaptable as consumer expectations continue shifting toward convenience-driven purchasing decisions. Customers today often prioritize accessibility, speed, digital ordering, and location convenience alongside product quality. Brands capable of adapting to these behaviors without sacrificing operational standards are often better positioned for long-term relevance. Strategic expansion is ultimately about creating scalable systems that allow growth to occur sustainably. Growth opportunities may exist in traditional retail corridors, but they may also emerge in travel hubs, entertainment venues, educational campuses, and other nontraditional environments where customer behavior continues evolving. Franchise systems that remain flexible while maintaining operational consistency are often the ones best positioned to expand successfully over time. As the franchise industry continues changing, strategic expansion will increasingly depend on a brand's ability to combine operational discipline, franchisee support, and customer convenience into a growth strategy that remains adaptable across multiple market conditions. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central on your favorite social platforms and catch The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Bryan Ketelhut Bryan Ketelhut is the VP of Franchising & Business Development at Little Caesars, where he leads franchise growth initiatives across traditional and nontraditional markets throughout the United States. Bryan began his career with Little Caesars as a franchisee before moving into franchise operations and eventually leading the company's non-traditional development efforts, helping expand the brand into airports, universities, military bases, stadiums, convenience stores, and other flexible retail environments. With extensive experience spanning franchise operations, development strategy, site selection, and scalable growth models, Bryan brings a unique perspective shaped by both hands-on operational experience and executive leadership within one of the world's most recognized restaurant franchise systems. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping companies attract loyal customers, expand brand visibility, and drive innovation. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored five books, earned three U.S. patents, and advised organizations ranging from startups to Fortune 500 brands. His expertise spans business growth strategy, customer acquisition, leadership, franchising, and AI-driven content systems that help businesses improve performance in rapidly changing markets. Learn more at ProfitRichResults.com and watch Fordify LIVE at Fordify.tv

Meet Mark Vaughn, who has just started his Jim's Mowing franchise and shares what it has been like.He shares how he uses AI to help with quotes and advice, plus other great new starter information. To learn more about Jim's Mowing, visit www.jimsmowing.com.au

Two friends. Two franchise brands. Both blindsided by the same private equity playbook. I break down what happened — the right of first refusal trap, the replacement cost game, the "second bite of the apple" pitch — and what every franchisee needs to know BEFORE the buyers come knocking.   Timestamps: 0:00 — The ROFR Trap: When Your Franchise Exit Isn't Really Yours 0:30 — Two Friends, Two Franchise Brands, Same Private Equity Playbook 1:32 — Why an Early Brand Sale Can Attract New Buyers 1:59 — Sometimes It's the Franchisee, Not the Brand 3:24 — What Private Equity Brings: Money AND Influence 4:30 — The "Second Bite of the Apple" CEO Pitch 4:49 — Opportunity Cost: Every Yes Comes With a No 5:43 — Why Buyers Try to Knock Down the Price Before Closing 6:56 — The Replacement Cost Trap: "What Do You Actually Do Every Day?" 14:44 — The Hidden Franchise Agreement Clause That Blew Up the Deal   Connect with Erik Van Horn:

Diary of a Franchise is officially back.If you've been around since the Remote Local or Freedom Formula days , hey, welcome back. If you're new here, perfect timing, WELCOME!Neel's been off the mic for a year, and he's returning with a rebrand, a whole lot of lessons, and zero filter. Diary of a Franchise is exactly what it sounds like: a front-row seat to building MaidThis into a national cleaning brand. The wins, the losses, the "what was I thinking" moments, all of it.Here's how it's gonna work:Every Friday, Neel drops a Diary of a Franchise episode, basically a weekly vlog in podcast form covering what he actually worked on that week to grow the brand.Mid-week, you get Playbook of a Franchisee , strategies, mindset, tools, and everything he wishes someone had told him sooner. Whether you're scaling an existing business or just franchise-curious, this one's for you.And yes, interviews are coming back too.This isn't polished corporate content. It's built-in-public, unfiltered, and real , just like everything Neel puts out on YouTube and in the newsletter.So if that's your thing, stick around. If it's not, no hard feelings.But if you're ready to follow the journey, let's go.

McDonald's new AI ordering system ArchIQ is already getting tested in five US drive-thrus -- yeah after ditching the old IBM bot that kept screwing up orders they hooked up with Google Cloud to roll out this voice assistant that supposedly nails 90% of transactions with zero human help, pings managers on the fly, and sends orders straight to the kitchen while the real employees get "freed up" for window chats. Franchisees are hyped it cuts the chaos during peak hours but everyone else knows it's just another step toward replacing the kid taking your order with a glitchy chatbot that still can't handle accents or "no pickles" without a meltdown. Watch the podcast episodes on YouTube and all major podcast hosts including Spotify. CLOWNFISH TV is an independent, opinionated news and commentary podcast that covers Entertainment and Tech from a consumer's point of view. We talk about Gaming, Comics, Anime, TV, Movies, Animation and more. Hosted by Kneon and Geeky Sparkles. Get more news, views and reviews on Clownfish TV News - https://more.clownfishtv.com/ On YouTube - https://www.youtube.com/c/ClownfishTV On Spotify - https://open.spotify.com/show/4Tu83D1NcCmh7K1zHIedvg On Apple Podcasts - https://podcasts.apple.com/us/podcast/clownfish-tv-audio-edition/id1726838629 MORE CLOWNFISH TV - Official Merch Store: http://ClownfishMinus.com Facebook - https://facebook.com/ClownfishTV X - https://x.com/ClownfishTVcom Clownfish TV subreddit: https://www.reddit.com/r/ClownfishTVOfficial/ Disclaimer: This series is produced by Clownfish Studios and WebReef Media, and is part of ClownfishTV.com. Opinions expressed by our contributors do not necessarily reflect the views of our guests, affiliates, sponsors, or advertisers. ClownfishTV.com is an unofficial news source and has no connection to any company that we may cover. This channel and website and the content made available through this site are for educational, entertainment and informational purposes only. These so-called “fair uses” are permitted even if the use of the work would otherwise be infringing. #News #Podcast #FYP #Shorts #McDonaldsAI #ArchIQ #AIDriveThru #McDonaldsDriveThru #FastFoodAI #GoogleCloudAI #McDonaldsNext #ArchyAI #PopCulture #Tech #Anime #FYP Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

On this episode of The Ty Brady Way, Ty sits down with Scott Jones, a 30-plus year veteran of the franchise world who has sat on every side of the table. He's been a multi-unit franchisee across multiple brands, a franchisor, and a co-founder of a support services company that now serves about 80,000 franchised locations worldwide. If there's a three-sided fence in franchising, Scott's been on all three sides of it, and that perspective is exactly what makes this conversation worth your time. Scott's entrepreneurial roots go back to his childhood dinner table. His dad was a corporate executive with an oil company who hit an inflection point when the company got acquired and relocation to Chicago was the only way to keep his job. He said no, walked away, and started building businesses. Scott watched all of it up close. He never had a job until he graduated college, was always creating something on his own, and didn't stay in the corporate world long before following the same path his dad had blazed. That early front-row seat to what entrepreneurship actually looks like, the good days and the hard ones, shaped everything that came after. One of the most honest moments in this conversation is when Scott shares his real take on the franchise industry. Out of more than 4,000 unique franchise brands, he believes about half are absolute train wrecks based on unit economics alone. They don't have the support systems, the processes, or a game plan that gives someone a real shot at success. Another 40% are okay to good. That leaves roughly 10% that are truly exceptional. He knows that's not a popular thing to say in his industry. He says it anyway because it's the truth, and because his whole job is built on helping people find that 10%. Ty and Scott get into the biggest mistake people make when looking at franchises: falling in love with the widget. I like this sandwich, so this must be a great business. Scott reframes the whole conversation by asking a different question: how are you going to measure any opportunity? The moment he asks that, nobody talks about sandwiches anymore. They start talking about quality of life, financial goals, what they want their life to look like in one year, three years, ten years. A business is a vehicle. The question is whether it's the right vehicle for where you're actually trying to go, and whether you're the right person to drive it. The early mistake Scott owns is one a lot of founders share: he had to control everything and couldn't let go. It took a good mentor and some hard experience to recognize that his job wasn't to do all the tasks himself. It was to build people, develop systems, and create a culture where exceptional is expected and rewarded. He makes a point worth sitting with: average employees can hide in a large corporate environment. In a small business, they hurt you. The goal is to build a culture where people who think and work at a high level actually thrive, and where people who haven't operated that way before get the chance to discover they can. The story that closes this episode is one Scott spoke about the day before recording. Two engineers, both in corporate jobs, came to him five years ago with a dream of eventually working their way out. The plan was to start a franchise, keep both jobs, and maybe in two years he'd be able to leave. They found a boutique fitness franchise in Alabama. He left his job in five or six months. Eight or nine months later they added a second business. A year ago they added a third. Their net worth has increased about tenfold over five years. She still works her corporate job by choice. They're now looking at buying the buildings their businesses operate in rather than leasing them. That's the outcome Scott is working toward every time he picks up the phone. His closing message is simple and direct: don't settle. Too many people are stuck in a life they don't love because it's the thing they know. There are better ways. The only thing standing between where you are and where you want to be is the willingness to step outside what's familiar and find out what's actually possible.  

Most franchise leaders think franchisees resist the system itself, but the real issue is often a lack of buy-in from the beginning. In today's episode, we sit down with Joel Worthington, former president of Mr. Electric, to unpack why franchisee buy-in is one of the hardest things for leaders to create and why communication is often the missing piece. After spending 16 years as a pastor before stepping into franchising, Joel shares how leadership, trust, communication, and curiosity shape the way franchisees respond to change This conversation goes far beyond communication tactics. Joel breaks down why leaders often move too quickly into problem-solving, how curiosity creates better conversations, and why compliance alone is never enough and why franchisees are far more likely to buy into systems they feel connected to rather than systems they feel forced into. He also shares the GUIDE leadership framework he used while leading more than 200 franchise locations and explains how better communication helped transform culture, trust, and performance across the brand.We also dive into the leadership mistakes that quietly create resistance, why compliance alone is never enough, and how strong franchise systems still fail when leaders don't know how to create emotional buy-in from their people.So, if you've ever wondered why franchisees push back, resist change, or fail to fully engage with the system, this episode will completely change the way you think about leadership in franchising.Connect with Joel:Website: https://www.joelworthington.com/Episode Highlights:Joel's transition from pastor to franchise leaderWhy franchising and pastoring are more similar than people thinkThe communication mistakes most leaders makeWhy franchisees resist systems and processesHow to create buy-in instead of complianceJoel's GUIDE leadership frameworkWhy leaders solve problems too quicklyThe role trust plays in franchise growthHow curiosity changes difficult conversationsWhy leadership development drives long-term growthConnect with TracyPersonal LinkedIn: https://www.linkedin.com/in/tracy-panase/JBF LinkedIn - https://www.linkedin.com/company/jbfsaleJBF Franchise System - https://jbfsalefranchise.com/Email: podcast@jbfsale.comConnect with ShannonPersonal LinkedIn - https://www.linkedin.com/in/shannonwilburn/       JBF LinkedIn - https://www.linkedin.com/company/jbfsaleWebsite - https://shineexecutivecoaching.com/Email - shannon@shineexecutivecoaching.com

On this episode of The Ty Brady Way, Ty sits down with Matt Stevens, known simply as The Franchise Guy. Matt has spent 25 years as a franchise consultant flying the flag with FranChoice, an international group of franchise professionals who help people find the right business opportunity without the guesswork. Before that, he spent years inside the franchise world itself, starting as a young guy running a painting business in New Hampshire in 1988, working his way up to franchise development roles, and flying around the country for years before realizing he was missing his daughter's childhood in the process. That wake-up call led him to where he is now, and he hasn't looked back. The story that sets the tone for this whole conversation starts in the cold. Matt was running his painting franchise in southwestern New Hampshire, and leads were thin. No direct mail, no digital marketing, just door knocking and yard signs. So he made a decision: every weekend, he would cold call houses until he had 10 estimates scheduled. He did that for months straight, in February, March, and April, walking streets in a short sleeve shirt in mid-fifty-degree weather because he was moving fast enough to stay warm. He never left a Sunday night without those 10 appointments. That year he won rookie of the year for the Northern New England division. He credits two things: fear and pride. He had given up a baseball summer to run a business, and he was not going home empty-handed. Ty and Matt get into what actually separates the top performers in franchising from everyone else. Matt calls it exercising your ABs: Attitude, Ambition, Behavior, and Skill. But the fifth element, the one most people miss, is Engagement. He learned that the hard way in 1988 when he spent hundreds of hours solving problems on his own that a single phone call to a neighboring franchisee could have answered in ten minutes. The whole point of a franchise system is that you are not doing it alone. You paid for the knowledge of everyone who came before you. Not using it is like buying a map and refusing to open it. One of the most practical parts of this conversation is Matt's take on the single biggest mistake people make when looking at franchises: turning assumptions into conclusions. Someone sees a franchise advertised for $70,000 and assumes that's the total investment. Someone else assumes they need millions to get started. Matt placed a candidate who got into a franchise for $15,000 cash, borrowed another $50,000, built it for seven years, and retired. The numbers are almost never what people assume, and a few honest conversations can change everything. Matt also walks through how he structures his days when things are clicking: one consultation, one introduction, and consistent marketing activity every single day. He sets aside time rather than chasing a number, because he knows that some days one hour of marketing produces five appointments and some days it produces zero. The activity is what matters. He calls it butt in seat, and it's the same principle whether you're trying to lose weight, renovate a room, or build a business. The story that closes this episode is one Matt has carried with him for fifteen years. A friend got downsized from a $200,000 executive role and came to Matt looking for a business. He found the right opportunity, but hesitated too long and someone else grabbed it. He started over with a second option. Then the person who bought the first opportunity had a serious health issue and had to sell, and Matt called his friend and said, this is yours if you want it, pennies on the dollar. His friend bought both businesses. He has been franchisee of the year in both national systems and is still going strong fifteen years later. That's the kind of outcome that keeps Matt doing what he does. His legacy is simple: do the right thing, and trust that one person can do what another person has already done. You just have to know what that person actually did to get there.  

Todd Krause's BIO: Todd A. Krause is the owner of The Cleaning Authority – Fishers, where he grew the business from $1.8 million in revenue to more than $4 million while building a diverse team and a thriving workplace culture that prioritizes people, performance, and long-term success. His leadership approach has earned multiple industry recognitions, including Franchisee of the Year honors. Todd holds an MBA and is a Certified Public Accountant, with more than three decades of experience leading and growing businesses across multiple industries. Over the course of his career, he founded and scaled a fund administration firm managing more than $2 billion in assets under administration, helped launch and grow a major bank business unit that reached $14 billion in assets, and led organizations ranging from startups to complex global enterprises. Today, Todd is the founder of Silversun Consulting, a firm dedicated to solving the growth challenges that keep home-service businesses stuck. Through his consulting, speaking, and writing, he shows business owners how to build companies that grow sustainably by combining strong leadership, effective systems, and positive, culturally competent workplace environments. Todd's work centers on a simple belief: when businesses create caring, positive workplaces where employees thrive, they retain great people, deliver exceptional service, and build companies that grow faster, become more profitable, and operate with less owner stress. He is an author, TEDx speaker, keynote presenter, and passionate advocate for leadership that uplifts employees, strengthens businesses, and improves lives in the communities they serve. In this episode, Virginia and Todd talked about Todd's background in finance Todd's entry into business ownership Business growth vs. business scale Secrets to developing your human capital Leadership advice for solopreneurs Takeaways:  Your goal as a business owner is to build an asset. Bonus the people who help grow your business. Toxic culture = employee turnover and loss of clients. Being a solopreneur doesn't mean that you are working solo and doing everything. Get out of your comfort zone. That's where growth happens. Connect with Todd Krause on his social media accounts to learn more about his work and insights into networking effectively: LinkedIn URL https://www.linkedin.com/in/toddakrause/ Facebook URL https://www.facebook.com/profile.php?id=61554499613120 Instagram URL https://www.instagram.com/toddakrause/   Connect with Virginia: https://www.bbrpodcast.com/ Download my Business by Referral Blueprint and create consistent revenue! https://mktg.masterconnectors.com/business-by-referral-blueprint 

Franchise evolution is one of the most important factors in determining whether a brand can remain competitive over the long term. Consumer expectations shift, markets change, operational costs fluctuate, and new technologies continue reshaping how businesses connect with customers. Brands that fail to adapt risk becoming outdated, while those willing to evolve strategically are often the ones that continue growing for decades. That balance between consistency and adaptability is something Dan Doulen understands well. As Senior Director of Franchise Business Development at Golden Corral, Dan works with one of the most established restaurant franchise systems in the country. With more than 50 years of brand history and hundreds of locations nationwide, Golden Corral has experienced multiple shifts in consumer behavior, restaurant trends, and economic cycles. Remaining relevant through those changes requires more than maintaining a recognizable brand. It requires ongoing franchise evolution. One of the key themes behind franchise evolution is understanding that customer expectations are never static. What consumers wanted from restaurants ten or twenty years ago is different from what they expect today. Value still matters, but convenience, flexibility, quality, and experience have become equally important factors influencing purchasing decisions. For legacy brands, adapting to those changes can be challenging. Long-established systems often have deeply ingrained operational models and infrastructure. While those systems provide stability, they can also create resistance to change. Successful franchise evolution requires brands to evaluate what should remain consistent while identifying areas that need modernization. Golden Corral's approach reflects this balance. Rather than abandoning the core identity that made the brand successful, the company has focused on evolving operationally and strategically. This includes exploring smaller and more flexible footprints, conversion opportunities, and nontraditional real estate locations that better align with current market conditions. Real estate strategy has become an increasingly important part of franchise growth. Traditional standalone locations with large footprints may not always provide the best path for expansion in every market. By considering alternative spaces and adaptive reuse opportunities, brands can reduce development costs while increasing flexibility. This type of strategic evolution allows franchise systems to expand more efficiently while responding to changing commercial real estate conditions. Franchise evolution also depends heavily on franchisee relationships. Dan repeatedly emphasizes the importance of maintaining a franchisee-centric culture. In mature franchise systems, collaboration between corporate leadership and franchisees becomes essential for making informed decisions and maintaining operational alignment. Franchisees provide direct insight into customer behavior, operational challenges, and local market trends that can help shape broader brand strategies. Strong franchise systems recognize that innovation does not only come from the corporate office. Some of the most impactful ideas emerge from operators working directly within the business every day. Another major factor influencing franchise evolution is operational flexibility. Consumer habits continue changing, especially in the restaurant industry. Some customers prioritize convenience and speed, while others value experience and variety. Brands that can adapt their systems to accommodate multiple customer preferences are better positioned to remain relevant across changing demographics. Golden Corral's ability to appeal to a wide range of customers reflects this flexibility. From families and value-focused diners to health-conscious consumers looking for variety, the buffet model continues evolving alongside broader dining trends. Maintaining relevance requires not only operational consistency but also a willingness to adapt menus, marketing, and guest experiences over time. Ford Saeks often emphasizes that visibility and relevance go hand in hand. Businesses cannot rely solely on past success to maintain momentum. As consumer behaviors shift toward digital discovery, AI search, and online reviews, brands must continuously evaluate how they are being perceived and discovered in the marketplace. This is especially important for franchise brands with multiple locations. A strong national presence matters, but local visibility and customer engagement remain critical for individual unit performance. Franchise systems that effectively combine national branding with localized marketing support are often better positioned for sustainable growth. Franchise evolution also requires leadership willing to think proactively rather than reactively. Brands that wait too long to adjust operational models, technology, or development strategies often face greater challenges later. Continuous evaluation and strategic flexibility allow organizations to respond more effectively to market changes before they become major obstacles. As markets continue evolving, franchise systems that remain adaptable while protecting their core identity will have a significant advantage. Growth today is not simply about adding more units. It is about building systems that can respond to change, support franchisees effectively, and maintain relevance with customers over time. Dan Doulen's work highlights an important reality for franchise leaders. Longevity is not created by standing still. It is built through continuous franchise evolution supported by strong systems, strategic adaptability, and a commitment to staying relevant in changing markets. Watch the ful episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central on your favorite social platforms and catch The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Dan Doulen Dan Doulen is the Senior Director of Franchise Business Development at Golden Corral, where he helps lead franchise growth initiatives for one of the most recognized restaurant brands in the country. With more than 20 years of experience in franchise development and over four decades in the restaurant industry, Dan brings extensive expertise in franchise operations, real estate strategy, multi-unit growth, and franchisee support. Throughout his career, he has worked with emerging and established restaurant brands, helping them evolve, adapt to changing markets, and build sustainable systems designed for long-term success. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping companies attract loyal customers, expand brand visibility, and drive innovation. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored five books, earned three U.S. patents, and advised organizations ranging from startups to Fortune 500 brands. His expertise spans business growth strategy, customer acquisition, leadership, franchising, and AI-driven content systems that help businesses improve performance in rapidly changing markets. Learn more at Profit Rich Results and watch Fordify LIVE at Fordify.tv

What is your process for onboarding franchisees? Do you have thoughts or ideas on how to improve? Our guest today is Ryan Parsons, who shares with us how onboarding is critical to franchise success sharing insights with roughly 1,000 franchises. TODAY'S WIN-WIN: No unloving pass offs.LINKS FROM THE EPISODE:Schedule your free franchise consultation with Big Sky Franchise Team: https://bigskyfranchiseteam.com/. You can visit our guest's website: https://evivebrands.com/Attend our Franchise Sales Training Workshop:  https://bigskyfranchiseteam.com/franchisesalestraining/Connect with our guests on social: rparsions@evivebrands.comABOUT OUR GUEST:Ryan Parsons is the Chief Executive Officer of Evive Brands, a Scottsdale-based franchise platform uniting Executive Home Care, Assisted Living Locators, Grasons, The Brothers That Just Do Gutters, and Maid Brigade. He leads a nationwide network of approximately 1,000 franchise locations, steering growth with disciplined execution and an unwavering focus on brand stewardship and community impact. Parsons champions a world-class onboarding experience, hands-on training, and continuous follow-up so owners can master systems and deliver consistent, high-quality service. He partners closely with brand presidents and franchisees, fostering cross-brand collaboration, operational rigor, and measurable results. A believer that “nothing in franchising is automatic,” he sets clear standards, invests in enablement, and holds teams accountable to data-driven goals. Under his leadership, Evive is expanding its footprint, elevating service quality, and amplifying each brand's purpose in local communities across the country. Parsons shares insights on leadership, execution, and franchise performance with industry media and conferences.This episode is powered by Big Sky Franchise Team. Big Sky Franchise Team is consistently recognized as one of the best franchise consulting firms in the world, helping entrepreneurs franchise their businesses through a proven 3-Step franchise process rooted in ethical principles, hands-on guidance, and customized deliverables.  If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/. The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions.

Richard Gearhart and Elizabeth Gearhart, co-hosts of the Passage to Profit Show interview AI and 3D tech leader James Thornton from Tafi and Daz 3D, franchise expert Cliff Nonnenmacher from Franocity and cybersecurity expert Eric Kanagy from Simplesense. James Thornton, Co-Founder and CEO of Tafi and Chairman & CEO of DAZ 3D, reveals what it really takes to build billion-dollar companies, why most entrepreneurs misunderstand scaling, and why data—not AI models—is becoming the true power behind the future of artificial intelligence. In this inspiring and deeply personal episode, James shares lessons from rebuilding struggling companies, surviving a life-changing stroke in his twenties, creating industry-leading 3D AI technology, and helping shape the next generation of AI-driven business tools. From prompt engineering and AI workflows to resilience, leadership, innovation, and the future of digital humans, this episode delivers powerful insights every entrepreneur, creator, and business leader needs to hear. Read more at: https://www.daz3d.com/ Franchise expert Cliff Nonnenmacher, founder of Franocity reveals what most people completely misunderstand about franchising, wealth creation, and escaping corporate America. In this eye-opening episode, Cliff explains how the right franchise can dramatically reduce business failure risk, why “freedom within the framework” creates successful entrepreneurs, and the critical financial and personality traits needed before investing. He also breaks down the industries he believes are most resistant to AI disruption — including home services, trades, senior care, biohacking, and youth enrichment — while sharing the biggest mistakes aspiring franchise owners make when chasing passive income and financial freedom. Read more at: https://franocity.com/ Cybersecurity expert and SimpleSense founder Eric Kanagy reveals how AI is rapidly changing the future of cyber warfare, infrastructure security, and online safety. From hacked water utilities and nation-state attacks to AI-generated scams and fake voices, this eye-opening conversation explores the growing threats businesses and everyday people face as artificial intelligence becomes more powerful. Eric explains why critical infrastructure is vulnerable, how AI is helping both attackers and defenders, and what entrepreneurs can do now to stay protected in an increasingly dangerous digital world. Read more at: https://simplesense.io/ Whether you're a seasoned entrepreneur, startup founder, inventor, or small business owner, the Passage to Profit Show is a leading podcast for insights on entrepreneurship, innovation, intellectual property and business strategy. Hosted by Richard Gearhart and Elizabeth Gearhart, the show features industry leaders, investors, and founders who share real-world lessons on scaling companies, protecting ideas, building generational wealth, and navigating today's evolving business landscape. Visit https://passagetoprofitshow.com/ for the latest episodes, expert interviews, and resources designed to help you grow, protect, and profit from your ideas. Chapters (00:00:00) - Passive Intelligence: The Future of Business(00:00:25) - Passage to Profit(00:02:13) - We Got Our Patent Granted(00:02:51) - If You Filed Your Return Late, You Can Get a Ref(00:03:48) - A Few Words on Ted Turner(00:04:38) - Jimi Hendrix Legacy Lawsuit(00:05:55) - Mother's Day Plans in New York(00:07:41) - What Was the One Decision That Changed the Direction of Your Business?(00:08:41) - How to Build a Wealth of Franchising(00:10:23) - What Changed the Direction of Your Business?(00:12:18) - The One Decision That Changed the Direction of Your Business(00:15:02) - How Hard Do You Have to Work to Create a Billion-D(00:15:59) - Clifford Robbins on Working Nonstop(00:19:58) - How Having a Stroke Changed My Perspective on Life(00:22:43) - The true power of AI is data(00:25:34) - How to Describe Yourself to the AI(00:28:32) - Car Shield(00:29:43) - Better Health Insurance for You(00:30:43) - How Daz For 3-D Artists Is Taking on AI(00:40:24) - Best Uses of AI in Business Owners Roundtable(00:42:38) - ChatGPT: The Future of Image Generation(00:44:19) - Business Owners Roundtable: Real AI Use Cases(00:46:02) - Debtor Assistance Hotline(00:48:27) - The Secret to Intellectual Property(00:52:00) - Buy a Franchise(00:54:59) - How to Get Out of Corporate America(00:56:36) - Do You Need a Franchise to Create Wealth?(01:00:59) - Should You Buy a Franchise or Start a Business?(01:03:19) - What to Know Before Becoming a Franchisee(01:04:10) - Immortal Franchising: The furthest distance from AI(01:06:20) - Is Cybersecurity More Secure Than Ever?(01:12:25) - James Poneman: Could AI Prevent Cybersecurity Attacks?(01:19:02) - Car Shield(01:20:06) - Memory of the Phone(01:21:22) - Secret Weapons of the Entrepreneurial Mind(01:24:05) - How to Be More Helpful to Others(01:25:12) - Richard Gearhart and Elizabeth Gearhart: Rest Is Not Optional(01:26:50) - Passive to Profit

Lloyd Richardson took over Jim's Bookkeeping in 2018 with around 20 franchisees. Seven years later, the division has more than 67 franchisees, 9 regional franchisors, and just became the first division in the network to earn the 50-franchisee plaque on the Jim's training room wall.Lloyd is a fellow CPA who grew up inside his father's accounting firm, scaled it to 26 staff, sold it in 1999, and retired. He came back to consulting, met Jim Penman, and ended up running one of the strongest divisions in the Jim's Group. In this episode of the Jim's podcast, Lloyd sits down with Joel to break down how the division actually works, what makes a successful Jim's Bookkeeping franchisee, and why his vision for the group is to build the happiest bookkeepers in Australia.Lloyd also covers the Payday Super legislation coming in on 1 July, why every Jim's franchisor needs to know about it, and the new MYOB Solo deal that gives any new business owner a year of accounting software plus 2 months of a Jim's bookkeeper for $11. He also explains the new regional franchisor pathway designed specifically for existing accounting firm owners who want to slow down without selling.timestamps 00:00 Introduction00:19 50 Franchisees and Growing01:20 Lloyd's Accounting Background02:56 Taking Over Jim's Bookkeeping05:54 Franchise Myths Accountants Get Wrong07:33 How the Franchise Works09:08 Weekly Support and Ask the Experts11:46 Training and Systems16:12 Traits of Successful Franchisees18:45 Regional Franchisor Opportunities21:14 Getting Your First Clients25:30 Starting Part-Time26:31 Services Offered27:31 Payday Super Explained30:29 Vehicle Log Books and Tax31:47 Cash Flow Advisory33:48 AI and the Future of Bookkeeping41:13 Building Wealth Through Business49:10 Franchise Costs51:56 The Happiest Bookkeeper53:00 Contact and Final Thoughts

75–100 doors is where most PM companies hit the wall. And the reason is almost always the same: the owner won't hire fast enough.In this episode, I'm joined by Nate Tew, CEO and co-founder of Keyrenter Property Management. They've got 94 locations and about 14k (yes, thats fourteen THOUSAND) doors under management. We dig into PM franchise models, Nate's Model 300 framework, and why he's deliberately keeping growth slower than it could be (Keyrenter would be 2-3x its current size if they accepted every applicant).We discuss:(00:01:40) - Nate's background and career(00:07:07) - Taking a Franchisor approach(00:16:29) - Sponsor - DoorLoop(00:18:05) - Unit Economics(00:21:41) - Painful Decisions and turning away potential Franchisees(00:25:31) - Early signs of the success of a Franchisee(00:28:30) - Intellectual Property(00:39:18) - Sponsor - Enterprise Bank & Trust(00:40:42) - Breaking out of the discomfort in hiring and training(00:49:05) - What the most profitable franchisees are doing differently(00:52:05) - Leadership philosophies and plateau points(00:58:07) - Contrarian Thinking in PMNate breaks down the unit economics behind 23% same-store revenue growth, what separates his most profitable franchisees, and the early signs that tell him a new franchise owner is going to win.We also get into a contrarian take I mostly agree with: most "bad owner" stories aren't really about the owners.If you're scaling a PM company (or thinking about the franchise path) this one's well worth your time.__Resources for Property Managers & Real Estate EntrepreneursCrane – Private PM Owner Community → Join a private network of property management owners and operators: https://joincrane.co/Free Weekly Newsletter → Property management insights, strategies, and industry updates direct to your inbox: https://peter.beehiiv.com/subscribeRL Property Management → Learn more about Peter's company and services in Columbus, Ohio: https://rlpmg.com/__Disclaimer: The content of this podcast is for informational purposes only and does not constitute professional advice. I may have consulting agreements with, or financial interests in, companies mentioned in this podcast (more info here: https://www.peterlohmann.com/financial-interest-disclosure ). Additionally, some of the links included may be affiliate links, meaning I may earn a commission if you purchase through these links. Always perform your own due diligence before making any financial or business decisions.

One Jim's Hazmat franchisee did $750,000 in revenue in his second year while taking three months off. In this episode Joel sits down with Gary, the Jim's Hazmat franchisor, and Jason, the national franchise manager, to break down what is one of the fastest growing and least understood divisions inside Jim's Group. Gary started six years ago working from a corner of his kitchen and now leads 31 franchisees across the country. Jason walks through the three day induction, the 13 services Hazmat franchisees deliver, and what kind of person succeeds in the role. You will hear the real numbers behind the division, including a $42,000 fire job finished in three days and a $90,000 asbestos job done by a franchisee less than a year into the business. Gary explains why most franchisees pay off their buy-in within six months, how the team coordinates work across franchisees instead of competing, and why he set a goal of 1,000 franchisees. If you want to know what franchise opportunity Joel calls the best kept secret in Jim's Group, start here.0:00 The $42k and $90k jobs that paid off franchises0:46 Gary's journey from FIFO worker to Jim's Hazmat4:19 What Jim's Hazmat actually does6:17 The 3-day induction and 13-service training10:16 Six years building from a kitchen corner13:04 Hoarder cleans and jobs nobody else wants17:47 Women in Hazmat and partner involvement19:56 Buy-in costs and 6-month payback24:20 Why there's no income ceiling in this division28:00 The $42k fire job and $90k asbestos job30:31 Hard work, hot conditions, real reward34:05 Goal of 1,000 franchisees37:18 Training and support for new franchisees40:41 Full fees breakdown41:42 From Audi manager to $750k revenue in year two45:04 Why this is Jim's Group's best kept secret49:58 Expanding into New Zealand

The Founderz Lounge Episode #88 with Don Varady and Steve Bon.In this episode, Don and Steve sit down with Matt Hall to break down what actually makes a successful franchisee. Matt shares his story from the factory floor to becoming one of the top operators in the Clean Eatz system, and why consistency, process, and community involvement matter more than hype.They get into what most franchisees misunderstand, why some owners struggle to follow the model, how to build a strong team culture, and what separates elite operators from the ones who keep getting in their own way. Matt also opens up about burnout, leadership, health, and how personal discipline affects business performance.If you want to build a better business, lead people well, and understand what it really takes to win as a franchisee, this episode is for you.Timestamps:[00:00] Trailer and Intro[02:06] Matt Hall's background[04:58] Why Clean Eatz was different[06:40] Fears of buying a franchise[09:10] Franchise misconceptions[12:35] Helping improve the system[15:22] Why following the model works[16:31] What separates top franchisees[19:55] Matt's non-negotiables[23:05] Corrective action and process[26:30] Building culture and retaining great people[30:42] What Matt looks for when hiring[32:16] Why franchisees resist the model[34:34] The danger of freelancing in a franchise[38:05] Multi-unit misconceptions[40:50] Burnout, motivation, and staying engaged[47:50] How to rebuild momentum when struggling[51:08] Fitness, discipline, and longevityKey Takeaways:  • “We don't tell the customer no.” ~Matt Hall• Fear is one of the biggest reasons franchisees struggle, especially when it comes to marketing, hard conversations, and getting outside their comfort zone. ~Matt Hall• “There's never a time that we are too busy to ever follow the process.” ~Matt Hall• “I build the team and the team builds the company.” ~Matt Hall• Strong franchise systems get better when franchisees bring high standards, solve problems, and help improve the brand instead of just consuming what is already there. ~Don Varady• Building people matters because joining a franchise does not remove responsibility. Owners still have to show up, represent the brand, and do the grassroots work. ~Steve BonConnect with Matt Hall:Clean Eatz Louisville: Website: https://locations.cleaneatz.com/ky/louisville/meal-prep-103.htmlMatt Hall on Social Media:LinkedIn: https://www.linkedin.com/in/matthew-hall-69220443/Instagram: https://www.instagram.com/matthall502/Connect with Don and Steve…Don Varady:Facebook: https://www.facebook.com/don.varady/ Instagram: https://www.instagram.com/donvarady/ LinkedIn: https://www.linkedin.com/in/don-varady-450896145 Steve Bon:LinkedIn: https://www.linkedin.com/in/stephenbon Instagram: https://instagram.com/stevebon8 Tune in to every episode on your favorite platform: Website: https://www.thefounderzlounge.com/ YouTube: https://www.youtube.com/@TheFounderzLounge Spotify: https://open.spotify.com/show/0Nurr4XjBE747qJ9Zjth0G Apple Music: https://podcasts.apple.com/us/podcast/the-founderz-lounge/id1461825349 The Founderz Lounge is Powered By:Clean Eatz:Facebook: https://www.facebook.com/CleanEatzLife/ Instagram: https://www.instagram.com/cleaneatzlife/ Website: https://cleaneatz.com/Youtube: https://www.youtube.com/channel/UCJRGrE-Xv4IMW_DbxSOTGGA Bon's Eye Marketing:Facebook: https://www.facebook.com/bonseyemarketing Instagram: https://www.linkedin.com/company/bon's-eye-marketing/ LinkedIn: https://www.linkedin.com/company/bon's-eye-marketing/ Website: https://bonseyeonline.com/ YouTube: https://www.youtube.com/@bonseyemarketing9477  

Back in March, F&B Capital, a new capital markets firm focused on advising and supporting concepts across the franchise ecosystem, emerged into the space. This isn't your average vehicle. Zack Fishman and Jimmy Frischling, who you may best know, respectively, from Fishman PR and Branded Hospitality, joined forces to fill a need they identified. We'll get into this venture and how it plans to tap into longstanding entrepreneurial and investment experience, along with a long-term approach to building enduring businesses in the franchising sector.

Korzo shares the story of a Pizza Hut franchisee who is having great success bringing back the old decor and nostalgia from decades ago and bringing in big business.

In this Build Your Success podcast episode, host Brianinterviews Adam Povitz, CEO of Anago Cleaning Systems, a three-tier commercial cleaning franchise operating across the U.S. and Canada with 1,800 franchisees and 50 master franchise regions. Adam explains how Anago supports post-construction final cleans that often lead to ongoing cleaning relationships, and how the model separates responsibilities so master franchisees handle sales, marketing, and administration while unit franchisees focus on delivering cleaning services.He defines leadership as stepping back from micromanagement, hiring the right people, setting vision and goals, and “getting out of the way.” Adam describes leading franchisees through influence, testing and vetting initiatives in select markets before rollout, managing adoption challenges with enablement support, and maintaining professional “frenemy” relationships with competitors to address industry-wide issues.Guest Social: Adam Povlitz | LinkedInGuest Website:_Commercial Cleaning | Anago Commercial CleaningHost Email:brianb@buildcs.net Host LinkedIn: Brian Brogen, PMP

Damian Bush felt fit, coached footy, hit the gym, and weighed 80kg. Then a routine check found his resting heart rate sitting at 137 and he was in emergency heart surgery the next day.Damian has been a Jim's Mowing franchisee in Tasmania for nearly 10 years and supports the Tassie network alongside running his own crew. He joins Joel on the Jim's Mowing podcast to share the health scare that nearly took him out, and the business systems that kept his income running while he recovered.The conversation covers why franchisees service their machines but neglect themselves, the income protection gap most operators have no idea about, and how Damian turned every Tasmanian customer into a fortnightly retainer across all four seasons. Damian also breaks down the personal brand standards he runs his business by, how one local franchisee got 18 five-star Google reviews in two weeks, and why sponsoring local sport teams and raffle prizes still outperforms digital ads for long-term franchisees.If you run a service business or you are looking at a Jim's franchise, this one is worth your time.0:00 Diversifying services and winter upsells0:45 Meet Damian Bush, Tasmania franchisee1:10 The health scare that changed everything3:14 A resting heart rate of 137 with no symptoms6:23 Why franchisees skip their own check-ups9:25 Income protection and personal cover12:11 Diversifying into a full-garden retainer model14:24 How to get off Jim's leads and build referrals19:07 Personal brand standards every franchisee needs22:30 Setting your own non-negotiable standards24:34 Upselling, networking, and Google My Business33:00 Why one franchisee gets requested by name38:16 The 30 doors a day local marketing tactic40:21 Sponsoring sport teams and raffle prizes46:31 Building referrals through community trust

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Franchise systems play a critical role in shaping how brands scale, maintain consistency, and deliver experiences that keep customers coming back. In competitive industries like coffee and quick service restaurants, success is rarely driven by product alone. It is the combination of systems, training, and execution that determines whether a brand can grow sustainably across multiple locations. Ryan Stansbury has spent more than two decades working within franchise systems, helping brands expand while maintaining operational discipline and brand integrity. As Executive Vice President of Franchise Development at PJ's Coffee, he has been instrumental in guiding the brand's growth from a regional presence to a rapidly expanding franchise approaching 200 locations. One of the most important lessons in franchise systems is that growth cannot come at the expense of consistency. As more units are added, maintaining the same level of quality and customer experience becomes more challenging. Without strong systems in place, even the best concepts can struggle to deliver a reliable experience across different markets. At PJ's Coffee, the focus has been on building systems that support both franchisees and customers. This includes everything from product quality and sourcing to training programs and operational processes. While many brands attempt to grow by adding more options or expanding their offerings, this approach can often create unnecessary complexity. Simplification, when done correctly, can be a powerful growth strategy. By evaluating performance data and identifying which products truly drive demand, franchise systems can remove underperforming items and focus on what works best. This not only improves operational efficiency but also enhances the customer experience by making ordering simpler and more intuitive. The Big Easy Initiative at PJ's Coffee reflects this approach. By leaning into its New Orleans roots and highlighting signature flavors that resonate with customers, the brand has strengthened its identity while making the menu more focused and effective. This balance between brand storytelling and operational efficiency is what allows franchise systems to scale without losing their uniqueness. Guest experience is the direct result of how well systems are executed. From the moment a customer walks into a location, every interaction is influenced by the systems behind the scenes. Training, staffing, communication, and leadership all play a role in shaping that experience. Franchisees who are engaged, present, and aligned with the brand's standards are more likely to deliver the type of experience that builds loyalty and repeat business. Ford Saeks often emphasizes that systems only work when they are consistently followed and reinforced. In franchising, this becomes even more important because each location represents the brand in a different market. Consistency builds trust, and trust drives growth. Another key factor in strong franchise systems is feedback. Understanding what is happening at the store level allows brands to identify opportunities for improvement and address issues before they impact the customer experience. Whether through customer feedback tools, field support, or performance tracking, successful systems prioritize visibility and accountability. Franchise systems also depend on alignment between franchisors and franchisees. When both sides are working toward the same goals, growth becomes more efficient and sustainable. Misalignment, on the other hand, can create friction that slows progress and affects performance. For entrepreneurs considering franchising, these systems provide a framework that reduces uncertainty. Instead of building everything from scratch, franchisees can leverage proven processes, established branding, and ongoing support. However, success still requires commitment, involvement, and a willingness to follow the system. Franchise systems are not static. They evolve as markets change, customer expectations shift, and new opportunities emerge. Brands that continuously refine their approach while staying true to their core identity are better positioned to maintain relevance and scale effectively. Ryan Stansbury's work highlights a key principle for business leaders. Growth is not just about expansion. It is about building systems that support people, simplify operations, and create better experiences at every level of the organization. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central on your favorite social platforms and catch The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Ryan Stansbury Ryan Stansbury is the Executive Vice President of Franchise Development at PJ's Coffee, where he leads domestic and international growth initiatives for the brand. With more than 20 years of experience in franchising, Ryan has played a key role in expanding franchise systems, supporting franchisees, and driving strategic growth across multiple markets. He is also a Certified Franchise Executive (CFE) and has extensive experience as both a franchisor and multi-unit franchisee. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping companies attract loyal customers, expand brand visibility, and drive innovation. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored five books, earned three U.S. patents, and advised organizations ranging from startups to Fortune 500 brands. His expertise spans business growth strategy, customer acquisition, leadership, and AI-driven content systems that help companies improve results in a rapidly changing marketplace. Learn more at ProfitRichResults.com and watch Fordify LIVE at Fordify.tv.

The Founderz Lounge Episode #86 with Don Varady and Steve Bon.Why do franchisees and business owners fail even when they have access to better tools, stronger systems, and more information than ever before?In this episode of Business & Bullsh*t, Don and Steve break down the real reasons franchisees and business owners fail in 2026. What starts with travel pet peeves, streaming frustration, and AI ordering quickly turns into a bigger conversation about execution, accountability, adapting to change, and why so many operators blame the brand, the model, or the market instead of looking at their own decisions. They dig into what happens when owners stop following the system, assume they know better than the playbook they bought into, or fail to adjust as technology and customer behavior keep shifting.They also get into ChatGPT advertising, AI-driven ordering, why convenience keeps changing the game, and how fast business owners can fall behind when they ignore what is happening around them. Along the way, they mix in the usual Business & Bullsh*t chaos with strong opinions, side tangents, and a few reminders that common sense still matters.If you are tired of excuses, business blind spots, and watching people fail for reasons that were completely avoidable, this episode is for you.Timestamps:[00:00] Trailer and Intro[01:25] Founderz Roundup[02:22] AI ordering in ecom[02:59] ChatGPT ads are coming[03:56] Economic census frustration[06:37] California's new franchise bill[09:45] Random Bullsh*t[10:06] Streaming is becoming cable again[13:07] AI haircut clippers[16:02] Founderz Hot Take[16:03] Why franchisees really fail[18:42] Why experts blame franchisors[21:30] Franchisor feedback and advisory councils[23:17] Deviation kills franchisees[23:55] Founderz Fast Five[24:25] Travel pet peeves[26:07] Dumb but cool products[28:49] Business tools that feel outdated[31:08] Snacks from the 80s and 90s[32:39] Funniest thing seen latelyKey Takeaways:  • AI-driven ordering is going to become much more common in e-commerce, restaurants, supplements, and other buying experiences. ~Don Varady• “It's only a matter of time before you can get bumped to the top of what it's putting out there.” ~Steve Bon• Government red tape keeps making it harder for business owners to operate, even when they are just trying to build and grow. ~Steve Bon• “Ads keep creeping back at like an alarming rate unless you pay them more to go adless.” ~Don Varady• “Franchisees don't fail because of a bad model… they fail because they think they're smarter than the brand that they bought into.” ~Don Varady• Service providers often target franchisors instead of franchisees because there is more money in selling to the whole system than to one location at a time. ~Steve Bon• Strong franchise systems need feedback loops, but franchisees still fail when they stop following the system they bought into. ~Don Varady•  Deviation is the number one killer for a franchisee. ~Don VaradyConnect with Don and Steve…Don Varady:Facebook: https://www.facebook.com/don.varady/ Instagram: https://www.instagram.com/donvarady/ LinkedIn: https://www.linkedin.com/in/don-varady-450896145 Steve Bon:LinkedIn: https://www.linkedin.com/in/stephenbon Instagram: https://instagram.com/stevebon8 Tune in to every episode on your favorite platform: Website: https://www.thefounderzlounge.com/ YouTube: https://www.youtube.com/@TheFounderzLounge Spotify: https://open.spotify.com/show/0Nurr4XjBE747qJ9Zjth0G Apple Music: https://podcasts.apple.com/us/podcast/the-founderz-lounge/id1461825349 

Leadership Beyond the Manual: Mastering the Franchise Journey with Steve WhitesideIn a recent episode of The Thoughtful Entrepreneur Podcast, host Josh Elledge sat down with Steve Whiteside, the President of flc.rocks, to discuss the often-ignored psychological and leadership hurdles of owning a franchise. While most people enter the world of franchising for the "business in a box" appeal, Steve—the author of The Happy Franchisee—explains that an operations manual cannot replace the strategic vision and emotional intelligence required to lead a team effectively. This conversation provides a vital roadmap for franchisees who feel stuck in the "hustle" and are looking to transition from reactive operators to purposeful leaders who enjoy both profitability and personal freedom.The Symbiotic Success Framework: Balancing Leadership, Culture, and ProfitThe franchise model is frequently marketed as a turnkey solution, but the gap between buying a system and running a successful organization is often bridged by leadership skills that franchisors rarely teach. Steve Whiteside points out that while a manual can dictate how to make a product, it fails to explain how to inspire a diverse workforce or how to navigate the isolation that many entrepreneurs feel. To move beyond mere survival, franchisees must treat their business as a leadership laboratory, supplementing the franchisor's operational guidelines with their own strategic playbook for team development and local culture. This transition requires a shift in identity; the owner must move from being the most hardworking employee in the building to becoming the architect of a system that thrives even in their absence.A thriving franchise ecosystem depends on a healthy, two-way relationship between the brand and its local owners, yet communication often breaks down into transactional frustration. Steve emphasizes that balance is a non-negotiable metric for long-term success; those who succumb to the "24/7 hustle" myth usually suffer from poor decision-making and high employee turnover. By auditing their time and delegating low-impact tasks, owners can protect their mental bandwidth and focus on high-level growth levers like community building and peer support. Engaging in peer forums or advisory councils allows franchisees to break the silo of isolation, offering a space where they can share best practices and find accountability with others who understand the unique constraints of their specific brand.To help owners diagnose where they truly stand, Steve developed the Franchise Health Indicator, a tool designed to measure the five critical pillars of leadership, communication, revenue flow, cash flow, and profits. Many business owners are "flying blind," looking only at top-line sales while ignoring the underlying structural cracks in their culture or cash management. By utilizing data-driven assessments, franchisees can move from "guessing" to "knowing," allowing them to implement specific improvements that stabilize the business and increase its valuation. Ultimately, the goal is to build a business that serves the owner's life, rather than one that consumes it, ensuring that the dream of entrepreneurship doesn't turn into a high-priced job.About Steve WhitesideSteve Whiteside is the President of the Franchise Leadership Center and a seasoned entrepreneur who has successfully owned and operated multiple franchise locations. With a doctorate in leadership and years of hands-on experience, Steve has dedicated his career to helping franchisees find happiness and high performance in their business ventures. He is a sought-after speaker, facilitator, and the author of The Happy Franchisee, a guide focused on the human side of the franchise industry.About flc.rocksflc.rocks (Franchise Leadership Center) is a dedicated resource hub designed to empower franchise owners through leadership training, peer forums, and diagnostic tools. The organization provides the "Franchise Health Indicator," a confidential assessment that helps owners identify operational and leadership gaps. By focusing on the development of the individual franchisee, flc.rocks helps brands strengthen their entire network through improved communication and personal development.Links Mentioned in This EpisodeFranchise Leadership Center Official Website: flc.rocksSteve Whiteside on LinkedIn: linkedin.com/in/stevewhiteside/Key Episode HighlightsThe Leadership Gap: Why following a franchise manual isn't enough and how to develop the "soft skills" necessary for team management.The Hustle Myth: Breaking the cycle of 12-hour workdays by prioritizing delegation and intentional self-care.Symbiotic Relationships: How open communication and feedback loops between franchisors and franchisees drive system-wide innovation.Peer Power: The strategic advantage of joining forums to gain accountability and emotional support from fellow entrepreneurs.The Health Indicator: Using a data-backed assessment to audit your business's leadership, cash flow, and profit margins.ConclusionThe conversation with Steve Whiteside highlights that operational manuals are only the beginning of the franchise journey. Success is ultimately determined by an owner's ability to lead a team, maintain personal balance, and leverage community support to build a resilient, profitable, and happy business environment.More from The Thoughtful Entrepreneur

Today, I'm joined by Anthony Geisler, founder & CEO of Sequel Brands.   A multi-brand fitness and wellness platform, Sequel Brands' portfolio of concepts span Pilates, stretching, EMS, and longevity.    In this episode, we discuss building futureproof franchises.   We also cover:   Sequel's five-brand platform  Scaling longevity-focused experiences Consumer behavior shifts across modalities  Subscribe to the podcast → insider.fitt.co/podcast  Subscribe to our newsletter → insider.fitt.co/subscribe  Follow us on LinkedIn → linkedin.com/company/fittinsider    Website: www.sequelbrands.com Explore all five brand concepts on the site.   -   The Fitt Insider Podcast is brought to you by EGYM. Visit EGYM.com to learn more about its smart fitness ecosystem for fitness and health facilities.   Fitt Talent: https://talent.fitt.co/  Consulting: https://consulting.fitt.co/  Investments: https://capital.fitt.co/    Chapters: (00:00) Introduction (01:34) Five-brand platform overview (02:25) Pilates Addiction (02:55) iFlex stretching and recovery (03:13) beem infrared sauna (03:20) BODY20 EMS technology (04:23) Ultimate Longevity Center launch (05:47) 100% ownership structure (07:15) Portfolio selection strategy (08:30) Sauna research (09:05) Democratizing longevity access (10:25) Gary Brecka partnership (11:35) Modality evolution over time (12:20) Post-COVID consumer shifts (13:15) Cycling's global decline (14:15) Equipment and offering evolution (15:23) Franchise playbook constants (16:19) ChatGPT and AI impacts (17:38) Value equation fundamentals (19:15) Cross-portfolio membership challenges (21:27) Finite inventory dynamics (22:34) Growth without pressure (24:40) Royalty business mindset (25:25) Discovery Day process (27:20) Franchisee selection rigor (27:45) Xponential story context (29:45) Public market challenges (31:10) COVID and Delta variant timing (32:07) Why keep building (33:28) Franchise life realities (35:14) Future acquisition appetite (36:11) Where to learn more (36:29) Conclusion