• The IFA World Franchise Show will showcase hundreds of brands from around the globe for potential franchisees.
• A New York City Dunkin’ restaurant has gone all-out Barbie, with bright pink enveloping the interior and even extending to some specialty beverages. 
• Premium Service Brands, an umbrella franchisor, has added Wise Coatings to its portfolio. Wise Coatings applies surfacing to concrete floors.
• Undergraduate by Hilton, an upper-midscale hotel franchise, will serve visitors to college and university locales.

The IFA World Franchise Show, a joint venture by the International Franchise Association and Business Show Media, will connect more than 300 franchise brands with prospective owners. The show will be held Sept. 25-26 at the Broward County Convention Center in Fort Lauderdale, Fla.

Exhibitors will represent a vast range of industries, from restaurants and child enrichment to fitness and home services, plus much more. The Ibero-American Federation, the Brazilian Franchising Association and the Canadian Franchise Association will host pavilions for networking related to their areas of the globe.

Speakers include Britt Riley, CEO and founder of Haven; Bradford Reynolds, CEO of Gold’s Gym; Ashley Clark, a multi-unit franchisee with Kilwins Chocolates, Fudge & lce Cream; Anthony Padulo, chief development officer of Arthur Murray International Inc.; Sean Oatney, director of franchise sales for Planet Fitness; Laura Sintes, a School of Rock franchisee; Jeff Perera, co-founder of Jeff’s Bagel Run; and Dave Mortensen, co-founder and board member of Purpose Brands. 

Click here to register as a show attendee. Visit this webpage to find out about exhibiting.

Dunkin’ Debuts Barbie DreamHouse in NYC

Guests can steep themselves in all things pink at the two-story Dunkin’ Barbie® DreamHouse, 265 W. 37th St. in Manhattan. Admission is free to the Dunkin’ restaurant wrapped in Barbie pink and equipped with pink menu boards, pink stair risers and a bakery case filled with pink-frosted doughnuts. There’s Barbie-themed merchandise available, too.

Dunkin’ ups the ante with pink beverages: The Ultimate Pink Daydream Refresher, Strawberry Cloud Matcha, Almond Strawberry Shortcake Iced Coffee and Strawberries & Crème Cloud Dunkalatte are all topped with Barbie Pink Strawberry Cold Foam. 

The Barbie extravaganza at the New York shop will last through June.

Premium Service Brands Acquires Wise Coatings

Premium Service Brands, the parent of North American home services franchises, on Wednesday announced that it has acquired Wise Coatings, a residential and commercial floor coatings franchise. Florida-based Wise Coatings has 22 locations in 20 states, PSB said in a news release. 

Wise Coatings provides durable surface treatments for concrete floors in locations like garages, basements, patios, warehouses and showrooms. “This acquisition strengthens our ability to serve homeowners more comprehensively while creating additional opportunities for franchise owners across our network,” said Paul Flick, founder and CEO of Premium Service Brands.

Virginia-based Premium Service Brands plans to invest in growing Wise Coatings to expand its services and enhance franchise development, marketing support, operational resources, technology investments, and strategic growth initiatives. Whitney White, CEO of Wise Coatings, said in the news release that “PSB’s track record of franchise growth, operational excellence and franchisee support makes them an ideal partner for our next phase of growth. We are excited about the opportunities this creates for our franchise owners, employees and customers.”

New Brand: Undergraduate by Hilton

Undergraduate by Hilton is a new upper-midscale hotel franchise brand that will host visitors to college and university towns, including prospective students, parents and families, alumni, sports fans and conference guests. In an early June news release, McLean, Va.-based Hilton said the new brand complements its fully upscale Graduate brand serving collegiate areas.

The Undergraduate brand has long-term potential for 400 to 500 hotels, according to Hilton, with the first expected to open next year. Undergraduate by Hilton will leverage new-build and conversion projects located close to campuses. The brand will feature public spaces – lounge- and library-like areas – that are welcoming hangouts with baristas.

In the news release, Chris Silcock, president of global brands and commercial services for Hilton, said his company constantly evolves to connect with travelers. “With Undergraduate by Hilton, we’re broadening the stay experiences we offer, pairing community-led experiences with the scale of Hilton’s global platform to expand choice and deliver long-term value for owners,” Silcock added.

Wag N’ Wash Launches Mobile App 

The Wag N’ Wash franchise has debuted its first mobile app, which delivers an array of consumer-friendly functions, according to a Tuesday news release on Franchising.com. Based in Michigan, Wag N’ Wash is a spa-store combination for dogs and cats that provides self-service wash stations and full-service professional grooming along with sales of pet foods and toys.

The app lets customers shop, book grooming appointments and manage their rewards; the app also sends out updates on appointments, promotions and account activity. The Wag N’ Wash mobile app, easily accessed via biometric login, may be downloaded from the Apple App Store and Google Play Store.

Freddy’s Frozen Custard & Steakburgers, a Kansas-based fast-casual restaurant concept, has named Jackie Lobdell vice president of franchise sales. Lobdell brings extensive franchise development experience to the brand as it approaches its milestone 600^th location. She previously held roles with Slim Chickens and FOCUS Brands (now GoTo Foods). In her new role with Freddy’s, Lobdell identifies prospective franchisees and guides them through the discovery process.

“Freddy’s stood out to me because of its strong culture, clear growth trajectory and commitment to doing things the right way,” Lobdell said. “I’m most excited about being part of Freddy’s continued growth and helping to expand an already strong brand. There’s incredible opportunity ahead, and I look forward to building meaningful relationships with new and existing franchisees while driving strategic development across the system.”

Lobdell emphasized agility in areas such as real estate and development, along with staying attuned to consumer trends, as key factors in maintaining Freddy’s competitiveness. “Keeping a pulse on both the guest and the operator is critical.”

Franchise Growth

Freddy’s also has welcomed Rafik Farouk as vice president of business development, further highlighting the brand’s dedication to sustainable growth.  

Andrew Thengvall, Freddy’s chief development officer and chief legal officer, said Lobdell and Farouk bring industry knowledge, strategic insight and proven development expertise. “Rafik and Jackie will enhance our ability to grow thoughtfully, attract the right franchise partners and unlock new opportunities for Freddy’s,” he said.

Lobdell said meaningful partnerships, a compelling brand story and an organized development strategy are the foundation for franchise growth. “Franchisors need to prioritize listening to their franchisees and fostering a truly collaborative relationship. The most successful systems are those where franchisees feel heard and supported.”

About Freddy’s Frozen Custard & Steakburgers

Founded in 2002, Freddy’s is known for its cooked-to-order steakburgers, all-beef hot dogs, shoestring fries and freshly churned frozen custard treats. The fast-casual restaurant brand has expanded to 580-plus locations across North America. 

• Liqua-Roof franchises use a patented resurfacing system to restore aging asphalt shingles with real roofing granules.
• The service offers homeowners a faster, less disruptive alternative to a full roof replacement.
• Spray-Net founder Carmelo Marsala developed the system after years of research, testing and equipment innovation.
• Backed by REP’M Group, the new roof resurfacing franchise provides owners with training, marketing, equipment and operational support.

When an aging roof starts to lose granules, many homeowners opt for a full roof replacement. The job can be expensive, disruptive and wasteful, even when much of the roof is still structurally sound.

Liqua-Roof, a new franchise created by Spray-Net founder Carmelo Marsala, is offering an innovative fix. The company uses a patented roof resurfacing system designed to restore asphalt shingles with real roofing granules, offering a new solution for customers who may not need a full replacement.

“This is not a roof paint, this is not a roof rejuvenator, this is a roof resurfacing solution,” Marsala says.

Liqua-Roof solves a common roofing problem. Asphalt shingles are protected by granules. When those granules wear away, the roof becomes more vulnerable to damage. Paints and coatings may cover the surface, and rejuvenators may help shingles regain some flexibility, but Marsala says they do not truly replace what the roof has lost. 

Liqua-Roof does. Its system uses roofing granules and a proprietary resin to rebuild the shingle surface. The process is designed to put granules back onto the roof, improve the roof’s appearance and help extend its life without the cost, time and mess of replacement.

Homeowners get a roof that looks like a new shingle roof at a fraction of the cost of replacement. The process can often be completed in less than a day, with no piles of torn-off shingles, no nails scattered around the yard and less waste going to landfills.

Liqua-Roof gives franchise owners something different to offer in a crowded roofing market. Instead of selling repairs or full replacements, franchise owners offer a premium resurfacing service that extends the life of roofs.

From Spray-Net Innovation to Liqua-Roof

Liqua-Roof grew from the same kind of innovation that made Spray-Net stand out in painting.

Marsala founded Spray-Net after seeing a problem with traditional painting. As a young painting franchisee, he realized conventional paint was not built for every exterior surface. It could change the color of a home, but it was not always designed to deliver a factory-quality finish on surfaces like vinyl, aluminum, brick, doors, windows and siding. He built Spray-Net around custom chemistry and a more controlled application process. Liqua-Roof follows its playbook.

The idea for Liqua-Roof began in 2016 during a Spray-Net estimate. A homeowner wanted to update the outside of his home but did not want to invest in other improvements while the roof still looked old. Marsala wondered if there was a way to change the roof’s appearance without making it look painted.

That question led to years of research. Marsala and his team studied how shingles are made and how granules give a roof its color and protection. The team learned that restoring granules could not only improve curb appeal, but could help strengthen the roof.

Liqua-Roof is not a thin coating. Because it uses real granules, the team had to create both the chemistry and the equipment to apply it. “We tested and destroyed more than $100,000 worth of pumps before realizing we needed to build a proprietary system.”

Today, Liqua-Roof’s specialized equipment allows operators to apply the product from the ground. Depending on roof pitch the system can spray up to 2,000 square feet per hour. The result is a resurfaced roof that looks like a new shingle roof, not a painted roof.  

Roofing Resurfacing Franchise 

Marsala recognized that Liqua-Roof needed its own identity. “As a roofing system rather than a coating or paint product, it simply wouldn’t have reached its full potential under the Spray-Net brand,” Marsala says. At the same time, roofers, real estate professionals and home services entrepreneurs were asking about Liqua-Roof as a standalone opportunity.

Now Liqua-Roof is launching with support from franchise development organization REP’M Group. The franchise model is designed for owner-operators and growth-minded entrepreneurs who want to build a local home services business. Roofing experience is not required. Liqua-Roof provides training, marketing support, sales tools, lead handling, proprietary equipment and ongoing operational support.

Owners receive access to a patented system, hands-on production training, sales coaching, launch marketing, an in-house call center and the equipment needed to start completing jobs. “Liqua-Roof gives homeowners a better choice, giving contractors a stronger referral option and franchise owners a business built around real innovation,” Marsala says. “Our vision is to be widely recognized as the smartest, most cost-effective way to strengthen a roof and extend its life.”

For more information, visit https://www.liquaroof.com/.

• Yum! Brands will sell Pizza Hut for $2.7 billion to Yum China and LongRange Capital.
• Yum China will acquire the chain’s mainland China business, while LongRange will buy its other markets.
• The sale follows years of weak U.S. sales for Pizza Hut, which has nearly 20,000 locations worldwide.

Two companies will pay Yum! Brands a total of $2.7 billion for its languishing Pizza Hut chain. Reports from ABC News/Associated Press, The New York Times and The Wall Street Journal say Yum China will acquire Pizza Hut’s locations in mainland China, and LongRange Capital, a Connecticut-based private equity firm, will buy its locations in the U.S. and elsewhere.

LongRange Capital will spend $1.5 billion, and Yum China will chip in $1.2 billion. Pizza Hut is the second-largest American pizzeria operator, The Wall Street Journal reported, citing market research firm Technomic; it has roughly 6,300 U.S. stores and achieved $5.1 billion in domestic sales last year, according to Technomic. Globally, Pizza Hut operates about 20,000 stores.

Pizza Hut’s Struggles

Yum! Brands, a Louisville, Ky.-based umbrella restaurant franchisor, also owns Taco Bell and KFC. Both of those chains have continued to perform well despite many consumers reducing their dine-out meals. 

But Pizza Hut has been a drag on the umbrella franchisor’s overall performance. U.S. sales at the chain have fallen for roughly two years, The Wall Street Journal said. “These transactions enable Yum! to be a more focused company,” Yum! Brands CEO Chris Turner said in a news release.

“Pizza Hut has long been the weak link in Yum!’s portfolio,” Neil Saunders, managing director of GlobalData, said in the ABC News/Associated Press report. “Despite efforts to revitalize the brand and shut underperforming locations, it has become increasingly clear that pushing the division back into growth will require a level of investment and patience that Yum! is just not prepared to commit to.” By selling Pizza Hut, Yum! Brands can focus more on its brands with stronger sales, Saunders added.

Pizzeria Brands’ Bottom Lines

The U.S. pizza industry boomed right after the COVID pandemic but now has stalled. Citing Technomic data, The Wall Street Journal said domestic sales by fast-food pizza brands declined 0.3% last year as compared to 2024 – the lone food category (among 10 that are tracked) to post a drop. U.S. pizza chains’ $31 billion total for 2025 ranked sixth among restaurant categories, Technomic said; it had been fourth in 2019.

Pizza Hut’s business has performed better in China, The Journal said, with Yum! Brands stating the chain is the nation’s largest casual-dining brand, with $2.3 billion in 2025 sales. The chain operates 4,375 restaurants in China and offers a wide range of pizzas, plus steak and pasta, The Journal said. Yum China said acquiring Pizza Hut’s China business will help the company develop its menu, stores and operations.

In November, Yum! Brands disclosed it was evaluating options for Pizza Hut, including selling the brand known for its signature-red design scheme that extended to tablecloths, plastic cups, booths and restaurants’ blocky red roofs. Outside mainland China, Pizza Hut has about 15,500 restaurants in 108 countries and generated approximately $10 billion in annual sales, according to The Times. 

Pizza Hut History

Pizza Hut was founded in 1958 by two brothers who borrowed $600 from their mother to open a pizza restaurant in Wichita, Kansas. It was the largest U.S. pizza chain in 1977, when the founders sold it to PepsiCo for $300 million, equivalent to $1.6 billion in today’s dollars.

Under PepsiCo’s ownership, Pizza Hut expanded during the 1980s and 1990s, optimum decades for the franchise. And then during the late 1990s, PepsiCo spun off its restaurant operations — which included Pizza Hut, Taco Bell and KFC — into a multi-brand franchisor later called Yum! Brands.

Yum! Brands recently pivoted toward carry-out locations, a move that didn’t work out well. The fast-casual brand lost market share in the highly competitive pizzeria segment, The New York Times said. The Journal noted that other pizza brands also are hurting, including Papa Johns, which is closing restaurants. 

Despite the problems, Pizza Hut has opened some new restaurants this year, although it also has had many closures. The Hut had said it would close 250 stores during 2026. 

Shares of Yum! Brands were up about 2% at $158 in early trading Tuesday, The Times said. According to Yum! Brands, both transactions will close in the third quarter of this year. 

About LongRange Capital 

New owner LongRange Capital, a relatively small private equity firm, was established in 2019 in Stamford, Conn. The Times said LongRange has acquired or taken stakes in diverse midsize companies, including the 24 Hour Fitness gym chain; U.S. Synthetic, which develops technologies for the mining and energy industries; and Batesville, which makes caskets and other funeral-related products. 

LongRange Capital’s portfolio goes further afield with Pizza Hut, and Bob Berlin, a founder and managing partner at the private equity firm believes it can be turned around. “Pizza Hut is a beloved global brand with a rich heritage and a loyal customer base that few brands can match,” Berlin said.

• Spark Harbor, a franchisor focused on youth enrichment and activity brands, has acquired the Bach to Rock music school. Founded in 2007, Bach to Rock has 57 operating units and 10 more in development.
• Youth enrichment brands tend to be savvy, recession-resilient investments, according to financial firm William Blair & Co.
• The acquisition is a win-win-win, according to leaders of Bach to Rock, Spark Harbor and the seller, Cambridge Information Group.  
• Spark Harbor’s other franchises are Water Babies and USA Ninja Challenge.

Umbrella franchisor Spark Harbor has acquired Bach to Rock from Cambridge Information Group. The music school, which has 57 units in operation and 10 additional locations in development, teaches students from early childhood through high school (and beyond). 

Founded in 2024, Spark Harbor is a multi-brand, private equity-backed operator that acquires and grows youth activity and enrichment brands. According to the music school’s news release about the deal, the addition of Bach to Rock reinforces Spark Harbor’s strategy of acquiring differentiated brands with strong franchise scalability and consumer demand.

Youth Enrichment Sector

Like Spark Harbor, William Blair & Co., a Chicago-based financial investment bank and financial services firm, sees youth enrichment businesses as solid performers. “With parents increasingly looking to provide their kids with an edge, the youth enrichment sector – which spans services from swimming lessons to college admissions – is booming. It’s also emerging as a highly compelling investment category,” the firm stated in its April 2026 report titled “Why the Youth Enrichment Services Market Is Growing (and Recession Resilient).” 

The Chicago financial firm’s report also said: “Parents increasingly view these services in the sector as core to a child’s long-term development and are turning to specialists and prioritizing high-quality, high-efficacy and structured experiences that drive outcomes, e.g., skill-building, social differentiation and academic progression. The appetite for these services shows no signs of slowing as competitiveness among parents, fueled by peer signaling through social media, is creating self-reinforcing demand loops and a recession-resilient multibillion-dollar market.”

About Bach to Rock

Bach to Rock aligns with many parents’ goals. Its instruction revolves around the principles that learning music should be fun and that students learn best when they play music they enjoy. The school combines one-on-one instruction with group practice and performance of modern music. Weekly ensemble instruction and band formations lead to public concerts, band competitions and recording sessions in Bach to Rock’s recording studios. 

Bach to Rock’s Beat Refinery program is the largest Serato-certified disc jockey school in the United States, the news release said. Certification by Serato, which provides audio software to the DJ industry, ensures that select Bach to Rock DJ instructors have been trained to teach using Serato software and equipment. 

Since launching in 2007, Bethesda, Md.-based Bach to Rock has taught nearly 200,000 aspiring musicians, per the news release. It enjoys favorable notice from Entrepreneur magazine, which has ranked Bach to Rock on its Franchise 500 list for a decade. 

Previous Owner

Cambridge Information Group had acquired Bach to Rock the year it was founded. CIG, a 55-year-old private equity firm, operates out of New York City and Bethesda, Md., offices. According to the news release, CIG focuses on building companies for long-term success. It had nurtured the music school from one location to its current 57 and counting, and nearly all units are franchisee-owned.

Andy Snyder, the CEO of CIG, predicts that Bach to Rock will benefit from the change in ownership. “We are excited about Spark Harbor’s vision for the brand and their ideal stewardship of Bach to Rock’s next chapter,” he said in the news release.

Reactions from 2 More Execs

Brian Gross, president of Bach to Rock, said Spark Harbor’s acquisition of the music school attests to the strength of the system. “We’ve spent years building a model that delivers for franchisees, students, and families alike. Partnering with Spark Harbor validates that work and gives us the resources and strategic support to scale even further,” Gross said.

Jeff Phillips, the founder and CEO of Spark Harbor, praised the fundamentals of the music school franchise. “Bach to Rock has developed exactly what we look for – a curriculum that keeps students coming back year after year, a franchisee base that believes in the model, and schools that provide a third place for kids to find community and confidence,” he said. 

He added that Spark Harbor plans to continue growing Bach to Rock. “We’re bringing operator experience and franchise development expertise to accelerate growth and reach more families across the country,” Phillips said.

Other Spark Harbor Brands

The other franchises in Spark Harbor’s portfolio are:

• Water Babies, a swim school for babies and infants, with more than 600 locations worldwide. Spark Harbor acquired Water Babies in 2024 and recently began offering franchises in the United States. 
• USA Ninja Challenge, which offers youth obstacle course training and has more than 50 locations. Spark Harbor acquired this franchise in 2025. 

To Learn More

Visit the Spark Harbor website for additional information about the multi-brand youth enrichment franchisor. This Bach to Rock webpage offers more information about franchise opportunities with the music school. 

• Blushington and Fazit teamed up for a World Cup-inspired beauty promotion.
• Fans can add Fazit face decals to beauty appointments or purchase them separately.
• The promotion gives soccer fans a fun, stylish way to show their team spirit.

The World Cup is already well underway, and while countries are competing on the field, fans are finding fresh, creative ways to flaunt their team spirit. Beauty brands Blushington and Fazit are helping them do just that with a “Get Match Day Ready” promotion that lets fans show their allegiances via World Cup beauty looks. 

Blushington is the one-stop beauty lounge offering expert blowouts, makeovers, skincare services and retail under one roof. Fazit, meanwhile, is the brand behind viral glitter freckle patches and face decals, including a line of World Cup-inspired face and hair decals in national team colors from around the globe.

Throughout the World Cup, Blushington customers in New York, Houston and Boca Raton can add a Fazit soccer face decal application to any beauty appointment for $15. Customers can also purchase Fazit products in-lounge and through Blushington’s website. 

“At Blushington, we’re always looking for ways to connect beauty to cultural moments our guests are genuinely excited about. Fazit’s partnership with U.S. Soccer felt like a natural fit,” says Nicki Maron, Blushington co-founder and chief marketing officer. 

The promotion holds a special place in Maron’s heart. A former college soccer player, she has experienced the community, passion and excitement surrounding the sport.

“The opportunity to combine that energy with beauty and self-expression felt incredibly authentic,” she says. 

The timing makes sense. The World Cup has become one of the largest sporting events in the world, and its popularity continues to grow in the U.S. A Nielsen study estimates that the U.S. is home to 62.5 million soccer fans, making it the fourth-largest soccer fan base in the world. 

While the 2026 World Cup will be played across 16 host cities — and though a third of U.S. consumers plan to watch the tournament — not everyone can get to a game. Fortunately, stadiums aren’t the only place to celebrate. Cities including Houston, Miami and Los Angeles are hosting watch parties, fan festivals, parades and community gatherings. Fan zones and viewing events will pop up everywhere from parks and museums to bars, shopping centers and private homes. 

‘Get Match-Day Ready’

Fazit’s World Cup face and hair decals fit right into any World Cup event. The match day makeup includes waterproof, sweatproof hair patches such as U.S. Starlet Strands, which feature red and blue stars. The U.S. Soccer Sunset Strip showcases red, white, and blue star-shaped speckles worn across the nose and cheeks, while USA Soccer Speckles create a glittery red, blue and silver game-day look. Speckles are also available in colors honoring other competing nations, including Mexico, Brazil, Spain, Portugal and Colombia.

“The World Cup is one of the biggest global events, bringing people together across countries, culture and generations,” says Maron. “We loved the idea of creating World Cup beauty looks that allow fans to celebrate, express themselves and get ready together before the match. “Get Match Day Ready” combines the excitement of sports, beauty and community in a way that feels fresh, fun and highly shareable.”

Blushington’s expert match-day makeup application is quick and easy. “Our Pro Artists apply them in just a few minutes as an add-on to a makeup service, blowout or styling appointment.” Fazit’s face decals can last for several days and are easily removed with an oil-based makeup remover or cleansing oil.

According to Maron, there’s no right or wrong way to wear them. Some fans may opt for a subtle nod to their team, while others may go for a bold, statement-making look. Get Match Day Ready is what Maron describes as a “celebration of self-expression and individuality.”

“What we love most about Fazit’s Soccer Collection patches is that they’re incredibly easy to wear and still make a statement. Fans can show support for their favorite team in a modern, fashion-forward way,” says Maron. “They feel less like traditional fan gear and more like a beauty accessory, which makes them perfect for everything from matches and watch parties to dinners, festivals and summer events.”

Fans have always worn their allegiance through jerseys and T-shirts, but team spirit is no longer limited to apparel. Flag-inspired makeup, hair extensions, temporary tattoos are all part of the fan experience.  

“Sports are a powerful way to bring people together. Beauty has that same ability to build confidence and create connection,” says Maron. “This partnership sits at the intersection of both worlds, giving guests a fun and inclusive way to celebrate team spirit while expressing personal style.”

At its core, Blushington is about making professional beauty services accessible, but Maron hopes the customer experience transcends a makeup application or blowout. 

“We want Blushington to be more than a beauty appointment — we want it to be a destination where guests can discover something new, connect with their community, and celebrate life’s biggest moments. Partnerships like this allow us to do exactly that.” 

For more information about the Blushington franchise opportunity, visit https://blushington.com/pages/franchise.

Unleashed Brands, a youth enrichment franchise platform, has appointed James Franks as chief franchise officer. Franks, who served as the company’s vice president of franchise recruiting from 2019 to 2025, returns to Unleashed Brands following a stint leading franchise development at WellBiz Brands. He now spearheads franchise development efforts across the entire Unleashed Brands portfolio, which includes The Little Gym, Sylvan Learning, Snapology, Class 101, Premier Martial Arts, Urban Air and Water Wing Swim School.

“Unleashed Brands combines two things I am deeply passionate about: helping entrepreneurs achieve their dreams of business ownership and making a positive impact on children’s lives,” Franks said. “Having previously spent nearly six years with the organization, I witnessed firsthand the strength of its brands, franchisees and leadership team. The opportunity to return and help drive growth for a company whose mission is helping kids become life-ready is incredibly compelling. “I look forward to helping more new and existing entrepreneurs invest in businesses that make a meaningful difference in their communities. I’m also excited about developing innovative growth strategies that support both franchisee success and long-term brand expansion.”

He said the company’s platform model, which allows brands to share resources and best practices, is one of its greatest advantages. “We have multiple category-leading brands serving families and children at different stages of development. By continuing to leverage shared resources, data, technology, franchisee support systems and cross-brand opportunities, we can create efficiencies that individual brands may not achieve on their own. Sustainable growth also comes from maintaining a relentless focus on franchisee profitability, operational excellence and delivering exceptional experiences for families.”

Michael Browning Jr., CEO and founder of Unleashed Brands, commended Franks for his strong leadership skills. “I’ve known James for years and have seen firsthand the passion, experience and leadership he brings to an organization. He understands our brands, believes in our mission and knows what makes a great franchise partner. As we continue expanding our platform and serving more kids and families, I’m excited to welcome James back and have him lead this next chapter of growth,” Browning said. 

In his spare time, Franks enjoys golfing, hosting friends and family, and spending time with his wife, Tiffany, and their three dogs.

A fine wine gets better with age. But the rest of us? Not so much. As we grow older, our needs evolve, and often our ability to meet them independently diminishes. Yet despite being one of the fastest-growing segments of the U.S. population, adults 65 and older remain among the most overlooked and underserved.

S&P Global estimates that one in five Americans will be at least 65 by 2030, accounting for 20.7% of the population — and creating an especially fertile market. For strategic entrepreneurs, that presents opportunity. San Diego-based Bruce Patterson (above with family) is well aware of this growing demographic. As a franchise owner of Next Day Access, a business devoted to helping older adults age in place, he’s doing his best to serve it.

Next Day Access helps the 65-plus population and people with disabilities to safely move around in their own homes. “Disability can affect anyone at any time,” says Patterson. “We provide essential mobility and accessibility solutions to individuals from all walks of life, including veterans, seniors and local businesses.”

Next Day Access installs wheelchair ramps, grab bars, in-home elevators and a wide range of lifts to help individuals get out of swimming pools and beds, and to navigate stairs. Patterson himself understands mobility challenges. “My six knee surgeries exposed me to difficulties that some people have to deal with on a daily basis.”

More than just installers, the franchise’s specialized expertise benefits its older customers. Grab bars, for example, are only helpful if they’re installed securely in the right place. Next Day Access teams receive ongoing training on products and installations, so equipment functions as intended and improves quality of life.

The Right Fit

Formerly a wealth manager and author, Patterson opened his Next Day Access business in 2024. “The combination of strong brand recognition, proven systems, extensive training and financial opportunity made it the right fit for us,” he says. Next Day Access is part of the Best Life Brands family, and Patterson has felt, as he puts it, “the power of that community.”

“The company’s systems are strong,” he says, “and the support and collaboration from our fellow franchisees have been an unexpected benefit.”

Inclusion is central to the business. Every day, Patterson’s team works with an under-prioritized customer demographic, and he also embraces diversity on his staff. “San Diego is a diverse region,” he says. “Our team is a direct reflection of the various racial and ethnic groups within the community we serve.”

While diversity and inclusion are obvious components of a positive community culture, Patterson believes that multicultural collaboration is also good for business. “By bringing together individuals from different backgrounds, franchises can better understand and serve varied local markets,” he says.“That leads to higher customer satisfaction and a stronger bottom line.”

A Growing Market

The accessibility and mobility market is expanding rapidly. It’s expected to reach $29.8 billion in 2030, up from $18.3 billion in 2022. Becoming a Next Day Access franchisee presents a relatively low-risk way to enter that space.

While mechanically inclined franchisees are welcome, knowing your way around a toolbox isn’t a requirement. The company sets franchisees up with approved manufacturers and a list of required (and optional) products. Training and field support ensure teams can install equipment safely and properly, while marketing and sales support help drive growth. Initial investments can range from $176,225 to $352,050, depending on the size of the territory. Owners can work from home and save on the overhead of a physical storefront.

“Our affiliation with Best Life Brands increases our brand awareness and market presence,” says Patterson. “We benefit from robust training, marketing support and significant purchasing power with approved vendors, which reduces our inventory and supply costs.”

Even better, the brand helps people stay in their homes and maintain their independence. Next Day Access allows franchisees to enter a fast-growing, recession-proof market in a feel-good industry. Now that kind of job satisfaction never gets old.

Best Life Brands

Next Day Access is part of Best Life Brands, a family of franchise companies dedicated to helping people maintain their health, independence and quality of life. Its portfolio also includes ComForCare, CarePatrol, Blue Moon Estate Sales and Boost Home Healthcare. Together, the brands serve individuals and families through nearly 800 locations offering home care, senior living guidance, estate sale services, home health care and accessibility solutions.

Learn more about the Next Day Access franchise opportunity.

Updated June 16, 2026

Father’s Day is right around the corner, and that means countless Americans are hurriedly buying ties, sports equipment, mugs and more for the dads in their lives. Consumer spending is expected to exceed $27.9 billion, up from the record-setting $24 billion in 2025, according to the National Retail Federation. 

Beyond these small tokens of appreciation, food is an important part of any Father’s Day celebration. The following restaurant franchises have specials and gift card promotions to brighten dad’s day on June 21.    

Father’s Day 2026: Best Restaurant Specials and Promotions 

7-Eleven 

When dads are craving their favorite snacks, drinks, treats or last-minute essentials on Father’s Day, 7-Eleven has got them covered. Customers can enjoy $10 off any order of $20 or more on June 21 using promo code FORDAD at checkout on the 7NOW® Delivery app.

Applebee’s

Applebee’s is making it easier for customers to get that last-minute present this Father’s Day with a gift card deal. For a limited time, guests who purchase a $50 gift card will receive a $10 bonus card.

Aroma Joe’s

Aroma Joe’s is keeping dads caffeinated this Father’s Day with a free 24-ounce coffee on June 21.  

Buffalo’s Cafe

Dads can enjoy the Buffalo’s Cafe Canyon Burger with a choice of French fries or tumbleweed chips for $10 on June 21. This deal is valid at participating restaurants.

Capriotti’s Sandwich Shop

Capriotti’s Sandwich Shop is enticing loyalty members to purchase any American Wagyu sub on Father’s Day by offering them a free combo upgrade with chips and a drink. Fun fact: National Wagyu Day also falls on June 21.

Carvel

Carvel fans can treat dad to a cake and add a 4-pack of Fudgie Pops (above) for just $9.99 from June 9-21. 

Chipotle

Chipotle rewards members can get a free regular side or topping of Cilantro Lime Sauce with the purchase of an entrée through June 21. Guests who are not yet rewards members must enroll by June 20 to receive the offer in their account.

Del Taco

Who says dads should only eat steaks and burgers on Father’s Day? Not Del Taco! The Mexican-inspired fast-food franchise is offering 20% off orders of $10 or more from June 20-21. 

Dickey’s Barbecue Pit

In celebration of fathers everywhere, Dickey’s Barbecue Pit is offering 15% off online orders of $75 or more from June 18-21. Code DAD85 is required at checkout.

Dog Haus

Dog Haus knows that many dads love hot dogs, burgers and craft beer, especially on Father’s Day. That’s why the brand is rewarding loyalty members with quadruple points for all purchases made on June 21. 

Fazoli’s 

From June 19-23, Fazoli’s is celebrating fathers by offering guests a free fettuccine Alfredo or spaghetti with meat sauce (above) or marinara when they purchase an entrée. Promo code Father26 is required at checkout.

Freddy’s Frozen Custard & Steakburgers

Freddy’s Frozen Custard & Steakburgers, a Kansas-based fast-casual franchise, is offering the mini Cookie Dough Overload Concrete for $2.99 on June 21. Guests with the Freddy’s Rewards app can redeem the one-time offer at the drive-thru, in-restaurant dining, pickup or delivery.

Fuzzy’s Taco Shop

Fuzzy’s Taco Shop is giving families an alternative to backyard grilling. Guests can celebrate all Father’s Day weekend long with $5 Michelob Ultra Draft or an $8 Casamigos Margarita, alongside options from the Viva Los Tacos menu, including Honey Chipotle Shrimp Tacos and Fiery Citrus Carnitas Tacos.

Golden Corral

Golden Corral is enticing its loyalty members to dine-in on Father’s Day with a great deal: $5 off their next purchase of $25 or more. This promotional offer is redeemable from June 22 through July 3. 

Huddle House

Father’s Day is getting a sweet upgrade at Huddle House. The brand is treating its loyalty members to a free slice of pie or a fried waffle basket (above) from June 19-21. 

Hurricane Grill & Wings

This Father’s Day, Hurricane Grill & Wings guests get $5 off when they spend $35. 

Keke’s Breakfast Cafe

Keke’s Breakfast Cafe is taking brunch to the next level this Father’s Day. Guests can try the new Bloody Mary, Avocado toast and hot and iced caramel coffee. 

Kolache Factory

On June 21, guests who buy a BBQ, pizza or chicken enchilada kolache from Kolache Factory will get a second one free to share with dad.

Native Grill & Wings 

Native Grill & Wings fans receive $10 off their purchases of $60 or more from June 19-21 with code DAD2026. Valid at participating locations only.

Paris Baguette

Paris Baguette has a lineup of seasonal cakes to help families celebrate Father’s Day. Available through June 21, these options include the Lemon Blueberry Chiffon Cake, S’mores Cake and Summer Berry Trifle Cake.

Round Table Pizza

Round Table Pizza is feeding the entire family this Father’s Day with the $29.99 bundle deal — Montague’s All Meat Marvel. This meal, which includes pizza and two shareables (garlic Parmesan twists, Nashville hot mozzarella sticks, mozzarella sticks or Jalapeño poppers), is available from June 19-23 with code RTP878.

Schlotzsky’s

From June 15-21, Schlotzsky’s loyalty members get $5 off any purchase of $20 or more. This deal is available in stores and online.

Sonny’s BBQ

Sonny’s BBQ rewards members who dine in on Father’s Day will receive a buy one, get one entrée offer to redeem at a later visit.

Surcheros

Surcheros is rewarding its loyalty members with a great deal this Father’s Day. They will receive $10 off taco kits on June 21.

Teriyaki Madness

Teriyaki Madness has a gift card deal just in time for Father’s Day. Guests score a $10 bonus card when they buy a $50 gift certificate on June 19. 

• Franchise growth strategy should include more than one lead source.
• Existing franchisees can be strong candidates for multi-unit expansion.
• Independent operators may offer untapped growth opportunities.
• The best development plans focus on fit, readiness and brand standards.

Most franchise development conversations start the same way: How do we find more candidates? It’s a reasonable question, but it’s also an incomplete one.

I’ve spent more than 45 years in franchise development working with brands across industries and at different stages of growth. The systems that consistently expand – not only in the good years, but through market shifts and category disruptions – don’t treat growth as a single pipeline source. They treat it as a portfolio, and for many franchisors, that shift in thinking is overdue.

One Channel Means One Ceiling

Relying on a single development channel – whether that’s a portal or another third-party lead generation service – isn’t wrong. Those channels produce results, but each has a ceiling.

I’ve watched strong development teams get caught flat-footed when their primary portal stops producing, because of an algorithm change, a category getting more crowded or even a shift in how candidates research opportunities (just look at how AI is already influencing candidate research). The pipeline that looked healthy six months ago can suddenly looks thin. The brand hasn’t changed, but the growth strategy turned out to be more fragile than it appeared.

There’s a more subtle issue too. When most of your deals come from one source over time, your entire development process begins to center on the candidates that source delivers. Your messaging, qualification criteria and even discovery experience quietly optimize for a narrow candidate profile. You may be missing strong candidates who come through channels your sales funnel wasn’t built to recognize.

The fix isn’t abandoning that existing lead generation strategy, but treating it as one component of a broader development plan.

Your Best Next Franchisee Might Already Be in Your System

Before looking externally for new franchisees, start by looking at the owners already in your system.

Multi-unit growth from existing franchisees is the most underutilized channel I’ve seen across the industry. These owners already know the brand. When they expand, onboarding is faster, and the risk profile is lower. The challenge is that not every high-performing franchisee is a good expansion candidate, and conflating the two is one of the more costly mistakes a development team can make.

The franchisees who scale successfully have built businesses that run on systems and people, not on their own constant presence. Their results are replicable because they aren’t the key variable. Development teams that learn to identify that distinction before awarding a new unit or territory protect the franchisee and the brand. A practical starting point is to review your top-quartile franchisees through the lens of expansion readiness and not just unit performance. The two lists will likely overlap, but they won’t be identical.

The Independent Operator Conversation You’re Probably Not Having

There is another growth channel many franchise systems treat as an afterthought. That’s the independent operator already succeeding in your category.

In industries where independents hold meaningful market share – including fitness, personal services, education, home services and experiential retail – there is a substantial pool of business owners who have done something genuinely hard. They built a customer base and figured out how to deliver a service locally that people want time and again. What they often lack is purchasing scale, marketing infrastructure, an optimized tech stack and a peer network of operators who have already solved the problems they’re working through alone.

The conversion conversation is not a rescue discussion. A successful independent owner doesn’t think of themselves as someone who needs saving. The right framing is what becomes possible with a recognizable brand, group buying that lowers cost structure and corporate, as well as fellow franchisee support available when they’re navigating a staffing challenge, lease renewal or slowing revenue stream.

At Arthur Murray – a legacy franchisor that’s been franchising for nearly 90 years – we recently opened franchise opportunities to qualified candidates from outside the system for the first time in the brand’s history. We recognized that keeping development closed to one profile would slow growth and limit opportunities to great candidates outside the brand. If your category has a meaningful independent operator base and you’re not having these conversations, you’re leaving a channel untouched.

Diversify How You Grow Without Compromising What You’ve Built

The concern I hear most often is about culture. Many franchise development leaders are concerned that bringing in different types of franchisees, through new channels, will change the brand. It’s a fair point and worth scrutinizing, but it needs to be addressed.

I’ve watched brands pay for this uncertainty in two main ways. Some hold on so tightly to how growth has always happened that they miss entire categories of qualified candidates. Others diversify without guardrails and award to franchisees who weren’t a good fit from the start, which creates operational problems that prove very costly. Neither outcome serves the system well.

The franchisors that get it right articulate explicitly – and unapologetically – what the brand requires from an operational, culture and financial standpoint. Then, they evaluate every candidate from every channel against that same standard. The channel becomes less important than the question of fit.

The best development strategies don’t start with a channel. They begin with clarity about what the brand genuinely requires, what success looks like across different operator profiles and where underserved growth potential lives. 

With that foundation in place, the question is no longer about where do we find more candidates, but rather, becomes which of the channels available to us are we not using, and why? The brands that ask it seriously usually find that the growth they were seeking was never out of reach. It was just outside the lens they were using to find it.

Code Ninjas, a franchise that teaches coding to kids, has named Tyler Semerdjian chief marketing officer. He has more than 15 years of experience scaling businesses across direct-to-consumer, marketplace, sports and private equity-backed platforms.  

“Code Ninjas has a genuine mission teaching kids to code in a way that’s fun and accessible, as well as a strong foundation with 350-plus locations across five international markets,” Semerdjian said. “The leadership team, especially CEO Navin Gurnaney, has a clear vision for where the brand is headed. This opportunity is the right combination of mission, scale and the chance to help build something meaningful.”

Semerdjian emphasized the growing importance of technology education and the brand’s role in preparing the next generation. “Technology is evolving faster than ever, and Code Ninjas puts children on the front edge of that. I’m excited about building the marketing infrastructure that helps our franchisees grow — the tools, data and playbooks that let our locations operate at a high level. When franchisees succeed, the whole system succeeds.”

Semerdjian said he thrives in fast-paced, multi-project environments, which have included marketing leadership roles with growth companies such as Family Quest Entertainment, backed by L2 Capital. As chief marketing officer for Family Quest, he helped generate more than $100 million in annual revenue while also leading marketing across four additional portfolio companies. 

He said his background aligns naturally with franchising. “My favorite aspect of franchising is the impact at scale,” Semerdjian said. “When you get marketing right at the franchisor level, you’re helping individual owners build stronger businesses in their communities.”

As the co-founder of a consumer products company, Semerdjian also understands the realities of entrepreneurship firsthand. “I know what it feels like to put money into a campaign and have it not work — and I know the feeling when it does. That forces you to treat every dollar like it’s your own and stay hyper-analytical about what’s actually driving results.”

Gurnaney said Semerdjian is an exciting addition to the team because of his thoughtful, systems-driven approach to growth and track record of building successful marketing engines. “Just as importantly, he understands how to translate that into real impact at the local level, which will be key as we continue to support our franchisees and strengthen performance across the network,” Gurnaney said.

Smarter Marketing Decisions 

Semerdjian said Code Ninjas’ continued investment in attribution to identify which marketing touchpoints contribute to conversion and revenue, customer relationship management and local playbooks drive smarter marketing decisions for franchisees. “The best franchise systems aren’t just handing owners creative assets and hoping for the best. They’re investing in attribution and CRM infrastructure that lets franchisees see what’s working at the local level and make informed decisions about where to invest. That shift from top-down mandates to data-driven enablement is where the industry is heading and where Code Ninjas is focused.”

In his free time, Semerdjian enjoys spending time on the beach with his wife, Lauren, and their two young children, Hudson and Navy, near their home in Encinitas, Calif.

About Code Ninjas 

Founded in 2016, Code Ninjas offers kids ages 5-14 the opportunity to build video games while gaining skills in coding, robotics and AI. The coding franchise is backed by Eagle Merchant Partners, an Atlanta-based private equity firm.

Travis Reed (above, left) and his business partner, Travis Hicks (right), decided to invest in Lawn Pride primarily because it’s part of Neighborly, a well-established parent franchisor of home services brands. In February 2023, the men opened their Lawn Pride franchise, which provides fertilizing, weed control, aeration and overseeding services for residential and commercial lawns.

Reed and Hicks also operate a The Grounds Guys franchise, a Neighborly brand offering a wide range of services to homes and businesses. Lawn Pride was a natural complement to The Grounds Guys, especially as demand for lawn care continues to grow. According to a ResearchAndMarkets report, the U.S. lawn care market was valued at $57.77 billion in 2024 and is expected to reach $89.47 billion by 2033. 

“We were already doing a small amount of turf care through The Grounds Guys and we wanted to scale it,” Reed says. “We believe in Neighborly,” he adds. “The corporate team and brand leadership teams are always working to push their brands forward. Technology and marketing are just a couple of examples of things they play a big part in setting up and making sure that owners are always updated and educated on.”

An Inclusive Community

Reed praises Neighborly’s inclusiveness along with its support. “The goal has always been to get the best people in place, whether that’s in corporate positions or as franchise owners, regardless of backgrounds.”

Both of his franchises employ diverse workers. The Lawn Pride team has three members, an office manager and two technicians, one of whom acts as the field manager, to serve the Houston suburbs of Friendswood, League City and Pearland. Forty people comprise the The Ground Guys staff. “We have several women in the field and in management positions and many different ethnicities represented. The Houston area is very diverse, and our customers reflect that.”

Reed draws on many years of experience to serve those customers. “We started as Hicks Gutters and Sprinklers in 2010. Travis Hicks’ father did gutters, and we were really interested in irrigation so he started a business focused around the two. I joined a few years later to add landscaping and maintenance to the list of services.

“Franchise ownership happened by chance. Both of us had worked for a smaller company previously and had seen firsthand the problems that can come up running a small business of this type,” Reed says. So when Hicks later attended a family reunion and heard that a relative was working for Neighborly, he was intrigued. Reed says that when they visited the corporate office and learned about the culture, systems and structure, “We knew this was something we wanted to be a part of and signed on shortly after.”

Ongoing Support

Neighborly’s call center and national marketing provide significant support, and Reed also values Lawn Pride’s community of owners. Like all franchisees, Reed is responsible for local marketing and networking. “It’s important that we get out there and build awareness about who we are and what we do,” Reed says. “It’s great having people in the same position as you whom you can go to with issues or ideas and get feedback — people who might have already gone through it. Growing a business is both challenging and rewarding, and it helps to have other people in your circle to go through that with you.”

Why Choose Lawn Pride?

Lawn Pride offers the following advantages to owners:

• Franchisees enjoy steady recurring revenue because customers need the brand’s services frequently.
• Each franchise can provide multiple services for the same customer.
• The home-based franchise is easy to operate and highly scalable.
• The brand offers an executive ownership model in which the franchisee leads a team of lawn care professionals.
• Lawn Pride has built an enviable reputation by prioritizing customer service since its launch in 1983.
• The franchise is recession-resilient.

Learn more about the Lawn Pride franchise opportunity.

• The iBoost Talent staffing franchise now offers a robotics solution to help clients augment their human workforces.
• Robots are well suited for highly repetitive tasks in hard-to-fill, entry-level roles such as cleaning and moving materials or supplies.
• Increased implementation of automation could boost U.S. productivity growth from about 1.8% in 2019 to 3-4% annually by 2030, according to the McKinsey Global Institute.

Persistent entry-level labor shortages have plagued industries in recent years, diminishing overall productivity and potential economic growth. The iBoost Talent staffing franchise has responded with a robotics solution aimed at supporting human workers and employers.

“Labor shortages aren’t going away, so we built a model that works with them, not against them. No one else within our industry is doing what we’re doing,” says Don G. King, founder of Impact Workforce Solutions, sister company of iBoost Talent and the newly created Impact Robotics.

King says the goal is not to replace the human workforce, but to augment it, particularly in jobs that involve repetitive activities such as cleaning and moving materials from one place to another. “If no one wants to do the job and you can’t hire for it, automation creates a better path forward,” he says.

How Robotics Enhance iBoost Talent Offerings

“Robotics is a differentiator for iBoost Talent,” says Bill Tasillo, executive vice president of franchise development. “It’s an additional service line that franchise owners can employ to solve challenges for their customers, particularly with highly repetitive, entry-level type jobs. We’re not just offering a staffing solution anymore. We’re offering a full gamut of solutions for the customer – some of it involves automation, some of it human capital – always built around the relationships that owners and their teams build with those customers and with their communities. And that’s what we find that our clients are looking for more than anything,” Tasillo says.

Chief Revenue Officer Vance Tiller adds that automation through robotics offers an additional revenue stream or “lane to accelerate our franchisees’ growth to help them become successful and profitable faster.”

While automation expands franchisees’ capacity and capabilities, it does not increase complexity in their operations, Tasillo says. iBoost Talent franchisees refer all customer requests for robotics services to sister company Impact Robotics, he explains. “Just as we take as many roadblocks out of the way for franchise owners that slow down their growth and day-to-day operations – including handling the back office, administration, workers compensation claims, compliance, I9 employment eligibility verifications and all those types of things – we manage the robotics through Impact Robotics.”

Labor Shortages, Diminished Productivity

Shrinking labor markets are a long-term trend that may continue, according to the McKinsey Global Institute, which estimates that gross domestic product in 2023 could have been 0.5% to 1.5% higher across advanced economies worldwide if employers had been able to fill their excess job vacancies.

McKinsey Global Institute analysis indicates that up to 30% of current work time could be automated by 2030, based on recent advancements in generative artificial intelligence, releasing worker time for more valuable activities. Combining all types of automation, from generative AI to robotics, could help drive U.S. productivity growth from about 1.8% in 2019 to 3-4% annually by 2030.

Robots in a People-First Model

King says the robotics solution aligns with his people-first, franchisee-first business model. “People are the difference between good and great operations. This isn’t about replacing people. It’s about giving teams better support systems so operations run smoother, cleaner and more efficiently. The future of operations will belong to companies that learn how people and automation work together,” he says. “If we can automate the work that no one wants to do, we can elevate people into better roles, better pay and better futures.”

As founder of the Impact system of companies, King applies more than 30 years of experience, including his tenure in a staffing franchise system and as founder in 2001 of Impact Workforce Solutions, a tech-enabled professional services firm. He founded the iBoost Talent staffing franchise in 2025 with a core value of improving the quality of life for others.

How Impact Robotics Implements Automation

Impact Robotics officials describe an “automation gap” created when companies make mistakes in implementing robotics, such as buying robots without first understanding organizational workflows, trying to automate everything all at once and failing to account for how people will interact with the technology. The result, company officials say, is low usage, frustration and wasted investment.

Impact Robotics follows a structured approach to implementation, which includes:

• Starting with a pilot, testing automation in a real environment where it can prove value.
• Validating what works, ensuring teams adopt it, use it and benefit from it.
• Scaling with confidence, expanding automation only where results are proven to reduce risk, improve adoption and deliver measurable return on investment.

The Robotics Solution

Robots are deployed in a wide variety of industries: healthcare, educational settings, hotels and hospitality, industrial and logistics environments, retail and public spaces, and food and beverage operations. “Automation works where people, processes and pressure intersect,” King says. “From high-traffic public spaces to complex operational environments, we design automation solutions by industry that integrate into real workflows, not ideal scenarios.”

Examples of where and how robots work:

• Cleaning high-traffic floors, including those in high-risk environments such as hospitals and schools, industrial facilities requiring navigation through tight spaces and changing layouts, restaurants and large public spaces where continuous cleaning is needed.
• Moving materials or supplies between locations, such as specimens and medications in hospitals, luggage and linens across long distances in hotels, finished goods and inspection materials in industrial settings, inventory in retail settings, and food, drinks and dishes in restaurants.
• Guiding people to their destinations, including patients and visitors in healthcare settings, and students on large campuses.

To learn more about how robotics solutions are being implemented to augment the human workforce, visit Impact Robotics.

Visit iBoost Talent for information about staffing franchise opportunities. 

Celebree School, a Maryland-based early childhood education franchise, has named John Palumbo vice president of franchise development. Palumbo has more than 20 years of experience in franchise development with brands including A&W Restaurants, H&R Block and Primrose Schools. He also is the founder of Palumbo Consulting Group. In his new role, Palumbo leads Celebree School’s national development strategy, builds non-traditional growth programs and manages multi-brand pipelines.

“As a father of four children, early education has always been important to me,” Palumbo said. “I’ve seen firsthand the difference it can make in a child’s life when it’s done right. Celebree does it right and has been doing so for over 30 years. Having built and operated more than two dozen corporate Celebree Schools beginning in 1994 and continuing to today gives us a unique perspective — we understand a day in the life of a franchisee. It is an exciting opportunity to add value and help scale this brand through the lens of responsible growth.”

He said responsible growth includes strong support in real estate, construction, design and pre-opening marketing, along with ongoing marketing and operational support. “We’re also continuously improving in these areas,” he said.

Palumbo joins the leadership team following a milestone 2025 for the company, which included 16 new franchise agreements and 15 school openings. Looking ahead, future development is planned in Atlanta, Boston, Chicago, Philadelphia and Texas markets, including Dallas, Houston and Austin.

Richard Huffman, founder and CEO of Celebree School, said Palumbo has the expertise required to take the franchise to the next level. “Not only does he understand the early childhood education landscape, but his innate understanding for franchising combined with his consulting experience provides a new perspective on scaling sustainably,” Huffman said.

Palumbo said he believes success at Celebree, and in franchising more broadly, begins and ends with franchisees. “The success of the franchisee community, both new and tenured, is simple: I serve at the pleasure of our leadership team and exist because of the success of our franchisee family. It all begins and ends with them. Listen to your franchisees. If you do, they will tell you what’s working, what’s not, share great new ideas, and most importantly, remind you why we do what we do.”

About Celebree School 

Founded in 1994 and franchised since 2019, Celebree School provides infant and toddler care, preschool, before and aftercare, and summer camp programs. Each school employs a customized program that addresses the physical, social, emotional and academic needs of its students.

ISI® Elite Training is built on a strength-based, coach-led training approach that blends progressive strength, athletic movement, and conditioning in a structured group environment. The brand attracts franchise partners with a strong passion for fitness and performance who want to be actively involved in the business they build. These partners value discipline, accountability and culture, stay closely engaged in day-to-day operations, and are focused on building a strong, connected community and becoming a trusted presence in their local market. The owners featured here share how ISI® became both a smart business and a community they’re proud to call their own.

Denette Carte & Jason Adams, Cornelius, N.C., July 2023

Why ISI®? We were excited by the chance to be on the ground floor of an emerging brand with a clear vision and strong leadership. The strength-based training model aligned perfectly with our athletic backgrounds, and just as important, ISI® gave us the opportunity to open a facility in a community where we wanted to be actively involved — not just as business owners, but as contributors and neighbors.
Best Part: What we love most is the relationships and sense of community. Fitness is the foundation, but connection is the outcome. We get to serve people daily, support them through physical and mental growth, and watch confidence develop inside and outside the facility. Being part of that journey is incredibly fulfilling.
Biggest Surprise: One of the biggest surprises has been the constant attention required to keep everything clean, maintained and up to date. From equipment to facilities, there’s always something that needs attention. It reinforced how important consistency and high standards are in creating a great member experience.

Kendra Fuentes, Sandy Springs, Ga., April 2024

Why ISI®? I loved the growth phase that the brand is in and the overall support ISI headquarters provided us upfront. They made us feel very comfortable in the onboarding process as new business owners.
Best Part: I can be hands-on and involved in the day-to-day operations while getting to pursue my passions for helping others grow in their fitness journeys. It has been so great getting to build an incredible team.
Biggest Surprise: We heard from several people that you wouldn’t hit profitability in your first year of business, but to our shock (and delight), we hit our first profitable month in month 11! Aside from an amazing brand, ISI® Elite Training has the best franchise partners. Across the network, we are passionate and engaged!

Spencer & Hannah Thomas, Two studios in San Antonio, Texas, December 2023

Why ISI®? We saw an opportunity to deliver a truly high-quality product — one that prioritized performance, structure and results — at a level we felt could stand above anything else in the market. ISI’s programming depth and commitment to coaching excellence immediately stood out.
Best Part: What we love most is the people — both our members and our team. We get to create an environment that is welcoming but holds a high standard. Watching individuals grow physically, mentally and emotionally while being part of a strong community is incredibly rewarding. There’s also something special about building a team of coaches who care deeply about their craft and the people they serve.
Biggest Surprise: The biggest surprise has been the sheer shift in responsibility and time commitment, especially early on. Ownership requires a different level of leadership and long-term thinking than even high-level management roles. You’re constantly learning, adapting and being stretched in ways you don’t fully anticipate until you’re in it.

Learn more about the ISI® Elite Training franchise opportunity.

Pilates Addiction matches Americans’ fitness goals stride for stride. “Consumers want workouts that yield excellent results while supporting joint health and long-term performance,” says Liza Beres, vice president of educator training operations at Pilates Addiction. “We’re seeing a clear shift toward low-impact strength training, functional movement and longevity-focused fitness. Pilates Addiction was built for this moment — combining science-backed movement with an elevated studio experience that clients can sustain for years.”

Pilates itself has been around for a full century, and Beres believes that it’s here to stay. “Pilates endures because it works. It builds strength without breaking the body down. Pilates improves posture and mobility, and it supports long-term health. As consumers become more focused on longevity, resilience and sustainable movement, Pilates continues to prove its value, not as a trend but as a foundational practice.”

Pilates is now meeting a fresh wave of consumer demand. According to the Sports & Fitness Industry Association, Pilates participation grew nearly 40% from 2019 to 2024, rising from 9.2 million to 12.9 million participants. Yet Pilates hasn’t stood still. The regimen has evolved along with scientific and technological advances. And Beres says Pilates Addiction — introduced in 2025 and part of Anthony Geisler’s Sequel Brands franchise family — leads the way with an ultimate goal of providing a more powerful Pilates experience. “It honors biomechanics and precision while embracing athletic energy and real results,” she says.

The tech centerpiece of Pilates Addiction is the WundaFormer, a proprietary, all-in-one Pilates machine. “It integrates reformer, chair, jump board and standing work into a single system,” Beres explains. “This combination enables seamless, full-body workouts that develop strength, mobility, cardio capacity and control. It creates a dynamic, elevated experience that feels athletic, purposeful and distinctly ‘Pilates Addiction,’ delivering what we call the healthiest obsession you’ll ever have.

“Every class is designed to feel intentional, challenging and efficient to help clients build strength, confidence and consistency over time.” Workouts weave in classical Pilates principles while featuring modern athletic pacing, intelligent progressions and clear anatomical coaching, Beres says.

A Scalable Opportunity

The cutting-edge, comprehensive workouts give franchisees a competitive edge, she says. “With a clearly defined method, exclusive equipment and systems in place to protect quality as the brand grows, Pilates Addiction offers a scalable opportunity in the premium wellness space without compromising the client experience.”

Franchisees aren’t required to have a fitness background, but Beres says “a respect for the craft is essential. Our owners value the brand’s standards, consistency and execution. They care deeply about the client experience, understand the importance of training and culture, and are committed to building a premium brand the right way.”

Pilates Addiction operates as a membership-driven boutique studio model built around retention and consistency. “Clients leave feeling stronger, more aligned and more connected to their bodies. Over time, they experience improved posture, joint health, core strength, mobility and confidence in movement,” Beres says. “Pilates Addiction isn’t a workout people try for a few months; it’s a practice they commit to.”

She predicts that Pilates Addiction, under Sequel Brands’ guidance, will scale with discipline and purpose. “It’s supported by strong infrastructure while maintaining uncompromising standards around education, programming and the client experience.” Beres adds that the franchise’s leaders don’t pursue growth simply for growth’s sake. “They want to create something exceptional, sustainable and relevant for the future of wellness. This is a brand rooted in biomechanics, education and thoughtful scale. The right franchisees can build something meaningful and enduring.”

Member Demographics

Pilates Addiction members value its education-first approach, proprietary equipment and premium yet welcoming studio environment. Members typically fit into the following demographics.

• Women comprise 70% to 80% of the membership.
• They typically are 28 to 50 years old.
• They live in urban and affluent suburban markets.
• Their household incomes start at about $100,000 and reach $200,000 or more.
• They’re busy professionals, former athletes and wellness-minded individuals who seek quality, consistency and long-term results.

About Sequel Brands

Sequel Brands is a health and wellness franchising company with a growing portfolio of brands focused on fitness, recovery, movement and healthy living. Its brands include beem®, a light therapy and infrared sauna studio; BODY20, a 20-minute fitness concept; iFlex Stretch Studios, an assisted stretching and recovery brand; Pilates Addiction, a Pilates studio focused on strength and flexibility; Ultimate Longevity Center®, a longevity and wellness concept; and MOVE Powered by SequelAI, a technology platform that helps people build healthier habits.

Learn more about the Pilates Addiction franchise opportunity.