Hair is one of the most proven and resilient categories in franchising, driven by routine demand and broad consumer appeal. Within that space, Bishops Cuts/Color and Delta Crown stand out as part of the Head to Toe Brands portfolio, bringing both brand identity and operational infrastructure to support growth. Bishops delivers a culture-driven, personality-forward salon experience with mass appeal and a brand owners are proud to stand behind, while Delta Crown pairs specialized expertise with a membership model that drives recurring revenue and a more flexible ownership lifestyle. With a sharp understanding of today’s clients and franchisees, they partnered with BrandONE for franchise development support as they scale with purpose.

Together, they offer franchisees a compelling combination of proven demand, differentiated positioning and systems designed to scale.

Allison Steimel, Brand President of Bishops Cuts/Color

Allison Steimel brings a thoughtful approach to her role as brand president of Bishops Cuts/Color. What drew her to the brand was how different it felt from a traditional salon. “It’s expressive and edgy,” she says. What makes Bishops especially compelling today is its evolution. Under Head to Toe Brands, the concept has been reimagined and rebuilt with the systems, infrastructure and support needed to scale as a modern franchise platform — while preserving the culture that made it successful in the first place.

Steimel says Bishops stands out because it gives owners structure while still leaving room for “personality, creativity and individuality.” She believes that matters to candidates who want to build a business that reflects who they are. “I try to stay really focused on what aligns with our identity and what will actually help shops succeed long term,” she says. With experience on both the franchisor and franchisee sides, Steimel brings a balanced perspective and leads with “a mix direction and empathy.”

Kristin Kidd, COO of Head to Toe Brands

Kristin Kidd plays a key role in helping Head to Toe Brands grow. “I love being able to see best practices or ideas that work well, and work to bring them to life in each brand in a meaningful way.” Her role includes finding vendor partners that can support franchisees with the best services and rates and building a team that “lives and breathes franchisee support.” Kidd says growth takes focus and strong organization. “It’s a lot of spinning plates, but that’s where I thrive,” she says. “Women are born to multitask. It’s in our nature, and that’s an incredible quality for someone in leadership or a business owner.” Above all, Kidd believes support matters most. “We don’t succeed unless you succeed. It’s that simple. We are in this together.”

Jenna Bowden, Founder of Delta Crown Hair Extensions

Jenna Bowden started Delta Crown Hair Extensions after seeing how many women were struggling with thinning hair and how few good solutions they had. “When I found hair extensions, it was so life changing because I finally had a solution to give women their hair back,” she says. She also saw a gap in the market and wanted to create a salon experience focused on hair extensions that felt more supportive, consistent and easy for clients. Now she can empower franchise owners to do the same. “For franchisees, there is no feeling like walking into your space and seeing transformation happen in real life. You see women light up, feel beautiful, feel confident and happy. It is not the same as selling a sandwich, a cup of coffee or any other product where the transaction ends at the register. This is real life change happening right before your eyes.”

Her journey as a young female founder has shaped the way she leads today. “What I’ve learned as someone who also leads a lot of women is that I succeed best by teaching them how to lead themselves,” she says.

Meg Roberts, CEO of Head to Toe Brands

Meg Roberts leads Head to Toe Brands with vision and a passion for people. She believes in building the right partnerships and helping franchisees succeed for the long run. “We are especially excited about the caliber of franchisee partners we know BrandONE will bring to our Decision Days,” she says. “Our organizations share very similar values where we truly believe in making the right match — and not just the latest thing.”

Roberts has spent nearly 20 years in franchising, beginning in marketing and growing her career by helping brands and franchisees thrive. She is especially proud of creating opportunities for women. “We have developed and promoted so many women on our team into executive roles. We work hard at HTT to build teams that are having fun together.”

Learn more about Head to Toe Brands.

Crunch Fitness has promoted Chequan Lewis from president to chief executive officer. Lewis succeeds Jim Rowley, who now serves as executive chairman. Since joining the fitness franchise in 2024, Lewis has worked alongside Rowley to drive growth, improve operational performance and fuel innovation.

“Crunch has never been stronger, and that strength reflects years of close collaboration with Jim, our franchise partners and our teams across the brand who have built something special over time,” Lewis said. “I’m honored to step into the CEO role and continue that partnership, building on the foundation we’ve created together. As we enter this next chapter, our focus remains clear: to support our franchise network, invest in innovation and grow the Crunch community in a disciplined way while staying true to the culture, values and ‘No Judgments, No Limits’ experience that define this brand.” 

Lewis applies commercial, legal and civic experience gained in previous roles with McMaster-Carr, Baker Botts and Pizza Hut. “I’ve been fortunate to work in businesses where the customer experience is everything. One of the biggest lessons I’ve carried with me is that every interaction is a moment of truth,” Lewis said. “At Crunch, that means every member check-in is a moment of truth. It’s an opportunity to make someone feel welcomed, supported and motivated.”

Lewis said the fitness franchise’s ongoing efforts to improve the member experience include Crunch 3.0, a new design template that includes expanded strength offerings and Relax & Recover amenities. 

“The experience we create for our members starts with the experience we create for our teams. If we take care of our people, they will take care of our members,” he said. “Some of the best ideas come from the people interacting with our members every day. I work out at my local Crunch gym multiple times a week, and my role is to listen, remove obstacles and create an environment where our franchisees and team members can deliver the Crunch experience every day.”

Lewis is a proud alumnus of Howard University, where he was named “Most Likely to Become President.” Little did he know that meant president and now CEO of Crunch Fitness!

About Crunch Fitness

Crunch Fitness is known for creating one-of-a-kind group fitness classes and unique programming for its 3.5 million members. The brand has expanded to more than 550 gyms worldwide in 41 states, Washington, D.C., Australia, Canada, Costa Rica, Puerto Rico and India.

• Franchise Expo Dallas will be Sept. 18-19 at the Irving (Texas) Convention Center.
• Educational resources include workshops and seminars.
• Trade shows provide an opportunity for exploring brands and networking with potential business owners and suppliers.
• Registration is open now for attendees and exhibitors.

Franchise Expo Dallas will return or the first time since 2018 on Sept. 18 and 19. This trade show, which is produced by MFV Expositions and Comexposium, is certain to be bustling because Texas consistently lands in the top five states for franchise activity. It will be held at the Irving Convention Center, just outside Dallas in the Los Colinas development. 

MFV/Comexposium events offer opportunities for franchisee candidates, franchisors and suppliers to network with one another. Franchisee candidates can explore franchising in general; they also will be able to research possible brand matches for investing to become business owners. Franchisors may develop strong partnership leads among future franchise owners and the suppliers that will attend. In addition, business owners looking to franchise their concepts can learn important do’s, don’ts and prerequisites during educational presentations.

Things on Tap at Franchise Expo Dallas

Franchise Expo Dallas has scheduled the following points of interest for attendees:

• Emerging Brands Pavilion, a showcase for exhibits by franchise brands with fewer than 10 locations.
• Business Resource Center, a networking hub where franchise leaders, vendors and suppliers can meet up.
• Franchise Expo Unplugged, a partnership with Social Geek Radio that delivers franchising news and insights directly from the trade show floor.
• Workshop sessions: “A to Z’s of Buying a Franchise,” hosted by Dr. John Hayes, the Titus Chair for Franchise Leadership at Palm Beach Atlantic University in Florida, and “Franchising Your Business,” presented by franchise industry veteran Mark Siebert of iFranchise Group. 
• “Top Questions to Ask a Franchisor Before Investing,” a program moderated by Natalie Hoyt of Ascent Hospitality Management.
• The keynote presentation “Minorities Building Wealth with Franchising.” It’s hosted by Andre Key, the founder and CEO of Sociallybuzz. 

Other seminar topics will include “Should You Franchise Your Business – Making The Choice That’s Right For You,” “Top Questions to Ask a Franchisor Before Investing” and “The Future of Business Is Aging: Understanding the Assisted Living Landscape.” For a full list of events and scheduling, visit the Franchise Expo Dallas agenda webpage.

Exhibitors and Registration

The brands at Franchise Expo Dallas are drawn from an array of industries and with a wide range of necessary investment levels. Just a few examples are Assisted Living Mansion, GNC Live Well, Golden Years Relocation, Lightbridge Academy, Milo Insulation, McDonald’s, Perkins American Food Co., Pi Kitchen and Bath Shop, Poolwerx and Rosati’s Pizza. 

Registration is now available for Franchise Expo Dallas attendees and exhibitors. For additional information along with details about travel and lodging options, please visit www.franchiseexpo.com/dallas.  

Why Attend?

“By almost any industry benchmark metric or standard, it’s clear that interest in business ownership through franchising is at an all-time high,” says Martin Joksimovic, president of MFV Expositions. He adds that the networking opportunities at Franchise Expo Dallas are “meant to spark the conversations that can turn entrepreneurial dreams into reality. There are approximately 850,000 franchise establishments in the U.S. today, and it’s only a matter of time before the industry surpasses the 1 million mark, a significant milestone.”

A Fox Business article concurs that trade shows are a great way for companies to showcase their products and services as well as learn about their competitors. Franchisors that attend can learn about vendors of desirable products and services, Don Alix of Insperity told Fox Business. Alix also stated that trade shows are valuable because they represent an opportunity to reach a highly targeted, highly desirable audience – for franchisors, this means a pool of motivated potential franchisees.

More About MFV Expos and Comexposium

Franchise Expo Dallas is the second of four U.S. tour stops for MFV Expos this year. The other MFV trade shows coming up this fall are Franchise Expo Cincinnati, Oct. 23 and 24, and Franchise Expo West in Glendale, Ariz., on Nov. 13 and 14. Headquartered in Glen Rock, N.J., MFV is known for having hosted a multitude of U.S. and global franchise expos during the past 35 years. For more information about MFV, please visit www.franchiseexpo.com. 

Comexposium, the France-based parent company of MFV Expos, hosts more than 135 B2B and B2C events in more than 30 nations. These events cover an almost infinite slate of industries – from agriculture, construction, real estate, retail and tourism to fashion, food, health, leisure and security. Comexposium welcomes more than 3.5 million visitors and 48,000 exhibitors annually to its trade shows.

Managing a rental property sounds easy — you buy a place, fix it up, then kick back and collect a stream of rent checks. But the reality is that there’s a lot more to managing an investment property than you’d think. You have to secure reliable tenants, market your property effectively, track financials, and handle unexpected maintenance and repairs. Needless to say, it’s a full-time job.

The owner of Real Property Management First Class in San Antonio — and a recipient of Franchise Business Review’s 2026 Excellence Award — Alice Garcia learned the demands of managing rentals as an investor, not a property manager. An Army Veteran, Garcia bought a property while stationed in San Antonio. But when she had a permanent change of station (PCS), she needed someone to manage the property. A sergeant she knew fit the bill. “I thought, ‘I already know you. Here are the keys to my house,’” she laughs. “We never had a written agreement. The arrangement was built on trust because we’d served together and knew each other really well.”

But when she moved back to San Antonio, her friend returned her keys and retired. Garcia still needed someone to manage the property, so this time, she hired a management company and put a formal contract in place. But the company didn’t know the San Antonio market and eventually bowed out.

Garcia was researching other companies when a friend said, “You know, you can probably do this yourself.” Having worked incorporate America, Garcia had built skills in communications, marketing, human resources and strategic planning. So, she read a few books and launched a side hustle as a property manager. “I taught myself enough to be dangerous,” she remembers. Eventually, Garcia left the corporate world in search of more career fulfillment. Call it fate: Around the same time, Neighborly®, Real Property Management’s parent company, just happened to be running an informational session, “Franchising 101.”

Back then, Garcia didn’t know much about franchising. She associated it with retail or restaurants, like McDonald’s and Chick-fil-A, but she was curious enough to attend. “One of the owners — who I now consider a mentor — talked about his property management franchise. I was floored. I didn’t even know that existed,” she says. “I hadn’t thought of property management as a franchise opportunity. Immediately, I bombarded him with questions.”

Garcia was intrigued. By owning a Real Property Management franchise, as opposed to going it alone, she would become part of a larger family and have access to experts in a variety of fields. “That’s what drew me in,” she says. In March 2023, she became a Real Property Management owner.

The Neighborly Family

“It’s helpful to have other businesses and vendors to turn to,” she explains. In San Antonio, she has access to a range of Neighborly brand franchise owners — Mr. Appliance, Mr. Handyman® and Junk King®, among others. “I’ve been able to build relationships beyond Real Property Management with the larger Neighborly family, which has been extremely beneficial,” she adds.

Cultivating relationships is key for Garcia. While some might see property management as a real estate business, she sees it as a people business and always leads from the heart. “I’m caring and empathetic. I always try to listen to what’s going on and what’s driving someone’s questions,” she says. “I’m also organized. One of my superpowers is turning chaos into order. If you’re managing a property, it can feel chaotic. I try to make that easier.”

Though Garcia claims she isn’t the best self-promoter, her modest social media posts and referrals from various networks (church, yoga) attract new customers. “I lead with connection, and those connections refer friends, neighbors and co-workers,” she says. “Whether in the military, corporate America or my personal life, I’ve always been about people.”

Learn more about the Real Property Management franchise opportunity.

• The GoTo Foods partnership with Favor, a Texas-based platform, expands delivery from five brands in 550 locations across the key growth market.
• GoTo Foods’ multi-platform delivery strategy focuses on expanded guest access and improved delivery economics for franchisees.
• The addition of Auntie Anne’s, Cinnabon, Jamba, McAlister’s Deli and Schlotzsky’s represents one of Favor’s largest multi-brand restaurant launches to date.

GoTo Foods is expanding delivery from five of its brands in 550 Texas locations as part of its partnership with the Favor platform owned by the Texas-based H-E-B grocery retailer. The agreement will bring GoTo Foods brands Auntie Anne’s, Cinnabon, Jamba, McAlister’s Deli and Schlotzsky’s Deli to the Favor delivery platform, representing one of the largest multi-brand restaurant launches on the site to date.

Favor serves more than 400 cities across Texas with a network of more than 100,000 contract delivery runners. The GoTo Foods partnership with Favor offers greater access and convenience for consumers, while driving smarter delivery economics for franchisees and providing deeper, broader reach and visibility for GoTo brands across Texas, GoTo leaders say.

“Texas continues to be a key growth market for many of our brands, and this partnership allows us to expand access and convenience for guests while supporting stronger delivery economics for franchisees,” says Mike Freeman, who serves as GoTo Foods executive vice president and president of brands. “We believe the future of delivery is rooted in flexibility, regional relevance and strong unit-level economics. Partnering with Favor allows us to strengthen all three while meeting consumers where they are.”

Multi-Platform Delivery Strategy

GoTo Foods brands will continue operating across other major third-party delivery platforms in addition to Favor. Rather than limiting guests to a single delivery ecosystem, GoTo Foods is embracing a platform-agnostic approach designed to meet regional preferences, expand consumer choice and create greater flexibility for guests and franchisees, officials say.

“This partnership reflects how we think about growth and innovation across our business,” Freeman says. “We’re focused on building strategic partnerships that improve the guest experience, strengthen franchisee economics and support sustainable long-term growth across our brands.”

The GoTo Foods deal with Favor will help strengthen delivery economics for franchisees through lower commission structures, increased pricing flexibility and a delivery model intended to help drive long-term customer demand and frequency, officials say. It also reflects GoTo Foods’ broader strategy of leveraging technology, data and strategic partnerships to enhance unit-level performance, improve operational flexibility and support long-term franchisee success.

Consumer Demand for Food Delivery

Once regarded by restaurant operators as a supplemental revenue stream when pick-up orders and in-restaurant dining were slow, food delivery is in demand. Now, off-premise orders such as take-out, drive-thru and delivery account for as much as 75% of total restaurant traffic, according to Sauce’s Food Delivery Statistics. 

Research from Lightspeed POS and ActiveMenus shows third-party delivery platforms directly drive a 10% to 20% increase in sales volume for participating establishments, though standard third-party commission rates range from 15% to 30% per order, often totaling 35% or more in effective costs. 

And the delivery market continues to grow. The global online food delivery market reached $289 billion in 2024 with an expected 9.4% compound annual growth through 2030, according to Grand View Research. Data from YouGov Profiles shows that 28.2% of U.S. adults use food delivery apps at least once a week, while 24.5% have never used them. It’s become a lifestyle, particularly for younger generations that seek convenience even at the micro level.

Texas-Born-and-Bred Delivery Service

The GoTo Foods partnership with Favor benefits both the platform and the franchisor, which has one of the largest restaurant portfolios available on the site.

“Our integrated partnership streamlines operations for a faster and better customer experience – all backed by the convenience and local expertise only a Texas-born-and-bred delivery service can provide,” says Zach Nienow, vice president of revenue and strategic partners for Favor.

Founded in 2013 in Austin, Favor built its brand on hyper-local Texas hospitality and an “anything delivered” promise covering food, groceries, dry cleaning and general errands. Texas grocery giant H-E-B acquired the delivery platform shortly after Favor announced the on-demand delivery app had achieved profitability, a rarity for delivery platforms. After pulling back from out-of-state markets in early 2017 to focus exclusively on Texas density, Favor achieved profitability at scale and became cash-flow positive.  

About GoTo Foods

GoTo Foods, formerly Focus Brands, started in 2001 with the initial acquisition of the iconic ice cream brand Carvel. In 2004, the company purchased Cinnabon and the international operations of Seattle’s Best Coffee. Today, through its affiliate brands, GoTo Foods is the franchisor and operator of more than 7,400 restaurants, cafes, ice cream shops and bakeries in all 50 states and in 71 countries and territories under the Auntie Anne’s, Carvel, Cinnabon, Jamba, Moe’s Southwest Grill, McAlister’s Deli and Schlotzsky’s Deli brand names, as well as the Seattle’s Best Coffee brand on certain military bases and in certain international markets.

To learn more, visit GoTo Foods.

FranchiseNow, a franchise development software as a service (SaaS) platform, has tapped Marni Smith as vice president of success and growth. FranchiseNow’s SaaS platform and DreamStart funding program help franchisors and franchise candidates navigate qualification and funding through a centralized process designed to improve communication and accelerate timelines.

Smith leads the brand’s onboarding, adoption, training, engagement and growth initiatives. Her background includes 25-plus years of C-suite experience with Great Clips, Propelled Brands, CarePatrol and Sandler.

“After spending years helping candidates navigate franchise opportunities, I knew firsthand how time-consuming traditional funding could be,” Smith said. “FranchiseNow takes an established process and reimagines it in a way that benefits franchisors, consultants and new franchisees. The ‘Now’ in FranchiseNow is significant because it changes the timeline entirely. When someone has made the decision to invest in a franchise, that’s when their excitement and commitment are at their highest. Instead of waiting 30, 45 or even 90 days to secure funding, franchisors get paid now, franchisees can begin onboarding and training now, and everyone can focus on building the business rather than navigating financing delays.

“I often describe it as franchise funding meeting at the intersection of Venmo and TurboTax. The best innovations don’t just improve a process. They help people succeed. If we can help more qualified candidates become franchise owners more quickly while enabling franchisors to grow with confidence, we’ll have made a meaningful impact,” she said.

Sam Phelps, president of FranchiseNow, said Smith’s experience and passion for helping franchisors succeed make her the ideal person for the role. “As we continue to scale our platform and support more franchise brands, Marni will play a critical role in helping our partners maximize the value of FranchiseNow while creating greater accountability, control and transparency throughout the franchise development and funding process,” Phelps said.

Franchise Development

Smith said franchise development is all about delivering an exceptional customer experience and investing in franchisees’ success. “When customers have a great experience, they come back and refer others. When franchisees are successful and profitable, they reinvest in their businesses, strengthen their communities and become your best ambassadors. Franchisee success ultimately drives franchisor success.”

When she’s not in the office, Smith can often be found on the golf course, out sailing, supporting the arts or playing fetch with her goldendoodle, Piper.

Tint World, an award-winning automotive accessories and window tinting franchise with locations in the U.S. and abroad, is following up an exceptional franchise growth year in 2025 with a strong first quarter of 2026.

To recap: In 2025, Tint World:

• Surpassed $100 million in store revenue. 
• Completed 39 signed franchise agreements. 
• Launched an online booking platform that allows customers to find services and book appointments on the site.  
• Expanded its customer financing options to meet consumer demand for flexible payment solutions.

These successes – alongside infrastructure improvements, investments in technology and key leadership changes – are driving momentum into 2026, says Tint World Founder and CEO Charles Bonfiglio.

The goal is improving both the customer and franchise owner experience as the company looks to continue its expansion in North America and abroad.

“Throughout the year, our focus will remain on building a franchise system that empowers entrepreneurs while delivering exceptional customer experiences,” Bonfiglio says.

2026 Franchise Growth

Tint World Automotive Styling Centers specialize in window tinting, protective films, vehicle wraps, ceramic coatings, automotive electronics and vehicle accessories. Tint World Mobile Services include residential, commercial and marine applications.

The brand was founded as a single shop in South Florida in 1982 and built instant success, growing quickly into a local multi-store chain before expanding into the
franchise space in 2007.

Today, it continues to expand its franchise footprint domestically and internationally with more than 250 locations open or in development and a target of 600 franchise locations in North America. 

Tint World recently sold new deals in Portland, Ore.; Boston; Woodbury, N.J.; two additional in Indiana and four more in Florida.

“The momentum we’ve seen in Q1 reinforces the strength of our model and the demand for our services across the country,” Bonfiglio says.

This steady pipeline strategy reflects Tint World’s commitment to disciplined growth – that is, prioritizing strong operators, strategic territories and long-term franchisee success.

“We’re seeing strong interest from entrepreneurs who recognize the value of a diversified automotive services platform backed by proven systems and support,” says Tint World Chief Development Officer Eric Taylor. “Our development strategy remains focused on identifying high-quality operators and expanding intentionally into markets where franchisees can build long-term, scalable businesses.”

As a result, Tint World is consistently rated in the top 500 fastest-growing franchises by Entrepreneur magazine and was named No. 1 in the Window Tinting category in 2026.  

Why Franchise

Globally, the automotive accessories market, valued at $443.5 billion in 2026, is projected to reach $530 billion by 2035, according to Business Research Insights.

The growth is fueled by rising vehicle ownership, customization trends and technological advances. 

Tint World offers franchisees the power of a proven brand with an established national reputation so owners can quickly leverage existing franchisee support and a wide-ranging customer base. 

With an expanded portfolio of services, Tint World franchises also provide a diverse revenue stream. Owners can opt for a single-unit location, a multi-unit franchise or its International Master License available to qualified entrepreneurs outside the United States. 

The company provides financial and real estate assistance, hands-on construction guidance and a comprehensive three-week training program for all new franchise owners and ongoing support from the headquarters team.

“Our franchisees are at the center of everything we do, and they have helped make Tint World the brand it is today,” says Tint World President Jonathan Norman. “As we grow, we’re focused on giving owners the support they need to succeed and deliver exceptional service.”

A passion for cars is a plus, but Tint World’s business model provides comprehensive training and support so that franchisees have the tools and resources they need to grow a sustainable and profitable unit.

Strengthening Infrastructure

Tint World has been steadily working to improve the consumer experience and has rolled out some new initiatives designed to improve the franchise owner experience, as well. 

A huge game-changer is the brand’s online booking platform which allows consumers to search products and services and then book appointments right on the site.  The platform helps owners streamline their operations, improve workflow and capture more leads.

The brand also expanded its financing options to include flexible payment solutions, helping franchisees convert more leads while enhancing affordability and convenience.

Tint World has also made some key executive appointments to support scalable growth, adding Taylor as Chief Development Officer, Christy Johnson as Chief Marketing Officer, Craig Martin as Vice President of Finance, Kevin Murray VP of Real Estate and Construction, and Victoria Coia Director of Business Development. The hires will enhance the brand’s development engine, strengthen financial infrastructure and ensure sustainable, long-term growth.

“As we continue to grow, our focus is creating a more connected customer journey while equipping franchisees with the tools to capture demand and operate more efficiently,” Johnson says. “Investments in digital experience, brand visibility and customer accessibility are helping strengthen local performance while supporting long-term expansion across the system.”

Looking Ahead

CEO Bonfiglio says Tint World is well positioned to maintain its momentum through Q2 and beyond, focusing on executing its growth strategy with discipline and purpose. 

The company’s ongoing investments in technology, training and partnerships – along with its online booking platform – will continue to enhance customer experience while providing operational efficiencies for franchise owners.

“Everything we do – from development to technology to training – is designed to support our franchisees and drive long-term success across the system,” Bonfiglio says.

Learn more about the Tint World franchise opportunity.

Did you know that pistachio — a pale green tree seed that can be enjoyed in desserts, chocolate, candy, ice cream and as a paste or butter — is up more than 300% in consumer engagement in the past year?

This significant increase in interest can be attributed to consumers’ connection of pistachio with premium quality and a distinctive sensory experience, according to Tastewise. The food intelligence system also cites the popularity of Dubai Chocolate — a chocolate bar filled with pistachio-tahini cream and shredded phyllo pastry (thin dough) — as a contributing factor to this trend. Anchored by the rich flavor of pistachio, Dubai Chocolate is currently carrying 37% share on menus, including Kilwins and Starbucks.

Even by itself, pistachio is a top-ranked ice cream flavor and is often in permanent or seasonal rotation at dessert shops. The following franchise brands are tapping into the pistachio trend with their own unique offerings. 

Pistachio Trend Takes Over Franchise Dessert Menus

Baskin-Robbins Serves Up Two Pistachio Ice Cream Flavors

Pistachio Options: Pistachio Almond and Pistachio Chocolate Bar flavors
Why They Stand Out: Baskin-Robbins gives pistachio two very different personalities. The Pistachio Almond flavor combines pistachio with roasted almonds for added texture and flavor. The Pistachio Chocolate Bar flavor mixes pistachio and chocolate ice cream with pistachio pieces and chocolate crunch swirls. 

Bruster’s Real Ice Cream Goes Beyond the Scoop

Pistachio Option: Classic Pistachio ice cream flavor
Why It Stands Out: At Bruster’s, pistachio doesn’t have to stay in the scoop. Fans can enjoy it in a waffle cone or bowl, bring home a pint, quart or half gallon, or turn it into a cake, pie or sundae.

Carvel Blends Pistachio Into a Creamy Soft-Serve Shake

Pistachio Option: Pistachio Shake
Why It Stands Out: Carvel turns pistachio into a sip-worthy treat by blending the flavor with its signature vanilla soft serve. Available in small, medium and large sizes, the shake can be enjoyed with a variety of extra toppings, including vanilla and chocolate crunchies, whipped cream, bananas, sprinkles, strawberries, fudge and black cherries.

Häagen-Dazs Shops Keeps It Simple With Classic Pistachio

Pistachio Option: Pistachio ice cream flavor
Why It Stands Out: Häagen-Dazs keeps its pistachio offering simple and indulgent, combining lightly roasted and salted California pistachios with velvety pistachio ice cream for a delightful treat.

Menchie’s Frozen Yogurt Gives Pistachio Lovers Multiple Ways to Dig In

Pistachio Options: Gourmet Pistachio Gelato (above), No Sugar Added Pistachio and Dubai Chocolate
Why They Stand Out: Menchie’s gives pistachio lovers three very different ways to dig in. There’s rich pistachio gelato, a low-carb, no-sugar-added option and Dubai Chocolate, which brings together creamy milk chocolate and nutty pistachio flavor.

I’ve been in franchise development long enough to remember when the pitch was simple: territory, brand story and a discounted franchise fee if you signed by year-end. That combination used to move a prospect forward. It doesn’t to the same degree anymore, and if you’re still building your incentive strategy around it, you may be wondering why development numbers have flattened even though brand awareness has never been higher.

The typical franchise buyer today is not the same as in years past. FRANdata’s 2026 Franchising Economic Outlook, produced with the International Franchise Association, found that roughly 20% of franchisees now operate more than one unit — and that a fifth of the franchisee population controls nearly 60% of all franchised locations in the country. Industry growth isn’t coming from first-time owners anymore. It’s coming from operators who already run five, 10 or 20 units and are deciding on their next investment.

That’s a fundamentally different sales conversation. A first-time buyer is asking if they can afford to move forward. A multi-unit operator is asking why this brand should get their capital and team’s bandwidth this quarter instead of the other deals on their desk that require attention. A modest fee discount barely registers with that operator. They’re not deciding whether to own a business — they already own several. They’re deciding which brand gets their next dollar and stretch of attention, and that comes down to cash flow, not just the overall cost to build.

What Royalty Relief Actually Does

Put simply, the incentive that wins today isn’t the one that lowers the price of getting in the door. It’s the one that protects a franchisee’s cash flow during the exact window when a new location is most vulnerable. That’s a different tool than a fee discount, not a version of the same thing. 

A franchise fee discount lowers the cost to start. Royalty relief does something else — it delays the cost of running the business during a time when a new location can least afford it. Any operator who’s opened a unit knows what those first several months are like: You’re hiring a team that doesn’t know your systems, building local awareness from zero in some instances, and sales are probably running below where they’ll eventually land.

Every dollar that isn’t leaving as a royalty payment during that window stays in payroll, local marketing or simply in the runway to get the unit humming. That’s not giving something away. It’s a franchisor investing in the timing of a franchisee’s growth instead of just reducing the entry fee.

A Different Pitch for Single- and Multi-Unit Owners

For single-unit owners putting their savings into their first businesses, royalty relief tied to opening timelines reduces personal risk. It buys room to breathe through the most challenging year of ownership when they’re still learning the rhythm of running their own operations.

For multi-unit operators, it’s not about personal risk. It’s usually about which brand to pick over all the others competing for their time and capital. Royalty relief tied to development speed, such as signing a lease within a defined window, gives those operators a real reason to move site selection to the top of their list this quarter instead of letting it drift into the future. It rewards speed and certainty, and anyone juggling four or five builds at once knows those two things matter more than almost anything else you can provide.

Franchise attorneys who track incentive design across different systems all point to the same thing — differentiation is what gets results. If you give someone opening their fifth unit the exact same deal as someone opening their first, you may be spending money on an operator who was probably going to sign anyway. The real return comes from directing the incentive toward the operator who’s still deciding — the one weighing your brand against two or three others. Scale the relief to match that decision, whether it’s how fast they commit to a lease or how many units they already run, and you’ll see it show up in your pipeline.

Principles that Move a Pipeline

There are a few things I’d tell any development team building one of these programs.

• Tie relief to a real decision point, not an arbitrary cutoff. A lease signing gates a franchisee’s actual opening timeline. Whether that’s built around a single deadline or staggered, what matters is that it rewards the operators who commit to real estate sooner instead of treating everyone who eventually signs the same way. 
• Keep it simple enough to say in one sentence. If a prospective owner’s attorney needs a spreadsheet to figure out what it’s worth, you’ve lost most of its persuasive power before the conversation starts.
• Don’t let it stand alone. Royalty relief works best paired with real investment in field support, marketing and site selection assistance. Without that pairing, it can read as a coupon or a number on a page with nothing behind it. A discount by itself doesn’t tell a prospective owner what it’s like to operate inside your system. The support around it does.
• Finally, speak to both audiences. A first-time buyer and a multi-unit, multi-brand prospect are running your incentive through completely different financial models. Development marketing that speaks to only one of them leaves opportunity on the table.

Multi-unit concentration isn’t slowing down, and it’s reshaping incentive programs. The fee was never really what drove a signature anyway — it was whether an operator felt confident betting their investment on your brand over someone else’s. Royalty relief answers that question directly, for the first-time owner and the 20-unit operator. Get the timing right and the incentive becomes the strategy that can close the deal.

Anyone evaluating a franchise right now should look past the number and ask what the incentive is tied to. A number tied to something real — a lease signing, another location or a specific quarter — shows a brand has thought about how to help franchise owners in year one.

Code Ninjas, a coding franchise for children ages 5-14, has appointed Paul Eulette vice president of partnerships. His professional background spans licensing, consumer marketing and strategic partnerships across brands including The Elf on the Shelf, Squishmallows and Cartoon Network.

“When the opportunity to join Code Ninjas came along, it felt like a natural fit,” Eulette said. “The mission combines education, creativity and technology in a way that genuinely prepares kids for the future. What really excited me was the shared belief that thoughtful partnerships can do more than support business growth. They can enhance the student experience and create opportunities that extend beyond the dojo. Coding, robotics and AI are incredibly important skills, but they become even more meaningful when kids can see how they’re used by the companies, technologies and industries they interact with every day.”

Eulette understands how important it is for children to have an interest in learning and technology from a young age. He recalls being inspired while watching his uncle upgrade computers, experiment with new hardware and explain how everything worked. He said that curiosity for technology has stayed with him throughout his life.

“Conversations about innovation were pretty common growing up,” he said. “I inherited a fascination with how technology shapes the way people live, learn and connect. That’s a big part of what makes Code Ninjas such an exciting place to be.”

Navin Gurnaney, CEO of Code Ninjas, said Eulette’s proven track record of building innovative partnerships will help the brand create new opportunities for students. “Paul understands how to bring together brands, experiences and audiences in ways that create meaningful impact,” Gurnaney said. 

About Code Ninjas

Founded in 2016, Code Ninjas is a kids’ coding franchise that offers a gamified curriculum accredited by the International Society for Technology in Education. The brand has expanded to more than 350 locations across North America and the United Kingdom.

When Chirsten Broz opened a Go Painting franchise, she expected to face some challenges as a woman running a business in the male-dominated field of commercial painting. But by leveraging her Go Painting franchise, she’s been able to create her own opportunities.

“I’ve found that being a woman in this space can be an advantage, especially when working with property managers and owners,” she says. “I also believe my leadership style sets a different tone — I take a more collaborative and approachable style, and that’s helped me build strong relationships with my crews.”

The commercial painting contracting industry was new to Broz when she opened her Go Painting franchise in 2024 in Omaha, Neb. Since then, she has leaned on the skills she mastered in her previous career in a leadership role in healthcare, especially her ability to manage business operations, lead teams and maintain a standard of excellence. That has helped her cultivate a trusted network of people she can rely on. “Coming into an industry where I didn’t have prior experience meant I had to establish relationships from the ground up with customers, vendors, subcontractors and employees,” she says. “I’ve worked through that by staying consistent, showing up and learning quickly from both successes and mistakes.”

Before Broz decided to partner with Go Painting, she researched a range of franchising opportunities, and Go Painting stood out clearly to her as the best fit. “The business model aligned well with my strengths, and the established systems and processes gave me confidence that I could learn quickly and scale effectively,” she says.

Support from Go Painting has been a key factor in her success, she says. “They’ve provided the structure, guidance and mentorship I needed from day one. I often say I came into this industry as an infant, and they helped me develop step by step — from learning the fundamentals to confidently running and growing the business.”

Commercial Painting

Go Painting was the first commercial painting franchise, specializing in apartments and HOA properties, commercial spaces, industrial properties and specialty spaces such as schools and resorts. Rather than a one-size-fits-all approach, Go Painting’s teams draw on their specialty in multi-family and commercial properties to recommend the right protective coatings for each surface and environment — from exterior brick and stucco to interior spaces where low-VOC products improve air quality and reduce odors.

The company’s commercial painting focus helps franchisees build long-term client relationships and repeat business, with fewer projects to juggle and more attention on serving regular clients instead of chasing high volume. Because franchisees can work from home, they don’t need to rent an office, and they have flexibility with scheduling.

To simplify client communication, Go Painting uses a technology-driven portal called GoSee. The portal provides clients with updates on projects and lets them submit questions or requests. It also allows residents or tenants to communicate directly with the company on customer service issues.

As part of a goal to expand its business, Go Painting has partnered with FranGrowth, a franchise development and investment group that provides companies with the resources, capital and expertise needed to accelerate franchise growth. Broz is similarly focused on scaling her business. “I recently hired my first employee to support business development, and my next step is bringing on a project manager. Building out the right team will position me to expand into additional territories in the future,” she says.

Broz says she takes great satisfaction in knowing that she is building something of her own, something for her four children, who are at the center of everything she does. “Every bit of effort goes directly into growing a business that supports my family and creates opportunities for others,” she says. “That level of ownership is incredibly rewarding.”

Learn more about the Go Painting franchise opportunity.

Bart Williams earned his business stripes in corporate America and then moved on to ownership of a House Doctors franchise in south-central Kentucky. The home improvement franchise performs basic handyman and maintenance chores, such as hanging curtains and caulking, as well as more ambitious projects like bathroom renovations.

Williams’ entrepreneurship arose from the desire to steer his own destiny. “I worked for two large corporations before purchasing House Doctors. One was a big-box store, Walmart. The second was John Deere, where I worked in its insurance division. I enjoyed working for both companies, but I had little control over my own destiny. I had no control over decisions being made daily that affected my future.

“When I left Deere, I wanted to take control of my future. To do that, I needed to become an entrepreneur. I liked the concept of a franchise versus a non-franchise business. One good thing about my background was that I learned policies, procedures and best practices, and I knew there would be a road map, so to speak, by going the franchise route.”

Steady Demand

He researched franchise opportunities inside and outside of the home services industry before launching his House Doctors franchise in July 2007. His choice was well-reasoned: The brand operates within a steady industry. “The market size of the handyman services industry in the United States is $355.3 billion in 2026,” IbisWorld reports. “The handyman services industry has remained resilient, buoyed by shifting consumer preferences, economic cycles and evolving household dynamics.”

Williams’ House Doctors franchise is based in the town of Somerset, Ky., which has a population of less than 13,000. But it benefits from being 65 to 110 miles from considerably larger Bowling Green, Knoxville, Tenn. and Lexington, Ky.

A Typical Day

His day-to-day activities vary. Now that his business is well-established with 24 team members, Williams focuses on working on the business rather than in it. “I oversee and manage my management team. My management team members have been with me for at least six years and up to 15 years. They helped me build this business, and for the most part they do their jobs as if they owned the business themselves.”

But sometimes it’s challenging to be hands-off, he admits. “After nearly 19 years of customers having your cellphone number, it’s hard to pass them off. So I still do some estimates.

“My main daily focus is ensuring our customer experience is consistent every time they contact us, from the time their call comes in until we finish their project. All too often in this industry, the homeowner experience falls short of expectations. I want to meet and exceed those expectations so they will always think of House Doctors for their home needs.”

Franchising since 1997, House Doctors has territories available in 46 states and more than 150 units in operation. The home-based franchise is part of the Premium Service Brands family, which provides marketing support, a national call center and proprietary business management software to franchisees. They receive comprehensive training, continuous coaching and discounts through Premium Service Brands’ national vendor partnerships.

Multiple Revenue Streams

House Doctors owners benefit from almost infinite revenue streams because they perform so many services for residential and commercial clients. Some of these are:

• Exterior remodeling and maintenance, including deck and fence repairs and installation, gutter repairs and cleaning, and masonry work.
• Bathroom and other interior remodeling.
• Aging-in-place projects.
• Carpentry.
• Painting, drywall, flooring, weather stripping and caulking services.
• Curtain and blind installation.
• Garage and closet organization.
• Electrical services (electronics and cable, switches, outlets, fan installation and more).
• Plumbing services including drain cleaning, water heater inspections and leak detection.
• Repair and replacement of windows and doors.
• Cabinet repairs and replacement.
• Pet door installation.
• Picture and mirror hanging.
• Holiday decorating.

Premium Service Brands

House Doctors is part of Premium Service Brands, a home services franchisor with more than 1,000 locations across the U.S. and Canada. Its portfolio also includes 360˚ Painting, Maid Right, ProLift Garage Doors, Window Gang, The Grout Medic, House Doctors, RooterMan, Rubbish Works Junk Removal and Kitchen Wise & Closet Wise. Franchise owners benefit from the parent company’s established systems, national marketing resources, training and ongoing field support.

Learn more about the House Doctors franchise opportunity.

Freddy’s Frozen Custard & Steakburgers, a Kansas-based fast-casual restaurant franchise, has appointed Rafik Farouk as vice president of business development.

Born and raised in Cairo, Farouk has been passionate about food and hospitality from a young age. His initial exposure to franchising came in 1993 with the first Chili’s restaurant in the Middle East. He further developed his franchise development skills at prominent brands such as Bloomin’ Brands and P.F. Chang’s. Farouk now draws on that experience to foster Freddy’s continued expansion. 

“What attracted me to Freddy’s comes down to three things: quality, hospitality and people,” he said. “I’ve experienced the brand firsthand as a guest in my hometown of Wylie, Texas. Over the years, what stood out was their consistency in food quality, genuine hospitality and pride in cleanliness. Those aren’t just words; they live out these values in the restaurants every day.”

Farouk said meeting Chief Development Officer Andrew Thengvall at an International Franchise Association Convention affirmed his interest in joining the company. “There was immediate alignment on values, vision and how to grow the right way,” Farouk said. “I’m energized by the chance to bring my experience and global network to help create opportunities for others. When we open a restaurant, we’re not just serving great food; we’re creating jobs, supporting families and giving entrepreneurs a platform to build something meaningful.”

As Freddy’s approaches 600 restaurants, the company has also hired Jackie Lobdell as vice president of franchise sales.

Thengvall praised Farouk and Lobdell as important additions to the brand’s development team. “Each brings a powerful combination of 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,” Thengvall said.  

Continuing the Momentum 

Farouk said strong franchise owners who continue to reinvest in the brand will drive Freddy’s momentum. “To stay competitive, we must protect what makes the brand special — quality, hospitality and operational excellence — while continuing to grow with discipline, select the right partners and evolve with the needs of our guests and franchisees,” he said. “People will always gather around food, and franchising provides a proven way for investors to meet that demand. Today, more sophisticated investors are looking to diversify, and franchising offers structure, support and long-term opportunity.”

Prior to his career in franchising, Farouk played soccer professionally. He remains a passionate fan of Chelsea FC.

About Freddy’s Frozen Custard & Steakburgers

Founded in Wichita, Kan., in 2002, Freddy’s offers cooked-to-order steakburgers, all-beef hot dogs, shoestring fries and freshly churned frozen custard treats. The brand has grown to more than 580 units across the U.S. and Canada. 

• Artificial intelligence in franchise hiring is rapidly expanding across organizations.
• Compliance risks increase as AI adoption outpaces oversight.
• Employers remain accountable for AI-assisted decisions.
• Strong governance improves hiring accuracy and reduces risk.
• Using AI in hiring requires structured, compliant processes.

Artificial intelligence is rapidly reshaping how organizations attract, evaluate and onboard talent in franchise hiring. Recent industry data shows that approximately 87% of organizations now use AI-driven tools in hiring or onboarding processes, a percentage that has effectively doubled over the past two years.

At the same time, the use of AI in hiring is outpacing oversight and controls. Forbes reports that only 46% of organizations using AI have implemented formal risk management frameworks, creating a widening gap between innovation and compliance readiness/risk.

While AI offers speed and scale, it also introduces new and often underestimated risks, particularly in candidate vetting, background screening evaluation and onboarding decisions. Without proper controls, organizations may inadvertently expose themselves to legal, reputational and hiring-quality risks that can lead to lawsuits including class-action litigation. Employers remain responsible for all employment decisions made even when those decisions are partially automated with the assistance of AI tools.

Below are five practical tips to help employers reduce compliance exposure while improving the integrity of hiring decisions in an increasingly AI-enabled environment.

1. Ensure All Vetting Sources Meet Consumer Reporting Compliance Standards

One of the most overlooked risks in AI-assisted hiring is the use of non-compliant or unregulated data sources. Many organizations rely on online databases, scraped information or third-party tools that are not legitimate consumer reporting agencies under the Fair Credit Reporting Act (FCRA).

This creates significant risk exposure in the following ways:

• Inaccurate or unverifiable data being used in employment decisions.
• Machine decision making taking the place of true human vetting. 
• Lack of proper dispute processes for candidates. 
• Increased litigation risk for employers and affiliated franchises. 
• Violations tied to improper adverse action procedures involving candidate disputes.

Artificial intelligence does not eliminate traditional hiring risks, and, in some cases, can accelerate them by presenting incomplete or inaccurate information with a level of confidence that may cause users to overlook the need for human vetting or verification. 

States such as California, Colorado, Illinois and Texas, and municipalities including New York City have already passed restrictive AI laws pertaining to decision-making processes. Because regulations can vary by jurisdiction, employers should confirm that any AI-assisted screening sources comply with their applicable state and local requirements.

Tip: Only use properly vetted, FCRA-compliant background screening providers with longevity and stability in the industry, documented compliance workflows and audit trails.

2. Avoid “Quasi-Vetting” Using Social Media and AI Aggregation Tools

A growing trend involves the use of AI tools to scan social media, forums and publicly available data to create informal candidate risk profiles. While this may seem efficient, it introduces major compliance issues under:

• Equal Employment Opportunity Commission guidance (disparate impact and protected class inference). 
• Americans with Disabilities Act restrictions (medical or disability-related inference). 
• State-level privacy and labor laws. 
• Data accuracy and attribution concerns.

AI systems can also misclassify identity, context or sentiment leading to false conclusions that are difficult to defend in an employment decision if proper controls are not in place.

In addition, social media and other online content often reveal personal information about candidates relating to protected characteristics such as age, race, religion, disability and other classifications that hiring decision makers may not otherwise possess. This can increase the risk of discrimination claims and make it challenging for a company to demonstrate that such information played no role in the hiring process.

Tip: Social media and other AI screening methods should only be conducted through structured, compliant processes with documented relevance standards and filtered or vetted information – and not through ad hoc AI interpretation-only tools. Human vetting by trained staff should be the final step before anything is reported.

3. Address AI “Hallucinations” as a Real Hiring Risk

Unlike traditional databases, generative AI systems can produce outputs that appear factual but are not grounded in verified data. These “halucinations” can include:

• Incorrect employment history assumptions. 
• Misidentified criminal records. 
• Fabricated behavioral or personality assessments. 
• Erroneous educational verification details.

When these outputs are used in onboarding or hiring decisions, employers may unknowingly base decisions on non-existent or inaccurate information. In litigation, employers may be required to explain or defend the basis for a hiring decision. Reliance on unverified AI-generated information may create significant evidentiary and credibility concerns.

Tip: Treat AI-generated insights as unverified prompts to verify, not as decision-grade data, unless they are validated through compliant, primary-source verification methods and human review. Verification of all AI-generated material is a must.  

4. Implement Formal AI Governance and Risk Management Frameworks

Despite rapid adoption, less than half of organizations using AI in hiring have formal governance structures in place. This creates inconsistent decision making and increases exposure.

A strong framework should define:

• Which AI tools can and cannot be used for onboarding decisions. 
• Required human review checkpoints. 
• Documentation and audit standards. 
• Data privacy and retention rules. 
• Bias testing and monitoring protocols.

Without governance, AI becomes a decentralized decision engine often without accountability, thus increasing risk. Employers should work with their legal counsel to adopt formal AI policies and procedures.

Tip: Establish a cross-functional oversight model involving your onboarding, legal and key stakeholders to govern all AI-enabled hiring workflows.

5. Rebuild Hiring Discipline Around Transparent, Measurable Skills

One of the most important long-term shifts we see is the decline of “AI-assisted ambiguity” in hiring. As AI tools become more widespread, candidates are increasingly able to generate polished resumes, simulated assessments and automated narratives about themselves resulting in embellishment we call “resume inflation.”

This will eventually force organizations to return to a more disciplined approach focused on:

• Clearly defined role competencies. 
• Verifiable skill demonstration. 
• Structured, consistent evaluation criteria. 
• Transparent onboarding expectations. 
• In-person or video interviews and checking through identity verification software.

Over time, the “AI skills bubble” will likely deflate as employers become more adept at prioritizing what is demonstrable, teachable and measurable over what is simply well-presented.

Organizations that adapt early will reduce risk and build stronger, more honest talent pipelines and cultures where expectations and capabilities are clearly aligned, while staying in compliance.

Final Thoughts

AI is reshaping how onboarding judgment is formed, reviewed and executed, and AI in hiring will continue to evolve as organizations refine their approach to compliance and efficiency. The organizations that succeed will be those that adopt AI with the most discipline, compliance rigor and commitment to verifiable talent decisions.

As hiring becomes increasingly automated with AI, compliant, accurate and well-governed background screening, supported by qualified providers and trained professionals and staff, will remain essential to protecting organizational integrity and candidate quality.

Ultimately, employers – not robots – remain accountable for employment decisions. While AI can enhance efficiency and consistency, it cannot replace human judgment. Meaningful human involvement and detailed policies and procedures regarding AI usage are critical safeguards. This will allow organizations to be best positioned to utilize the benefits of AI while minimizing risk.

This article contains contributions from:

Alan Lasky of Reliable Background

Thomas M. O’Connell of Buchalter

Jennifer M. Misetich of Buchalter

Homeowners today expect convenience, professionalism and service providers they can count on. To help franchise owners keep up with those expectations, Neighborly has been investing in technology, marketing and tools designed to support day-to-day operations and long-term growth. The goal is to give owners stronger support while still allowing them to build local businesses that reflect the needs of their communities.

Neighborly sets franchise owners up for success with thorough training, operational support and systems intended to make running the business more manageable and efficient. Owners benefit from a larger network, with cross-brand relationships that can create added opportunities for referrals and growth.

The following Q&As take a closer look at the Neighborly network and the people behind it. Owners and leaders talk about the role of strong systems, hands-on support and a model built for long-term stability. What stands out is the mix of national scale and local ownership. Franchisees have access to marketing support, coaching, technology and cross-brand referrals, while continuing to run businesses that are closely tied to their communities. In that way, the work goes beyond service calls. It also plays a role in supporting local economies and strengthening neighborhoods.

These are services people need in every market. For franchise candidates looking for a business with staying power, Neighborly checks all the boxes.

Lane Dixon, Aire Serv

Aire Serv franchises focus on heating, air conditioning and indoor air quality, offering repair, maintenance and replacement services. As part of Neighborly, franchisees get support with training, marketing, systems and operations. The brand was founded in 1992 and has grown to more than 250 locations in the U.S. and Canada. Here, Vice President of Operations Lane Dixon shares more about the brand.

1. What training and onboarding support do new franchise owners receive?

New franchise owners receive comprehensive onboarding that includes initial training on operations, sales, staffing, financial management, customer experience, and our core systems and tools. They also receive support in opening preparation, business planning and early-stage execution. Ongoing support continues across both marketing and operations.

2. How does the corporate team help franchisees grow revenue year over year?

We help franchisees grow revenue by staying focused on the performance levers that matter most: call conversion, average ticket, close rate, technician-generated opportunity creation, maintenance agreement growth and customer retention. Aire Serv franchise owners receive ongoing support across both marketing and operations. On the marketing side, we help owners with brand development, digital lead generation, campaign support and local marketing guidance. Operationally, owners receive coaching, performance support, training resources and tools to help improve conversion, close rate, technician productivity and customer retention. We focus not only on helping owners generate demand, but also on helping them convert that demand into profitable growth.

3. How strong is the demand for residential HVAC services and how recession-resilient is the industry?

Demand for residential HVAC services remains strong because heating and cooling are essential needs for homeowners and businesses. Systems age, repairs are unavoidable, replacement cycles continue, and consumers increasingly value comfort, reliability, indoor air quality and energy efficiency. The HVAC service industry has historically been resilient because much of the work is need-based, not discretionary. When a system fails in extreme weather, homeowners need a solution quickly. Even in softer economic periods, repair and maintenance demand tends to remain active.

Michael Silva-Nash, Molly Maid

Molly Maid is a 40-year-old residential cleaning franchise that embraces technology, reporting and analytics so franchise owners can make confident, data-driven decisions and run efficient businesses. Here, Molly Maid President Michael Silva-Nash discusses franchise ownership with the respected brand.

1. How strong is brand recognition for Molly Maid?

We have meaningful name recognition across the U.S. and are known for our pink and blue vehicles. Molly Maid continually outranks its competitors in online search and average rank on Google.

2. What type of customers typically use Molly Maid services?

Typical customers are middle- and upper-middle income households, dual-income families and busy professionals who value time and quality. Many are long-term, recurring clients who want a trusted team in their home.

3. Describe the initial training and ongoing support.

New franchisees go through a structured onboarding process that includes pre-launch planning, online learning and both classroom and hands-on field training covering operations, recruiting and managing teams, sales and marketing and financial management. Ongoing support includes dedicated coaching and continuing education through webinars, weekly training sessions, regional meetings and annual conferences coupled with market calls, town halls and monthly newsletters.

4. What does a typical day in the life of a Molly Maid franchise owner look like?

A typical day focuses on executive-level activities: reviewing schedules and KPIs, overseeing office staff, handling key customer issues and coaching their office staff rather than doing the cleaning work. Owners often spend meaningful time on recruiting, training and culture-building, plus local marketing, networking and strategic planning for growth. The model is positioned as an executive/managerial ownership structure where the owner leads managers and office staff instead of running crews in the field.

5. Anything to add?

The average Molly Maid owner is on their second or third 10-year franchise agreement renewal. In 2025, 87% of the Molly Maid network grew year over year and we are on track for another record-breaking year. Molly Maid also gives franchisees away to make a real impact through the Ms. Molly Foundation, a nonprofit organization that supports victims of domestic violence.

Learn more about the franchise opportunities offered by Neighborly.

• The Bakers Acres & Cattle Co. will bring 50 Gong cha bubble tea locations to Dallas, Houston, San Antonio and Austin, Texas. Bain Capital recently bought the Gong cha franchise.
• Mike’s Red Tacos and BODYBAR Pilates are expanding their footprints.
• Motel 6 and Studio 6 franchisees in Texas can access a legal hotline.
• Papa Johns is pursuing a turnaround rather than a sale.
• Golub Capital has again invested in Church’s Texas Chicken, which will use the new investment to support growth. 
• Gorgeous Collective, a multi-brand beauty and wellness franchise platform, has acquired the Clean Your Dirty Face franchise.

Bakers Acres & Cattle Co. has signed an agreement to develop 50 Gong cha bubble tea franchises in Texas. Led by Brett and Wendi Walker, BACC is a Houston-based, multi-generational family business known for scaling franchise brands such as Nothing Bundt Cakes. BACC will bring Gong cha locations to Dallas, Houston, San Antonio and Austin over the next seven years.

“With its premium positioning, operational sophistication and strong consumer loyalty, Gong cha immediately stood out as the right brand to grow with across Texas,” Brett Walker stated in a Franchising.com article. He praised Gong cha’s systems, infrastructure and branding, and said he foresees “tremendous long-term potential” for the franchise.

Gong cha also made news early this month when it was purchased by Bain Capital, a private equity firm. Gong cha has some 2,200 units worldwide; 200-plus are in the United States. 

In an Aug. 5 post, RestaurantDive.com said the deal will close in the fourth quarter of this year. The online magazine noted that Bain’s previous restaurant investments include Fogo de Chão in 2023 and California Pizza Kitchen in 2025.

Franchise Growth

Taco and Pilates brands report healthy growth this year.

Veteran restaurant operators Brian Cassidy and Sam Wong of CW Strong Restaurant Group have signed a 22-unit franchise agreement with Mike’s Red Tacos. Their units will be in Austin, Texas, and the greater San Francisco Bay area. The franchisees already operate 127 Carl’s Jr. restaurants and 20 Dave’s Hot Chicken locations. 

BODYBAR Pilates has signed deals for 40 new territories and welcomed 17 new franchise owners during the first half of this year. It now has 89 open studios and 70 in development in more than two dozen states.

Legal Support Hotline for Hotel Franchisees 

G6 Hospitality, the parent of Motel 6 and Studio 6 brands, has started a legal support hotline in partnership with the Texas Hotel & Lodging Association for G6 franchisees across Texas. The hotline will help franchisees navigate legal matters, including compliance with local, state and federal laws; workplace and guest safety protocols; and liability issues. 

Three THLA attorneys will provide on-the-spot legal guidance from 8 a.m. to 5 p.m. Central Time on weekdays. Callers will also be able to leave messages on the hotline 24/7 so the lawyers can assist them when business hours resume.

No Sale for Papa Johns 

Rumors of a Papa Johns sale have proved premature. Instead, the company has opted to pursue a turnaround by investing $35 million in technology, franchisee support and marketing, QSR Magazine reported. To cover the cost, Papa Johns is suspending its quarterly dividend beginning this month, QSR said. 

QSR quoted CEO Todd Penegor as saying: “While our financial performance isn’t where we’d like it to be, we have a clear understanding of how to improve our results and gain market share.” He also acknowledged that the transformation is going slower than expected. The company expects global system-wide sales to decline between 2% and 4% this year.  

Private Equity Backs Church’s Chicken

Golub Capital has taken an ownership stake in Church’s Texas Chicken, Inside Retail reported. The money will support restaurant remodeling, new openings and other growth initiatives of the fast-food brand.

From year-end 2021 through the first quarter of 2026, Church’s posted around 19% same-store sales growth domestically, with domestic system-wide traffic increasing more than 6%, according to Inside Retail. The chain was acquired by High Bluff Capital Partners and Future Standard in 2021.

This transaction marks the second time since 2024 that Golub has provided financing to Church’s. The 74-year-old brand has more than 1,500 restaurants in U.S. and international markets. 

Clean Your Dirty Face Acquisition

Gorgeous Collective, a multi-brand beauty and wellness franchise platform anchored by the IMAGE Studios franchise, on Aug 5 announced its acquisition of the Clean Your Dirty Face facials franchise. Entrepreneur magazine ranked the brand as the No. 1 skin care franchise for 2026.

Gorgeous Collective said the skin care franchise will continue to operate under its current brand and leadership team. Founded in 2015, Clean Your Dirty Face has 33 locations and is known for affordable 30-minute facials and an esthetician-formulated product line.

Franchises Give Back

Let’s hear it for these examples of franchising generosity:

• Pet Valu, a Canadian franchise of 700-plus stores selling pet food and supplies, raised about $2.6 million in monetary and product donations for roughly 500 causes across Canada. During June, which is Pet Valu’s annual Pet Appreciation Month, customers contributed money and products to support stores’ designated rescue organization or cause.
• Usama El-Sehrawey and the late Ernest Smily, multi-unit Wendy’s owners in Massachusetts, paid community college tuition for shift manager Thalles Winner DeSouza. The franchisees funded the scholarship for DeSouza, an immigrant from Brazil, after he said he would need to switch to higher-paid construction work to cover his education expenses, The New York Post and NBC News reported. Yale recently accepted DeSouza as a transfer student. 
• Planet Fitness franchise groups have raised more than $72,000 in support of St. Jude Children’s Research Hospital in Memphis, Tenn. The nonprofit organization focuses on treating cancer and other life-threatening diseases; it never bills patients’ families for treatment, travel, housing or food.