• Jersey Mike’s has confidentially filed for an initial public offering of stock with the Securities and Exchange Commission.
• Jersey Mike’s majority owner, the private equity firm Blackstone, may seek a valuation of around $12 billion. Blackstone purchased Jersey Mike’s in November 2024.
• Jersey Mike’s reported $4.2 billion in sales last year.
• A confidential filing does not guarantee that Jersey Mike’s will go public.

The Jersey Mike’s franchise disclosed Monday that it has confidentially filed for an initial public offering with the Securities and Exchange Commission. Details about the potential IPO, including the number of shares that will be offered and price per share, have not been finalized, according to Nation’s Restaurant News. Previous reports indicated that Blackstone, the majority owner of the sandwich restaurant franchise, might set its valuation in the neighborhood of $12 billion.

With more than 3,300 locations in the United States and Canada, Jersey Mike’s is the second-largest hoagie sandwich brand in the United States. It trails only Subway, which has more than 13,000 U.S. restaurants and some 37,000 worldwide.

Blackstone’s Ownership of Jersey Mike’s

In November 2024, Blackstone had purchased a majority stake in Jersey Mike’s from owner Peter Cancro for a reported $8 billion. Blackstone also owns the Tropical Smoothie Cafe and has invested in 7 Brew, a drive-thru coffee franchise.

Cancro had led Jersey Mike’s for almost 50 years before the sale to Blackstone. The restaurant originated in 1956 as Mike’s Subs, a single location in Point Pleasant, N.J. Cancro began working there as a teenager in 1971 and in 1975, when he was just 17 years old, he bought the restaurant. He renamed it Jersey Mike’s and began franchising the brand in the late 1980s.

After Blackstone took control, it installed Charlie Morrison as CEO. Morrison formerly led Wingstop, shepherding that franchise through strong growth and an IPO, a CNBC article noted in coverage about the sub brand’s IPO.

Today Cancro serves as Jersey Mike’s board chairman and also is a franchisee. In January of this year, the franchise announced that JM Submarines UK LTD, led by Cancro, would open 400 restaurants in the United Kingdom and Ireland, the first European locations for the brand. A Wall Street Journal  article said that Jersey Mike’s leadership has been pushing for international expansion since Blackstone took over.

Jersey Mike’s Sales and Unit Growth

Still headquartered in central New Jersey, Jersey Mike’s posted more than $3 billion in sales in 2023 and in 2025 sales had climbed to $4.2 billion, Franchise Times reported. The franchise’s average unit volume was $1.37 million last year, according to its Franchise Disclosure Document. 

The franchise increased its number of locations by 8%, according to The Wall Street Journal, which cited statistics from market research firm Technomic. By contrast, Subway’s sales and location numbers waned last year.

What Jersey Mike’s Confidential IPO Filing Means

The confidential SEC filing represents an initial step for the Jersey Mike’s franchise toward becoming a publicly traded stock. If that happens, Jersey Mike’s will execute the first restaurant IPO since Black Rock Coffee Bar’s offering in September of last year, the CNBC report said.

The confidential filing doesn’t necessarily mean that Jersey Mike’s will follow up with an IPO, however. Franchise Times pointed out that Panera Bread made a confidential filing for a potential IPO in 2023 but has never taken the franchise public. 

IPO Market Activity in 2025 and 2026

IPO activity has been relatively robust during the past year and a half. In a March 2026 report from the SEC, the federal agency said 374 IPOs occurred in 2025. That’s a significant leap over the 246 total during 2024. (According to Stockanalysis.com, 2008 was the year of the fewest IPOs, with 62, and 2021 was the blockbuster year with a total of 1,035.) Last year’s IPO momentum has stayed relatively stable and has led to optimism among investors and the business arena, with particularly strong interest in artificial intelligence companies and defense-related technology, accounting giant Ernst & Young signaled in a January 2026 analysis. U.S. investors are eagerly anticipating a blockbuster IPO by SpaceX that’s likely this year.

• The International Franchise Association’s Dot and Hub tools will help members access relevant information quickly.
• The Little Caesars app and Dairy Queen’s drive-thru lanes will be using artificial intelligence for orders.
• 7-Eleven is closing more than 600 North America stores and delaying an initial public offering.
• Five Star Franchising has expanded its portfolio with Five Star Flooring, described as a franchisee- and consumer-friendly brand.
• Crux Capital has invested in Ivybrook Academy, a preschool franchise. 
• Crafted drinks will expand McDonald’s beverage offerings; KFC’s Saucy restaurant concept is Texas-bound.
• Chick-fil-A gives $29 million in scholarships; HomeVestors helps Habitat for Humanity; RNR Tire Express wants to give a deserving mom a new Buick.

Franchise news this week spans technology, growth, closures and community giving. The International Franchise Association presents two new perks, Dot and Hub, to help its members more efficiently mine the organization’s vast information, ranging from best practices advice to research to changing laws and more. Dot and Hub can be accessed through the IFA website, www.franchise.org. 

Dot is IFA’s artificial intelligence-based assistant, or chatbot, that helps association members quickly reach and interact with relevant information on the website. The IFA Member Resource Hub is a centralized, searchable library organized by topic, role and business need. 

Little Caesars, Dairy Queen Expand AI Ordering

Two longtime quick-service restaurant brands are embracing artificial intelligence for placement of food and beverage orders.

The Little Caesars app allows customers to order with ChatGPT functionality. This new AI capability is rolling out in all U.S. markets and many restaurants in Canada and Mexico, too, according to a news release from Detroit-based Little Caesars, a 67-year-old brand.

At least 25 Dairy Queen franchisees will soon have access to Presto voice AI technology for drive-thru ordering after a test program delivered positive results at company-owned stores. The new technology will be available to at least 25 franchisees in 25 U.S. states and Canadian provinces, according to a Thursday APRIL 16 news release. Dairy Queen, which launched in 1940, has headquarters in Minnesota.

7-Eleven Plans Store Closures, Delays IPO

7-Eleven’s North American operator has disclosed plans to shutter 645 stores in the 2026 fiscal year while opening only 205 locations, according to CBS News. 

The franchise’s Japan-based parent, Seven & i Holdings Co., has delayed its initial public offering, previously planned for this year, until March 2027 at the earliest – a decision attributed to rising gasoline prices and economic worries, Restaurant Business reported.

In filings, Seven & i also said it expects its revenue to fall 9.4% for the current fiscal year, about $59.5 billion. In exploring growth opportunities, the company is investing in more fresh food offerings and expanding its 7NOW delivery service.

Five Star Franchising Adds Five Star Flooring

Five Star Franchising, an umbrella franchisor focused on home services, welcomes Five Star Flooring to its portfolio. Franchisees enjoy an inventory-light business model, according to a news release. Customers receive transparent pricing upfront on an array of indoor and outdoor flooring products; Five Star Flooring also provides zero-down financing and a lifetime 100% guarantee on labor, the news release stated.

“Homeowners want turnkey improvement solutions, and floor remodeling is no different,” said Scott Abbott, CEO and co-founder of Five Star Franchising. Consumers are weary of big-box showrooms, unclear pricing and uneven service, and for entrepreneurs, it’s “a low-overhead, high-margin opportunity,” he said.

Utah-based Five Star Franchising has 1,700-plus locations. Its older brands are Bio-One, Card My Yard, Decorate With Lights, Five Star Bath Solutions, Gotcha Covered, Mosquito Shield and 1-800-Packouts.

Crux Capital Invests in Ivybrook Academy

Dallas-based Crux Capital, a private equity firm that partners with family- and founder-owned businesses across the Sunbelt, has invested in Ivybrook Academy. North Carolina-based Ivybrook is a half-day preschool franchise with 70-plus sites open or in development; 40 additional franchises have been awarded. 

Ivybrook was founded in 2007 and began franchising in 2017. A news release said founders Jennifer and Drew McWilliams “will retain a meaningful ownership stake and continue leading the company alongside the existing Ivybrook leadership team.” Crux’s partnership will facilitate Ivybrook’s growth via investments in franchisee support, curriculum development and technology, the news release noted.

McDonald’s, KFC Add New Beverage and Menu News

McDonald’s will expand its crafted drinks – among them Dirty Dr Pepper and Mango Pineapple Refresher – starting in May, according to QSR Magazine and The Wall Street Journal.  In August, McDonald’s will start selling new energy drinks such as the Red Bull Dragonberry Energizer.

KFC’s Saucy restaurant concept, currently operating only 10 Florida locations, will expand to Frisco, Texas, later this year, Nation’s Restaurant News reported. Saucy’s menu is known for chicken tenders accompanied by the customer’s choice of 11 sauces as well as its sammies, which are tenders on a King’s Hawaiian roll. Saucy’s also features Pepsi Drips beverages with add-ins such as fruit syrups, boba and creams, NRN said. Customers can opt for a Tropicana Rainbow Splash Lemonade and Pepsi Zero Sugar Salted Almond Caramel, for example.

Chick-fil-A, HomeVestors, RNR Tire Express Give Back

Hat tips to three franchises: 

• Chick-fil-A Inc.’s Remarkable Futures Scholarships Program has awarded more than $29 million in scholarships to more than 16,000 restaurant team members this year, as announced in a company news release. Chick-fil-A also awarded $325,000 to 13 community members through its Community Scholars initiative, which aids service-minded students who demonstrate leadership and academic excellence.
• HomeVestors made a $20,000 contribution to Treasure Valley Habitat for Humanity in honor of a Boise home winning The Ugliest House of the Year 2025. The national contest highlights the most dramatic makeovers of houses bought and renovated by HomeVestors of America franchises, according to a company news release.
• RNR Tire Express will mark its 10^th annual Mother’s Day promotion, giving away a 2026 Buick Envista Preferred to one mom. Communities nationwide are invited to nominate a deserving mother through May 10. Details: https://rnrtires.com/marketing/mom/.

• After more than 20 years in the corporate world, Amit Shah sought an entrepreneurial opportunity.
• Shah gravitated toward the beauty space because of its resilience, and the Frenchies Modern Nail Care franchise, in particular, because of its cleaner, non-toxic products, elevated guest experience and strong ethical standards.
• Shah and partner Toni Carrecia, a beauty industry veteran, are Frenchies’ top-performing owners, with five nail care salon franchise locations in four states

Opening a nail salon franchise seemed an unlikely venture for someone with Amit Shah’s background and education, which included an MBA in strategy and finance, and more than 20 years in manufacturing, turnaround consulting, financial services and health care. But Shah was drawn to franchising, and was particularly interested in the beauty space because of its economic resilience. As illustrated by the so-called lipstick index, small luxuries such as manicures and haircuts survive economic storms even when big ticket items don’t – not only because of the relative cost, but also because a bit of self-care helps you get through hard times.

After extensive study, Shah chose Frenchies Modern Nail Care. He opened his first salon in 2019 in Pittsburgh and now owns five locations in four states.

‘Nail Care, Elevated’

Shah liked Frenchies’ clear branding and message, “Nail care, Elevated.” And the very nature of the company counters the biggest pressure on the industry: increasing regulatory scrutiny about chemical exposure and sanitation. “Clean beauty” is more than a marketing term for Frenchies. Instead of hitting a wall of fumes as soon as clients open the door, they encounter an environment that Frenchies describes as “clean squared.”

“The brand’s commitment to cleaner, non-toxic products, strong ethical standards and elevated guest experience sets it apart from competitors,” Shah says. “I was also drawn to the simplicity of the concept and the opportunity to create a business where guests consistently leave feeling better than when they walked in.”

Frenchies Modern Nail Care, founded by husband-and-wife team Guy and Stephanie Coffey, opened its first studio in 2014 in Littleton, Colo., with a clear mission: Deliver non-toxic, high-quality services in a space that cares about both clients and workers. Not only are the studios clean, light and airy, but Frenchies uses autoclave sterilization, doesn’t reuse tools such as nail files, bans difficult-to-clean jet foot baths, and provides air purification.

Shah says his connection with the founders and their leadership team also attracted him to the nail salon franchise. “I value a people-first approach and believe strongly that leaders are responsible for setting the culture within their businesses. That philosophy aligned closely with Frenchies’ values and vision.”

A Strategic Partnership

Shah landed on a partner with a beauty industry background, Toni Carrecia, when he was merely looking to replace the manager at his first salon. Carrecia’s resume caught his attention for an unlikely reason. “She stated that she was the mother of a disabled child. It stood out because I’ve reviewed thousands of resumes and had never seen that before. Where some might view her role as a caregiver as a negative, I saw directly transferrable attributes – patience, perspective and resilience. She also had an impressive educational background having trained in the Aveda business system and studied at NYU as an undergraduate,” Shah says.

Carrecia says what attracted her to Frenchies Modern Nail Care was Shah himself. “He simplifies life and business. He absorbs the heavy stuff for the people he loves. People’s dreams are important to him. That does not mean he will simply handle everything, but he will never leave you stranded without a path or the ability to find your own way,” Carrecia says. 

The partners bring different, but complementary skills to the nail salon franchise, she says. “Amit brings incredible strategies, and I focus heavily on the vision for the people side of the business – our teams, our culture and the day-to-day operations that make everything work.”

A Booming Industry

Shah is clear-eyed about the realities of franchising. “Upside is limited. Downside is nearly unlimited. Know your risks and be prepared to execute,” he says.

While figures differ, the nail salon market has grown into an estimated $12 to $25 billion industry in 2025, with annual growth projected at 2.45 to 8.3 percent, according to market research by IBISworld and Kentley Insights, with annual growth projected at 8% in a 2022 report by the U.S. Bureau of Labor Statistics. Yet the industry is highly fragmented with the top four major players only holding 0.06% of the nail salon market.

Today, a manicure is budget friendly and considered required self-care by many. Frenchies Modern Nail Care accommodates client demand, offering “affordable luxury” in a posh experience without the steep prices of high-end spas, as well as memberships and scheduling apps for retention and convenience.

Reinvesting in Team and Operations

Franchising is not merely a business to Shah but an investment portfolio, and he’s all in, not even taking a paycheck. He is forecasting aggressively, reinvesting strategically and planning growth with long-term scalability in mind. “I have prioritized reinvesting in my team and operations while growing to five locations, underscoring my commitment to building a strong, sustainable business,” he says.

Shah acknowledges challenges along the way, especially through the COVID-19 pandemic. “We overcame them by engaging with fellow franchisees and the franchisor to learn faster and improve our processes,” he says.

But the nail salon franchise has brought pleasant surprises, as well. “At the end of the year, we count wins by the number of people we helped move their families to a better school district, purchase their first car or home, or get their child a much-needed medical device.”

To learn about franchising opportunities, visit the Frenchies Modern Nail Care website.

• Flynn Group has acquired Grand Fitness Partners’ portfolio of Planet Fitness franchises. 
• Flynn Group also operates 3,000-plus restaurant franchises, making it the third-largest restaurant operator in the United States.
• The CEOs of Planet Fitness and Flynn Group foresee strong growth potential in the fitness market.
• Launched in 1992, Planet Fitness has more than 2,700 locations worldwide.

Flynn Group, widely recognized as the world’s largest operator of franchises, has tripled its Planet Fitness holdings by acquiring the 98-unit Grand Fitness Partners franchisee. Grand Fitness Partners has locations around the United States: from California to Florida and in Virginia, New Jersey and Pennsylvania. 

Flynn Group has achieved a high profile globally as a multi-unit, multi-brand restaurant franchise operator on a massive scale. It has more than 3,000 restaurants – Applebee’s, Arby’s, Taco Bell, Panera, Pizza Hut, 7 Brew and Wendy’s locations – in its franchise portfolio.

The Grand Fitness deal gives Flynn Group 141 Planet Fitness clubs in seven states, according to an article in Athletech News. Flynn Group, originally called Flynn Restaurant Group, entered the fitness arena fairly recently. Flynn Fitness began in 2023 after the acquisition of Alder Partners, which had 37 Planet Fitness clubs. Flynn Restaurant Group rebranded to Flynn Group in November 2023.

CEOs’ Reactions and Market Potential

Greg Flynn, founder, chairman and CEO of Flynn Group, expressed enthusiasm about the Grand Fitness Partners deal. “We’re very excited to welcome the Grand Fitness teams and clubs into the Flynn Group family,” Athletech News quoted him as saying. “Health and wellness are on the minds of consumers more than ever before, and fitness is a natural complement to our core restaurant business.”

Also in the article, Planet Fitness CEO Colleen Keating thanked Grand Fitness for more than 15 years as part of the Planet Fitness system and praised “their commitment to expanding access and providing affordable fitness in the communities they served.” 

Like Flynn, she emphasized the long-term growth potential of the fitness industry, and research data supports her view. The North American health and fitness club market was valued at more than $47.8 billion in 2023 and grew to $51.8 billion in 2024, according to Fortune Business Insights. The U.S. market alone was valued at $35.2 billion in 2024, the market research specialist added. Fortune Business Insights attributed the industry’s U.S. growth to excellent facilities and consumers’ willingness to purchase memberships.

About Planet Fitness

Last year Planet Fitness added 1.1 million net new members and reported $1.3 billion in full-year revenue, up 12.1%, according to Athletech News. The publication added that Planet Fitness has reported tremendous success with its new members-only Perks partnership with the Ro telehealth platform, which offers prescriptions for GLP-1 medications that promote weight loss. Keating said the partnership has generated strong downloads and conversion rates.

Founded in 1992, Planet Fitness is known for its low cost and what it calls its Judgment Free Zone environment. It appeals to casual gym-goers and beginners. Memberships typically start at approximately $15 per month. 

Most of the 2,700 Planet Fitness locations are in the United States, but the franchise also operates in Canada, Panama, Mexico, Spain and Australia. Franchise headquarters are in Hampton, N.H.

Flynn Group acquired Grand Fitness Partners from its majority owner, investment firm HGGC, and Monogram Capital Partners, the previous majority owner, which retained a minority stake. Neither has maintained any stake in Grand Fitness Partners, according to an HGGC news release about the transaction. In its news release, HGGC said Grand Fitness had grown under its guidance “while maintaining the welcoming, high-quality, and judgment-free experience that defines the brand. … We believe the company [Grand Fitness] is well-positioned for continued success as part of Flynn Group and within a fitness category that continues to benefit from today’s evolving wellness trends.”

About Flynn Group

Flynn Group LP is the third-largest operator of restaurants, after only Starbucks and Chipotle, in the United States, the news release stated. Flynn Group’s properties are located in 44 states, Australia and New Zealand. The company generates $5 billion in annual sales and has more than 78,000 employees. 

San Francisco-based Flynn Group was founded in 1999. The franchisee embraces diversity; the Flynn Group website says diversity among its team members “isn’t just the right thing to do; it’s also the right thing to do for our business.”

16 Handles, a frozen yogurt and dessert franchise, has appointed Donna Coupe vice president of training. 

Coupe brings more than three decades of experience from the Rocky Mountain Chocolate Factory franchise, where she built the training program from the ground up. In that role, she developed a dedicated training center with a classroom and mock store that enabled franchisees to get hands-on experience. “Combined with classroom instruction, this approach gave franchisees a strong foundation as they prepared to open their stores,” Coupe said, adding that she’s excited to bring that same approach to 16 Handles.

Continuing the Momentum 

Coupe joins the leadership team amid 16 Handles’ strong growth in 2025. The company opened eight locations and signed 25 franchise agreements. Several stores broke grand opening day sales records. Since the start of 2026, 16 Handles has also expanded its development pipeline with new agreements in Texas, Rhode Island, Georgia, Connecticut, Illinois and New York. The brand also expanded its leadership team by hiring Patti Carr as vice president of operations. 

Neil Hershman, CEO of 16 Handles, said Coupe and her colleague will help the frozen yogurt franchise maintain its momentum. “Patti and Donna are proven franchise operators who know how to build scalable systems, develop high-performing teams and protect the guest experience so that every new store opens strong and stays strong,” Hershman said. 

About 16 Handles

16 Handles became the first self-serve frozen yogurt shop in New York City when it opened its first store in the East Village in 2008. Since then, the frozen yogurt brand has expanded to 40 locations with a menu that includes 16 rotating soft-serve flavors, 50-plus toppings and sauces, and frozen novelties, such as cakes, take-home pints and DŌ gourmet edible cookie dough.

Its recent limited-edition flavor launches include french fry, salted butter, strawberry kefir, butter beer and keto chocolate brownie, alongside classic vanilla, cookies and cream and original tart.

Mike Taylor, formerly an insurance and risk management consultant, decided to strike out on his own after his employer was acquired by a large corporation. “I knew it was time,” he says. On Jan. 1, 2025, Taylor launched his Frederick, Md.-based Payroll Vault, a business-to-business franchise providing customized, community-based payroll and workforce management services.

The Army had endowed Taylor with key entrepreneurial skills, he says. “During my service from 1989 to 1993, I developed a deep appreciation for structure, accountability and teamwork. Those values still guide everything I do in business today. The military instilled a strong sense of discipline and mission focus. It taught me how to lead teams under pressure, think strategically and adapt quickly when plans change. Most importantly, it showed me that it’s critical to build strong relationships and trust, because no mission or business succeeds alone.”

Taylor did have to adjust his mindset in one way, however. “The biggest change was realizing that in business, you are responsible for building the structure yourself. There is no chain of command above you. That freedom is exciting but can also be intimidating. I think a little fear is healthy. It keeps you alert, motivated and focused on improving every day.”

Franchising’s comfort factor makes the fear manageable, he says. “The idea of running a business with a proven system and network of other owners to learn from made perfect sense. Franchising offered the independence I wanted along with the structure and support I valued from my military and business experience.”

When choosing a brand, “Payroll Vault immediately stood out,” Taylor says. “There is a strong demand among small-business owners for a local, boutique-style payroll partner who understands their needs and provides personal service. The level of support and leadership within the Payroll Vault system confirmed it was the right fit for me. It was a business that allowed me to serve others, scale strategically and make an impact in my community.”

Day to day, his Payroll Vault duties vary. “I spend a good amount of time networking with referral partners such as CPAs, bookkeepers and other business advisers, because collaboration is key to growth. It has been exciting to build relationships with local business owners and help them simplify their payroll processes so they can focus on growth. I also focus on prospecting in our CRM [customer relationship management system], onboarding new clients, responding to questions from business owners and reviewing our financials. No two days are identical, but every one of them moves the business forward.”

Teamwork on the Home Front

In running his home-based franchise, Taylor says, “the most important lesson I’ve carried from the military is that you can’t succeed alone. In the Army, your team had your back and you had theirs. In business, it’s the same. You need a strong personal and professional network that will support you when things get tough.”

He has four payroll processors on his team. “Each brings a different strength to the table, and together we make sure our clients receive the accuracy, reliability and personal service that Payroll Vault is known for. Helping small-business owners is the most rewarding part of owning and operating my franchise. I also enjoy connecting clients with trusted partners in our network who can provide additional services that add value and give them back valuable time.”

Why Payroll Vault?

Payroll Vault helps small and mid-sized businesses manage payroll and workforce needs. Here’s why candidates should consider this brand.

• Recession-Resilient and Recognized. Payroll is the second-most outsourced business service, making it a necessity in every market.
• Flexible and Scalable Model. Simple operations, low fixed costs and recurring revenue make it easy for franchisees to grow at their own pace without managing inventory or staff.
• Tech-Driven Advantage. Franchisees use cutting-edge cloud-based tools that simplify payroll processes and boost client satisfaction.
• Community-Focused Purpose. Each franchise supports local businesses, helping them thrive while giving owners the chance to build lasting relationships and a legacy of service.

Visit Payroll Vault’s franchise website for more information.

The first quarter of 2026 has come and gone, and one thing is clear: franchising is thriving. According to the International Franchise Association’s (IFA) Franchising Economic Outlook report, the economic output of franchised businesses is projected to top $921.4 billion in 2026 — an increase of 1.6% from $907.3 billion in 2025. Franchising’s share of the economy is also expected to support nearly 8.9 million jobs by the end of the year, reflecting an increase of more than 150,000 positions.

With momentum like that, it is not surprising that passionate entrepreneurs are continuing to gravitate towards franchising’s proven business model. The IFA forecasts that 12,000 franchised U.S. businesses will launch this year alone. 

Many franchised businesses are fostering national growth and improving operations by partnering with private equity firms and aligning with complementary brands — whether through mergers and acquisitions or by securing strategic capital.

Below is a listing of franchise mergers and acquisitions from Q1 of 2026. 

March 2026 Franchise Mergers and Acquisitions 

• Justin Nihiser, Barry Gibson and Matt Rogers — former executives at the Code Ninja franchise — teamed up to acquire WonderPlay Brands. WonderPlay Brands is the parent company of Kidcreate Studio, a children’s art enrichment franchise offering hands-on art and science classes, camps and parties. 
• United Franchise Group (UFG), a global leader in franchise development, consulting and business expansion, took full ownership of the Transworld Business Advisors business brokerage firm.
• UFG also sold Vast Coworking Group to New State Capital Partners.
• Next Phase Capital, a Tennessee-based growth investment firm led by in-home health care franchisor BrightStar Care founder Shelly Sun Berkowitz, was the lead investor in a funding round for the Clementine’s Ice Cream franchise.
• BoeFly, a financial technology platform specializing in franchise solutions, and Spadea Lignana, a national franchise law firm, announced a strategic partnership.
• The Monomoy Capital Partners private investment firm entered into a definitive agreement to acquire Jiffy Lube, a leading quick lube and automotive service franchisor.
• Princeton Equity Group announced that it purchased KidStrong, a franchise concept that builds children’s academic, athletic and social skills through a science-based curriculum.
• KKR, a private equity firm, made a sweet $2 billion deal to acquire Nothing Bundt Cakes.

February 2026 Franchise Mergers and Acquisitions 

• The International Franchise Professionals Group (IFPG), a leading franchise growth platform serving more than 1,500 franchisors, franchise consultants and vendor partners, acquired Franchise Business Review (FBR). FBR data helps IFPG members make educated decisions.  
• Buddy’s Home Furnishings entered a new chapter of growth when it was acquired by Skyline Investors. 
• A Place At Home, a nonmedical, in-home care franchise, was acquired by Switzerland-based Dovida, an international home care services provider.
• Valhallan Esports purchased XP League, a youth-focused gaming company, from Unleashed Brands. 
• Four Wall Partners, an investment firm founded by former Dave’s Hot Chicken CEO Bill Phelps and multi-brand franchisee Andrew Feghali, took a stake in Mike’s Red Tacos. 
• CapitalSpring invested in Alloy Personal Training to accelerate the fitness brand’s growth.
• Hiking Adventures With Kids, referred to as HAWKs, kickstarted the year off with an investment from Post Investment Group. 
• PCJ Holdings became the new owner of the Port City Java coffee franchise. 

January 2026 Franchise Mergers and Acquisitions 

• Transworld Business Advisors, a leading business brokerage firm, started 2026 by entering a strategic partnership with BizScout, a small business acquisition marketplace and data platform.
• Brightwood Capital announced its acquisition of the Museum of Illusions franchise from Invera Capital Partners.
• HomeWell Care Services, an in-home senior care franchise, was acquired by Main Post Partners.
• Golub Capital and Audax Strategic Capital provided financing to Strickland Brothers, an automobile quick-lube service franchisor.
• Princeton Equity Group invested in Amped Fitness.
• Pork processor Smithfield Foods purchased the iconic Nathan’s Famous franchise for $450 million. 
• The Transom Capital Group private equity firm acquired WellBiz Brands from KSL Capital. WellBiz Brands is a franchisor of beauty and wellness brands, including Drybar, Amazing Lash Studio, Elements Massage, Fitness Together and Radiant Waxing. 

• Technology and strong systems help senior care franchisees run more smoothly.
• Shared services can make scheduling, communication and caregiver support easier.
• With the right infrastructure, franchisees can focus more on providing quality care.

In senior home care, compassionate service is essential, but it’s just the baseline. Families expect transparency, reliability and fast coordination, while caregivers need tools to manage schedules efficiently and focus on client care.   

For me, this mission has been deeply personal. When my father battled ALS, he wanted to stay at home, and we did everything we could to honor that wish. Witnessing the challenges caregivers faced – the gaps in scheduling, stress of arranging transportation and inconsistent systems – showed me firsthand how critical operational support and technology can be. 

The Operational Challenges Independent Operators Face

Technology alone doesn’t guarantee success. To deliver consistent, high-quality care, operators must manage multiple complex systems, often including:

• Scheduling and workforce management across caregivers and territories
• Secure communication platforms for families and staff
• Keeping accurate care records and meeting all legal and regulatory requirements
• Transportation logistics and lifestyle support services

For independent operators, assembling these tools into a system can be overwhelming. Fragmented solutions lead to inefficiencies, operational strain and inconsistent care, which can create frustration for families, caregivers and corporate staff. My own experience caring for my father showed me how even small gaps can turn into big problems.

Technology only works when paired with infrastructure and operational support – this is a combination many independents can’t achieve on their own.

How Franchise Systems Close the Gap

Senior care franchises offer more than brand recognition. They offer shared services platforms that centralize technology, operations and daily logistics. This allows franchisees to focus on what matters most – delivering great client care – rather than building complex systems from scratch.

When a senior care model includes shared services like centralized call center support, lead generation and routing or dispatch systems, many of the operational burdens are removed, making it easier to deliver consistent care.

Transportation is a good example of how these systems can come to life. Many caregivers rely on public transit or rideshares, which can be unreliable and expensive. More coordinated approaches – supported by routing and dispatch technology – can help manage caregiver schedules, reduce disruptions and ensure clients receive care on time.

Integrated scheduling, client communication and documentation tools can further reduce admin burden, freeing caregivers to spend more time doing what they do best. The result is a more efficient operation, without the cost and complexity of building it independently.

Standardizing Without Sacrificing Local Care

Shared services platforms allow franchisees to maintain consistency while preserving local personalization. Families want predictable, reliable care but also value caregivers who know their loved ones personally. We’re talking about taking care of a family member, so familiarity and trust are critical. 

Standardized systems help ensure operational efficiency and compliance, while local franchisees continue building these strong relationships in their communities.

Research validates this approach. Activated Insights’ 2025 Benchmarking Report release says providers investing in staff development and compliance training saw stronger retention rates and financial performance. 

Why This Matters to Prospective Franchisees

For operators evaluating senior care, this advantage is critical. Independent operators can provide compassionate care, but without integrated systems, they face higher operational risk, slower growth and limited capacity to adopt new technology as the industry evolves.

Franchisees gain more than brand recognition. They’re getting access to a tested, structured, scalable operational ecosystem, equipping owners with the technology, logistics and infrastructure needed to launch, scale and deliver superior care.

This allows franchisees to:

• Start with fully integrated technology systems, reducing expensive trial-and-errors 
• Minimize admin burden on caregivers, improving retention and service quality
• Focus on growth and client relationships rather than building systems 

The Bottom Line

Senior care is increasingly technology and infrastructure driven. Families expect seamless coordination, transparency and responsive service, while caregivers need tools to improve efficiency and reduce burnout.

Franchisors providing integrated technology platforms, operational support and shared services position their franchisees for success. Without these systems, independent operators face significant challenges scaling or meeting family expectations.

For prospective franchisees validating opportunities, the question is simple: Is this business equipped to deliver care with the right systems and infrastructure? That question is critical to evaluating a senior care franchise opportunity. Real support allows franchisees to focus on high-quality care for seniors.

At the end of the day, success in senior home care comes from pairing compassionate service with strong infrastructure and technology. For franchisees, having access to tested systems and operational support isn’t just helpful – it’s truly essential for building a sustainable, scalable, high-quality senior care business.

For veterans ready to start a new chapter after service, home services franchising offers the perfect opportunity. Unlike brick-and-mortar businesses that need big buildouts, long leases and high startup costs, home service franchises are often simpler — and quicker — to get off the ground. Many can even be run from home or a small office, allowing veterans to hit the ground running in their new mission of business ownership.

“Home services franchises are built on trust, reliability and delivering a job with excellence — qualities that align perfectly with military training,” says Scott Abbott, CEO and founder of Five Star Franchising. “It’s also a sector where veterans can quickly learn the systems, execute at a high level and scale with confidence.”

The qualities that define successful franchise owners — discipline, structure, leadership and teamwork — are second nature to veterans. “Veterans thrive when there’s a clear mission and a defined playbook,” Abbott says. “Their ability to lead under pressure, adapt quickly and stay disciplined makes them exceptional operators.”

Customers also recognize the professionalism veterans bring to their work. “When veterans show up at a customer’s home, they bring respect and a commitment to doing things right,” Abbott says. “Customers pick up on that immediately. The result is stronger relationships, higher satisfaction and more referrals — qualities that fuel long-term business success.”

A Growing Franchise Umbrella

Since Abbott founded the company in 2015, Five Star Franchising has grown from one brand (Five Star Bath Solutions) into a portfolio of industry leaders. “We’ve expanded strategically by acquiring and developing brands that fit our vision of elevating the home services experience,” Abbott says.

Five Star’s lineup has a balance of purpose-driven and high-demand businesses. Brands like Five Star Bath Solutions, Gotcha Covered and Mosquito Shield deliver dependable services that homeowners want and need like bathroom remodeling, custom window treatment design and installation, and pest control. 

Meanwhile, Bio-One and 1-800-Packouts are complementary businesses that step in when people need help most. Bio-One provides biohazard and trauma cleanup with compassion and professionalism, helping families recover from challenging situations. 1-800-Packouts specializes in contents restoration after fire or water damage, working hand in hand with restoration companies to help homeowners rebuild. “These are purpose-driven businesses that make a difference,” Abbott says. “As natural disasters increase and people face more unexpected crises, these brands are providing hope and practical help when it’s needed most.”

Then there’s Card My Yard, a home-based franchise that offers a unique service and business model. The cheerful, community-centered brand brings joy to neighborhoods with personalized yard greetings for birthdays, holidays and milestones. “It’s a simple idea that spreads happiness,” Abbott says. “Franchisees love being part of celebrations in their communities.”

Most recently, the company announced the acquisition of Five Star Flooring, a mobile floor-covering franchise that brings an in-home showroom experience to customers.

Each brand shares one key ingredient — a commitment to people. “We’re a partner in building meaningful businesses,” Abbott says. “We pride ourselves on strong unit economics, proven systems and a culture of support.”

A Shared Sense of Service

Abbott’s commitment to veterans runs deep. “I have immense respect for anyone who has served our country,” he says. “Veterans have sacrificed in ways most of us can’t imagine, and I believe it’s our responsibility to create opportunities for them to thrive in civilian life.”

He finds inspiration in watching veterans succeed as franchise owners, building businesses that create jobs and strengthen communities. “Seeing a veteran build a business that supports their family and impacts their community — that’s what motivates me,” Abbott says.

Veterans have also had a powerful influence on Five Star’s internal culture. “Their presence reinforces what we’re all about: serving others and striving for excellence.” The company has been recognized for its support of veterans, with several of its brands named a 2025 top franchise for veterans by Entrepreneur.

Veterans in Franchising

Veterans are a natural fit for franchising because they are used to following systems, leading teams and working toward a clear goal. According to the International Franchise Association’s VetFran program, veterans make up about 14% of franchise owners, compared with about 7% of the U.S. population. IFA data also shows that 70% of franchise companies actively hire veterans, and VetFran research found that 97% of franchisors say veterans are a good fit as franchisees. For many veterans, franchising offers a proven path to business ownership and a new way to serve their communities after military service.

Visit the Five Star Franchising website for more information.

• Sales of Papa Johns and Pizza Hut could be close. 
• Both restaurant brands are likely to be taken private so new owners can take measures to improve their performance.
• Pizza Hut operates 20,000 restaurants globally; about 99% are franchises.
• Papa Johns has 6,000 restaurants worldwide and more than 90% are franchised.

Papa Johns and Pizza Hut may soon be sold, according to an article posted by The Economic Times, which attributed the news to five people familiar with discussions. Both pizza restaurant brands are fighting the financial challenges of strong competitors, increasing ingredient costs and declining customer traffic. And both have said they would need to shutter hundreds of restaurants in order to rejuvenate financially.

Papa Johns has been slammed by weak same-store sales, falling revenue, intense competition and CEO turnover, The Economic Times reported. The brand’s stock price peaked at roughly $130 per share in late 2021. Pizza Hut sales also are falling, which has pulled down the overall earnings of its multi-brand owner, Yum! Brands; the franchisor’s Taco Bell and KFC franchises have notched superior performances.  

Why are so many pizza franchises performing poorly these days? Because they’re engaged in price wars with each other and with other meal options, The Wall Street Journal reported in January of this year. Food-delivery apps give customers easy access to a wide range of foods, and $20 for a pizza can seem pricey compared to, say, a $5 McDonald’s value meal, a frozen grocery store pizza or an alternative meal that’s cooked at home, The Journal noted in its report.

Why Brands Might Go Private

New Pizza Hut and Papa Johns owners are likely to take the iconic pizzeria brands private, removing them from stock exchanges and government-mandated earnings reports, the sources said. Doing so would give executives an opportunity to regroup and strategize enhancements to operations. (The Economic Times noted that other recent restaurant acquisitions have led to a couple of high-profile brands being taken private post-sale: the investor group that paid $620 million for Denny’s and private convenience store chain RaceTrac’s acquisition of Potbelly for $566 million.) 

Articles by Reuters and Merca20.com said that taking the pizza brands private would allow their leaders to: 

• Restructure the pizzeria chains’ business models.
• Close poorly performing restaurants. 
• Modernize locations and upgrade operational processes.
• Operate with an eye to long-term improvements instead of being pressured to show positive results in quarterly reporting.

Deals in the Works?

The Qatari-backed investment fund Irth Capital, backed by Brookfield Asset Management, offered $47 per share for Papa Johns in March, according to two of The Economic Times’ sources. Papa Johns stock prices had fallen to roughly $35 a ⁠share on ⁠Tuesday. Irth and Papa Johns representatives continue talking, the sources said, although it’s still possible that no deal will be struck. 

Yum! Brands set a deadline this week for potential Pizza Hut buyers to submit formal bids, three people familiar with the talks told The Economic Times. Private equity firms Apollo Global Management, LongRange Capital and Sycamore Partners are among those interested in acquiring the brand. Yum! Brands might narrow the field and do one-on-one negotiations after the deadline passes, or it could keep the chain. 

The Economic Times reported that representatives of Yum! Brands, Papa Johns, Irth, Apollo and Sycamore declined to comment for the article. LongRange did not respond at all. 

Hubbub About Sales

Speculation around both brands increased after Yum! Brands said in November that it would conduct a strategic review of Pizza Hut and after Papa Johns reportedly rejected much higher purchase offers last year, The Economic Times reported.

Todd Penegor, who took over as CEO of Papa Johns in late 2024, said in March that he is focused on operating the company and wouldn’t comment on sale rumors. “I mean, it’s been a constant, right? I’ve been in the role 18 months, and I think almost the full 18 months, we’ve always had some kind of rumor out there around the brand,” The Economic Times quoted him as saying.

About Papa Johns and Pizza Hut

Pizza Hut had close to 20,000 restaurants open around the globe about six months ago. About 99% of them are franchised. The pizzeria brand has more than 6,000 locations in the United States. Pizza Hut was founded in 1958. Early this year, Papa Johns reportedly was operating roughly 6,000 restaurants worldwide. More than 90% are franchises. Founded in 1984, the brand has 3,500-plus domestic units; it has restaurants in more than 45 countries.

Usman Rao was so confident in the potential of owning a franchise that he went all in on the purchase of his first Sky Zone in 2016.

How all in? Rao quit his job in the tech industry, cashed in his retirement fund and emptied his savings to purchase the Elk Grove, Calif. location with his brother and a friend.

“For me, going all in meant committing everything, financially, mentally and professionally,” Rao says. “To make it work, I left my job at Intel and dedicated myself full-time to Sky Zone from day one.”

Some might say leaving the salary and security of a lucrative position at a firm like Intel was foolhardy, but Rao’s vision and business acumen not to mention his commitment to Sky Zone, has proved to be the right decision.

Today, he operates multiple locations across three states and is preparing to open eight to 10 more in the next 12 to 18 months.

“Owning a Sky Zone has completely redefined my daily life,” he says. “Looking back, that leap of faith in both the business model and myself was one of the best decisions I’ve ever made.”

Sky Zone is an indoor entertainment park offering trampolines, foam pits, party spaces and other innovative attractions. It started in 2004 as a single trampoline park in Las Vegas, and now is an industry leader, welcoming 40 million guests annually across locations in the U.S. and Canada.

The company added nine franchise locations in 2024, with an anticipated additional 20 parks this year, bringing the total to 250, with the goal to reach 300 by year’s end.

“Sky Zone creates value for everyone,” Rao says. “Kids love the variety of attractions — from dodgeball and foam pits to ninja warrior courses. Parents appreciate the fitness focus and the chance for kids to take a healthy break from screens.”

Seeing Potential

Rao, who has an MBA from the Northwestern University Kellogg School of Management, had key roles at Cisco, McAfee and Intel in global operations, product management and corporate strategy. But he always had the desire to build something of his own.

Sky Zone offered exactly that: a business model with strong revenue potential, low overhead and strong margins. “It was the perfect opportunity to take the leap from corporate life to entrepreneurship,” Rao says.

That initial ownership phase wasn’t all fun and games. The transition from tech to consumer services came with a steep learning curve.

“The biggest challenge early on was navigating so many unknowns,” he says. “Weekends disappeared, the work never stopped, and I had to adapt quickly from a structured corporate environment to the nonstop demands of entrepreneurship.”

Along with leveraging his corporate strategy background to scale his business, Rao says the key has been building a strong support system, starting with the Sky Zone leadership team. “The leadership team fosters a culture of collaboration, trust and shared growth — all of which are essential for long-term success,” he says.

People are the Priority

Beyond the financial rewards, Rao says what’s been most gratifying is building a business that creates joy for families and opportunities for employees, many of whom are early in their careers.

“I take pride in mentoring and creating opportunities for growth,” he says. “That focus on respect and development translates directly into the guest experience, creating a culture where everyone strives to deliver memorable moments for families.”

As his business continues to grow, Rao says the all-in mindset he embraced nearly a decade ago still drives him. “The priorities shift constantly, but the passion and energy remain the same.”

His advice to others? “Find a business model you can fully commit to, surround yourself with the right people and don’t hesitate to go all in. The journey will be challenging, but the rewards — personally, professionally and financially — are worth it.”

Learn more about the Sky Zone franchise opportunity.

Eggs Up Grill, a South Carolina-based breakfast franchise, has named Kayla Money chief financial officer. Money brings more than a decade of financial leadership to the role, most recently leading enterprise forecasting and long-range financial planning for Denny’s. She now oversees Eggs Up Grill’s financial strategy, planning and analysis, budgeting and capital allocation to build on the brand’s strong 2025 performance, which included the opening of 18 new restaurants.

“Eggs Up Grill stood out to me because of its strong culture, impressive growth trajectory and clear commitment to its franchisees. The brand has built a loyal network and carved out a differentiated position in the ‘better breakfast’ space,” Money said. “This opportunity came at an exciting time, as the company is experiencing significant momentum. I was drawn to the opportunity to contribute to that growth while also helping strengthen the financial foundation for the future.

“I’m most excited about partnering with the leadership team and franchisees to support smart, sustainable growth. With more than 190 restaurants open and in development and strong same-store sales performance, there’s a tremendous opportunity to build on that momentum. I look forward to enhancing financial strategies that improve profitability, support franchisee success and position the brand for long-term value creation.”

Money credited her time with Denny’s for shaping her understanding of large-scale franchise systems, providing insights she utilizes in this new role. “That experience gave me a deep appreciation for the operational and financial levers that drive performance in franchising, and it reinforced my passion for the restaurant industry’s dynamic, people-driven nature. Eggs Up Grill can continue to stand out in the restaurant industry by staying true to our DNA that is deeply ingrained in our culture and continuing to focus on sustainable growth while supporting franchisees with the tools and insights they need to succeed. Combining strong unit economics with a differentiated guest experience is key to long-term growth.”

Ricky Richardson, CEO of Eggs Up Grill, said Money’s extensive industry experience makes her the ideal leader to drive the breakfast franchise’s growth. “Her experience supporting enterprise growth and franchise system performance will help position Eggs Up Grill for its next chapter. As we continue to grow with experienced multi-unit and multi-brand operators, disciplined financial leadership will be critical in supporting franchisees as they scale responsibly,” Richardson said.

About Eggs Up Grill

Founded in 1977 in Pawleys Island, S.C., Eggs Up Grill is a daytime restaurant franchise brand that serves breakfast, brunch and lunch. The brand has grown to more than 100 locations nationwide, with more than 90 additional units in development or committed to open.

Dogs bring joy to our lives, but their poop? Not so much. For busy families, scooping is the last thing they want to deal with after a long day. Scoop Brothers franchises offer pet waste removal services — a simple solution that helps families enjoy their yards while keeping communities cleaner and healthier. This is a win-win for customers and investors alike. With 94 million U.S. households owning at least one pet, according to the American Pet Products Association, the potential customer base for poop pickup services is enormous.

How It Started

The idea for Scoop Brothers began in 2019 when husband-and-wife entrepreneurs Daniel and Rene Sturgis realized they were spending more time cleaning up after their “fur kids,” Jane, Jax and Kane, than enjoying their free time. What started as a practical solution for their own family quickly grew into a business serving thousands of household and commercial clients. After several years of success in their local market, the Sturgises decided in early 2024 to take Scoop Brothers nationwide through franchising.

Scoop Brothers franchisees provide reliable pet waste removal services for residential yards, commercial properties, multi-family housing complexes and even community dog parks. The company’s model focuses on speed and service — offering scheduled cleanups, deodorizing and sanitation, plus customized service packages for pet owners. Because the work is essential and repeatable, owners benefit from a recurring customer base and predictable income. Scoop Brothers President Shannon Roderick (below) says the brand looks for dependable, community-minded franchisees. “A great fit for our Scoop Brothers brand is someone who wants to be a brand ambassador in their community,” she explains. “We look for people who value discipline, can set expectations and provide great customer service. Those who understand the value of service and express genuine interest in building a business — not just buying one — usually stand out,” Roderick says.

Support from Scoop Brothers is built into every step of the process. Owners get training, marketing assistance, tech tools and operations coaching. Regular check-ins and open communication ensure no one feels left behind. “We show up for our franchisees with real support — not just during launch but every step of the way,” Roderick says.

The system also fosters a family feel where franchisees celebrate wins and tackle challenges together. Owners are encouraged to get involved in their communities by sponsoring pet events or local leagues, which builds pride and strengthens the brand’s reputation.

The Road to Success

Roderick says the business can grow quickly. “One franchisee started with a single truck and a dream of leaving their job,” Roderick says. “Within a year, they doubled their territory, hired a team and created an amazing brand in their community. Now they help train new owners, and their energy and attitude are contagious. “We’re more than a pooper scooper company — we’re in the business of creating cleaner, healthier communities,” Roderick says. “Seeing owners reach their goals and knowing we played a part in that is incredibly rewarding.”

Why Go All In on This Business?

• High demand. Nearly 94 million U.S. households own dogs.
• Recurring revenue. Customers need service week after week.
• Scalable growth. Franchisees can expand from a single truck to multiple territories. Services offered. Franchisees provide cleanups for residential and commercial yards, multi-family housing and dog parks as well as deodorizing and sanitation services.
• Strong support. Training, marketing, tech tools and coaching are provided.
• Community impact. Services create cleaner, healthier spaces for families and pets.

Learn more about the Scoop Brothers franchise opportunity.

• Tiger Global Management has invested in the PopUp Bagels franchise, which now claims a valuation of $300 million. In October 2025, it was valued at $60 million.
• PopUp Bagels, founded in 2020, is scheduled to have 300 open units by 2030. It currently has 29 shops in operation.
• The brand sells only bagels and distinctively flavored cream cheeses and butters.
• Simple operation and standout unit economics attract multi-unit franchisees.

Tiger Global Management LLC is investing in the PopUp Bagels franchise, which now has a $300 million valuation, sources have told Bloomberg. Last October, the franchise was valued at only $60 million. That lower valuation followed a second round of Stripes funding, which positioned the firm as the majority owner, according to a Bloomberg.com article reposted on MSN.com.

The Tiger Global deal was finalized last month, the sources said. No one at PopUp Bagels was quoted in the article, but Bloomberg did learn that Stripes still holds the largest stake in the brand. 

The PopUp Bagels franchise is expected to have as many as 300 U.S. units in operation by about 2030. That’s an impressive expansion, considering that the franchise has only 29 open stores now. Some of its newer units are located in Boston, Chicago, Florida and Washington, D.C. 

Bloomberg said another PopUp investor, Tastemaker Capital Partners, brought in sports stars J.J. Watt of NFL fame and Olympic swimming medalist Michael Phelps. QSR Magazine said actors Paul Rudd and Patrick Schwarzenegger, TV celebrity and former NFL star Michael Strahan, and Hollywood producer John Davis have also invested in the young franchise. 

How PopUp Bagels Began and Grew

PopUp Bagels was founded by a hobby baker Adam Goldberg in Connecticut during the early days of the COVID pandemic. He first sold his bagels in pop-up shops – hence the name – before opening locations in the New York City metro area.

The brand’s fluffy, smallish bagels have found an avid following. Case in point: Last Friday, April 10, when the 29^th PopUp Bagels shop opened in Washington, customers formed such a long line that the local NBC-TV station covered it, The New York Times reported today. 

Media splashes include an April 2022 New York Times profile of still-up-and-coming PopUp Bagels. Even then, Yelp ratings placed it among New York’s best 10 bagel purveyors. In addition, the franchise has a massive digital presence, with young consumers often praising the brand on various social media platforms. 

A Buadlab.com blog explains how the brand tantalizes customers:

• Every week, PopUp Bagels drops one new cream cheese schmear and one new butter flavor, available for just that week. This plays into consumers’ fear of missing out.
• The brand has a singular focus, bagels, and in the spirit of fun, advises customers – who must order at least three bagels at a time – to “grip, rip and dip” the unsliced breads into its cream cheeses and butters.
• It delves into creative partnerships. These have included schmears flavored with Oreo cookies and Guinness beer.

Rapidly Expanding Franchise

QSR Magazine credits PopUp Bagels as being one of the fastest-growing U.S. franchises. It had signed franchise agreements for 300 new units as of last July, the online magazine reported, with a goal of 100 in operation by the end of next year. PopUp Bagels apparently seeks only highly equipped, multi-unit franchisees, QSR Magazine noted; fewer than 15 owners will operate the 300 upcoming locations.

The franchise appeals to entrepreneurs because of its strong unit economics and simple operation. It sells bagels in three-packs or by the dozen, has only 55 SKUs, and the average transaction tops $24, QSR Magazine said. PopUp Bagel shops require just 10 to 15 employees at launch, and stores can have a footprint as small as 1,000 square feet, the publication added. 

Private Equity’s Interest

Today’s New York Times pointed out that investment firms have noticed the bagel boom. The Times said private equity’s initial interest started in 2023, three months after Goldberg opened his West Village Manhattan shop. That was Stripes’ first round of funding, $8 million. Last year, Stripes invested another $27 million, The Times reported. 

Call Your Mother Deli, specializing in bagel sandwiches, has also received financial backing from private equity, The Times said. And the newspaper quoted Jeff Perera, co-founder of Jeff’s Bagel Run in Central Florida, as being slammed with emails from firms hoping to invest after he opened his 20^th store. He declined. 

More on PopUp, Tiger Global and Stripes 

Since late 2024, PopUp Bagels has been led by CEO Tory Bartlett, a franchising veteran. He previously served as chief brand officer of the Moe’s Southwest Grill and Schlotzsky’s franchises. 

Tiger Global has 25-plus years of investing experience and is based in New York City. According to its website, “Tiger Global is a research-driven investment firm pursuing a long-term approach to partnering with high-quality, innovative companies across different stages of their life cycles.” 

Stripes invests in companies that provide diverse products to consumers and businesses, its homepage states. Its portfolio contains clothing, tech and food brands such as Erewhon Market, an organic grocery store chain, and Levain Bakery. It was founded in 2008 and has headquarters in Manhattan.

Updated April 15, 2026

Cannabis has become a bigger part of everyday conversation as more states legalize it for recreational and medical use. According to Forbes, the cannabis industry is worth $32 billion, highlighting its growing presence in everyday life. Cannabis culture even has its own unofficial holiday: April 20, also known as 4/20. 

Fast-food franchises have embraced cannabis consumption by offering discounts and specials designed to help customers satisfy their “munchies,” or the urge to snack after marijuana use. Here’s a look at some of the best munchie deals for 4/20. 

4/20: Best Restaurant Specials and Munchie Deals

Cheba Hut

Cheba Hut, a cannabis-themed restaurant franchise, is offering its guests a 4-inch toasted sub for just $4.20 and a free frisbee while supplies last on April 20. 

Del Taco

From April 17-20, Del Taco fans can score a buy one, get one (BOGO) free deal on Carne Asada Fries, plus free delivery on orders of $20 or more.

Dog Haus

Dog Haus is also getting in on the 4/20 fun. Loyalty members who spend $4.20 or more on 4/20 can claim a free cheeseburger slider. 

Fatburger

Fatburger is rolling out a blazing hot deal for 4/20. Fans can purchase an original Fatburger for $4.20 on April 20 only. 

Good Times Burgers & Frozen Custard

Good Times Burgers & Frozen Custard, a Colorado-based fast-food franchise, is taking 4/20 to the next level with the Monday Munchiez Meal Combo. The combo includes a bambino (the brand’s version of a slider), a small fry and a scoop of custard for just $4.20. Fun fact: Colorado was one of the first states to legalize recreational cannabis use.

Jimmy John’s 

Jimmy John’s is bringing the ultimate dream rotation — a lineup of celebrities who cannabis users desire to smoke with — to life just in time for the highest of high holidays. Through April 20, the brand’s Dream Rotation Meal consists of a toasted sandwich, Jimmy Chips and the new Cereal n’ Milk Crispy Treat. A TV commercial advertising the meal features reality star Amanda Batula, actor Skyler Gisondo, comedian Cheech Marin and actor and former White House staffer Kal Penn. 

KFC

KFC is answering fans’ 4/20 cravings call with deals made for a day when the munchies hit a little stronger. These deals include the $4.20 Pot Pie Combo (a pot pie with a drink, pictured above), $20 Chick N’ Nug Meal (12 nuggets, two large sides and four biscuits) and 2 for $2.95 (2pc. Original Recipe or Extra Crispy Chicken or 2pc. Hand-breaded Tenders).

Mellow Mushroom

Mellow Mushroom, a pizza franchise that offers customizable pizzas, wings, salads, burgers and more, is celebrating 4/20 with a one-day only deal. Guests can indulge in the brand’s Pretzel Bites and orders of 4 Mellow Rollz in any flavor for just $4.20.

When Dan Miller opened his first dermani MEDSPA locations in the Atlanta area in 2020, he didn’t fear failure and he didn’t get bogged down in worrying about what might go wrong. In fact, he was so certain that he was making a good business decision that he opened three new stores in his first six months of franchising.

“Going all in was the game plan,” he says. “I was confident in the business and in the teams I could assemble to run the stores.”

Miller worked in management for Enterprise Mobility for 34 years, opening new locations and motivating teams, before retiring to seek new opportunities. He diligently researched various types of franchise companies before determining that dermani MEDSPA was the best fit. “I finally found a franchise that I thought had great growth potential, with a good franchise model based on memberships,” he says, “and it was a business I felt I could get my adult children involved in as a family business.”

Dermani MEDSPA provides top-quality, medical-grade aesthetic treatments at affordable prices, capitalizing on the thriving wellness market by making luxury skin care services more accessible. The company offers skin rejuvenation (including chemical peels, facials and LED therapy), cosmetic injectables (such as Botox® and JUVÉDERM®), microneedling, laser hair removal and other procedures. To ensure the quality of their services and the well-being of clients, dermani MEDSPA locations use only lasers and treatments that have been cleared by the FDA. Staff members are licensed and experienced, and all injections are administered by doctors, physician assistants, or nurse practitioners.

Exceptional customer service is also a top priority for Miller. “I want to make sure that my team takes great care of customers and that we also provide a great, family-oriented place for people to come to work,” he says.

Nurturing a Team

Miller also focuses on taking care of his employees and helping them grow professionally. “I think keeping up with employee needs and developing and retaining talent has always been a challenge, especially in a competitive job market,” he says, adding that he tries to promote from within the company. “I love the mentoring aspect of developing good teammates. I enjoy watching employees develop into solid leaders, motivators and business partners who work hard to give all our clients the best evidence-based aesthetic and injectable services.”

He understands the value of forging personal connections with staff and makes a point to visit the franchise locations he owns regularly, often taking some of the employees to lunch to check in with them. “I rarely eat alone,” he says. “It’s time well spent getting to know the team and asking questions about the business and their personal lives.”

An optimistic outlook is also important, Miller says. “There are so many aspects of running a small business that can drag you down, so attacking each day with a positive attitude helps with problem solving and making difficult decisions and also helps with viewing setbacks as learning opportunities,” he says.

Dermani MEDSPA was founded in 2013 in the Atlanta area and has expanded to 27 locations across eight states by providing premier services at affordable prices. One way that the company keeps costs and prices down is by contracting directly with manufacturers. Dermani MEDSPA also offers monthly membership programs that allow customers the flexibility to select the services they want. The memberships give clients a significant discount on services and also provide a steady revenue stream for franchise owners.

Franchisees also have direct access to approved manufacturers and vendors and are supported with initial and ongoing training, help with site selection and build out, and assistance with marketing and promotion. For people who are considering franchising, Miller’s advice is to thoroughly research their options. “Find a business best suited to your skillset and passions,” he says, “enjoy the journey and go full speed ahead!”

The Medical Spa Industry

The medical spa industry is on the rise as more people look for convenient, noninvasive treatments that support both wellness and appearance. That trend is creating real opportunity for brands that offer quality care, affordable pricing and a strong customer experience. Grand View Research reports that the global medical spa market reached $21.21 billion in 2024 and is expected to grow at a 15.77% compound annual rate through 2033. 

Learn more about the dermani MEDSPA franchise opportunity.