Exit Factor, a business coaching franchise that helps entrepreneurs build valuable, sellable companies, has named Peter Giese president. Giese has more than 25 years of experience in franchising and acquisitions, previously serving in leadership roles with Realogy Holdings Corp., United Real Estate and Engel & Völkers Florida. He now oversees Exit Factor’s strategic direction, franchise development and national expansion.

“Exit Factor addresses a very fragmented industry of business consulting services to small and medium-sized businesses that don’t offer consistent services,” Giese said. “Our franchise system addresses this by building a national network and offering a consistent blueprint on how to genuinely change a business owner’s financial future through our consulting packages. After I met with Exit Factor leadership, it was clear that we were aligned on the global opportunity and the problem we were solving by offering this service as a franchise.”

Throughout his career, Giese has been involved in hundreds of small-business acquisitions. He estimates that 80% of those businesses were acquired at a discount because their owners had not planned early enough for an exit.

“At Exit Factor, we can help business owners change that trajectory so they can sell their businesses for their full potential value,” he said. “United Franchise Group’s backing gives us a franchisee-first culture, along with the technology and support to stay ahead of AI trends and position our franchisees as leaders in this space.”

An Expanding Team

In addition to Giese’s appointment, Exit Factor has welcomed four corporate team members to strengthen franchisee support and operational capabilities. David Blouin is the new director of national accounts; Jennifer Fonseca supports franchisee onboarding, education and ongoing training initiatives as a corporate trainer; Kristen Hicks, the new executive assistant, provides executive and administrative support to strengthen internal operations; and Richa Soni serves as marketing coordinator. 

“These appointments reflect our commitment to building a strong foundation for sustainable growth,” said Giese. “As our franchise network expands, it’s critical that we invest in the people and resources that help our owners succeed. Our focus is on strengthening franchisee support, creating new business opportunities and ensuring we have the right infrastructure in place to scale effectively.” 

Giese seeks to inspire and empower team members to continually raise their standards and strive for greater success both professionally and personally. “Leadership to me is a personal calling, and that calling is a responsibility to serve your customers and employees and develop them into leaders.” 

Jessica Fialkovich, founder of Exit Factor, said Giese is the ideal person for this role because of his franchise development experience and operational leadership skills. “His ability to identify growth opportunities and execute strategies that drive meaningful results will be invaluable as we enter our next chapter. With Peter leading the brand’s expansion efforts, we’re well-positioned to strengthen our franchise network and bring Exit Factor’s services to even more business owners,” Fialkovich said. 

When he’s not working, Giese loves coaching youth sports. “One thing I learned along the way is that leading young athletes can sometimes be more challenging than leading franchise owners!”

About Exit Factor

Exit Factor’s one-on-one consulting services and online programs help entrepreneurs improve their company’s efficiency, value and ability to exit. The brand has expanded its leadership amid continued development momentum, including franchise agreements in Ireland, the Czech Republic and Australia.

• AlphaGraphics National Programs offers a single enterprise solution for multi-location signage and printing.
• The program gives franchise clients a single point of contact, consolidating the services of multiple vendors into a single partner providing national reach and local execution.
• Advantages offered by AlphaGraphics National Programs include brand consistency, efficiency, cost and time savings.

Franchisors understand the opportunities and challenges that multi-location franchise growth brings. So does AlphaGraphics, which offers high-quality sign fabrication, printing and marketing solutions from more than 240 locations across the United States. AlphaGraphics National Programs acts as a one-stop shop for multi-location signage and printing, which streamlines operations without sacrificing brand consistency, control or creativity.

“AlphaGraphics National Programs is a game changer for franchisors,” says Craig Nolan, AlphaGraphics National Programs director. “Instead of managing numerous vendors and inconsistent execution, franchisors gain a single account manager and an enterprise solution that delivers project management, brand consistency, effortless ordering for franchisees and consistent pricing across the entire network.”

Single Vendor, Multiple Capabilities

Demand for printed marketing material and signage continues to grow, with the global market size estimated at $10 billion and predicted to increase to $15.37 billion by 2034, according to Fortune Business Insights.

Nolan points out that a franchisor might manage four to six different vendors, including print vendors, signage companies, installers, promotions distributors, apparel suppliers and fulfillment companies. But AlphaGraphics is a single partner consolidating all those services while providing national reach and local execution, he says.

AlphaGraphics National Programs works like this: Nolan sets up a single account for each franchise client and coordinates their project needs using the AlphaGraphics network of more than 240 locations nationwide. Each client has a dedicated account manager, as well as access to a customized agEnterprise online portal to provide service and routing of their work to locations around the country, he says. AlphaGraphics National Programs also provides a consistent pricing model no matter where client locations are in the U.S.

Nolan says the key differentiator for AlphaGraphics National Programs is that it combines four capabilities when most competitors offer only one or two. These include:

1. The agEnterprise platform provides centralized brand assets, controlled ordering workflows and brand governance.
2. A franchise network of more than 240 AlphaGraphics locations nationwide.
3. Multiple product categories including printing, signage, project management, promotional products, apparel and marketing collateral.
4. Local production plus national consistency, which maintains brand standards, and provides cost savings, consistent pricing and local fulfillment.

Multi-Location Signage and Print Solution

The advantages of a single point of contact and vendor, such as AlphaGraphics National Programs provides, are numerous. They include the following:

Brand consistency: A franchisor engages with a single, dedicated team of print, signage and marketing experts who bring all the franchisor’s branded assets into AlphaGraphics’ agEnterprise custom online storefront.

In addition, AlphaGraphics centers are color certified, which ensures total brand consistency, providing a cohesive look and feel across all client locations and channels.

Efficiency: One account sets a franchisor up with more than 240 AlphaGraphics locations nationwide. Having a single point of contact for planning, pricing and coordination streamlines vendor management and internal workloads for franchisees. A single point of contact also minimizes the chance of miscommunication between different vendors, which can result in confusion, errors and slowdowns.

On-demand access to all branded print, signage and marketing materials enables franchise owners to ramp up more quickly with grand openings and location launches.

Convenience: The franchisor’s customized agEnterprise storefront enables franchisees to easily order on-brand collateral and signage. These self-serve storefronts may be accessed on demand by an unlimited number of users.

Cost-effectiveness: AlphaGraphics National Programs provides consistent pricing across its entire network, avoiding the possibility of regional cost variations and simplifying budget forecasting for multi-location signage and printing. Franchisee orders get routed to the AlphaGraphics center closest to them, saving them time and money on production and delivery.

Increased brand awareness: Streamlined ordering, on-demand access and local fulfillment make it easy, cost-effective and even more advantageous for franchisees to utilize branded print materials and signage for their own local marketing, thereby increasing brand awareness.

Multiple product categories: The franchising community uses AlphaGraphics National Programs for national print, signage, apparel and promotional needs for all of their locations; new, refreshed and seasonal store branding; printing and installations for store buildouts; and trade show needs.

Nationwide coordination: Having a single point of contact enables franchisors to manage and ensure coordinated execution of complex multi-location signage and printing rollouts without disrupting operations.

About AlphaGraphics

Founded in 1970 and franchising since 1979, AlphaGraphics operates in more than 270 centers across six countries, including more than 240 locations in the United States. In 2017, AlphaGraphics became part of the global family of Fortidia, a network of brands specializing in shipping, fulfillment, print and marketing solutions.

To learn more, visit the AlphaGraphics National Programs website.

Your franchise brand can have everything going for it: strong unit economics, a proven business model and a quality product or service. But without a targeted franchise marketing strategy, reaching the right audience and building brand awareness can be difficult.

Through online articles, short-form videos and print media, brands can share their stories with strong testimonials from current franchise owners and attract prospective investors. In fact, 46% of people surveyed in Business Franchise Magazine’s 2025 Spotlight on Franchising Survey identified an effective marketing strategy as a compelling component of a franchise opportunity.

And it’s not just about attracting franchisees. Great marketing also brings customers through the door! Videos are especially effective — 85% of participants said they were convinced to buy after watching a video, according to Wyzowl’s 2026 State of Video Marketing report. The report also found that 63% preferred watching a short video to learn about a product or service.

Of course, not all great marketing happens online. Hosting in-person events or sponsoring a local sports team or simply getting involved in the neighborhood can help brands build personal connections and loyal customers.

So what makes a franchise marketing strategy really work? We asked the following business leaders to share the key ingredients of a successful franchise marketing strategy. Here’s what they had to say.

Denver Dominas

“We believe that showing and telling the franchisee experience from the field is paramount. Telling stories about what it’s like to own and operate a Fibrenew franchise is something we always put front and center — it works!” — Denver Dominas

Aleksandar Jovicic

“Start with a robust web platform, website or app. Focus on organic SEO rankings and conversions. Produce and publish engaging video content to grow your brand, then develop and execute targeted paid media campaigns. Finally, lift the veil of anonymity to uncover who’s behind those clicks with proprietary, evolved lead analytics designed for franchise corporations.” — Aleksandar Jovicic

Claudia Ng

“Engaging storytelling videos are one of the most important assets that are missing in the franchise sales cycle. It’s one of the single most effective opportunities to share the WHY, HOW and all the stories a prospective franchisee should know about your brand.” — Claudia Ng

Steve Sojka

“The most important ingredients of a franchise marketing strategy are ones that you can measure while having relevance with your subject matter. By tracking performance and tailoring campaigns to the target audience, franchises can strengthen brand awareness, attract new customers and achieve sustainable growth.” — Steve Sojka

William Siegel

“Servant leadership is a massive part of local marketing to ensure franchise owners become a productive and welcoming part of their communities.” — William Siegel

Aaron Harper

“Franchise marketing strategies need to be intricate and detailed to target the audience we’re trying to attract. Whether it’s a marketing strategy for customers or franchisees, understanding the exact avatar of the type of person we are looking for will help you create a really meaningful marketing strategy.” — Aaron Harper

• AI slop in marketing may generate views, but it often fails to build trust or create an emotional connection with audiences.
• Authentic franchisee stories help brands stand out by showcasing real people, experiences and successes.
• Fake testimonials and AI-generated content can damage brand credibility and create legal risks.
• Compelling franchise videos go beyond talking heads to capture real-life moments, challenges and successes that resonate with prospective owners.

Last month, I stood in a breakout room at a franchise conference and played three videos for a small group of brand leaders. The first was an AI-generated ad: a woman with perfect abs, a glowing bottle of juice, four flavor names and nothing else. The second was an AI avatar reciting a consulting firm’s 18 years of experience. The third was a real franchisee. She had left health care burned out, and later kept her late husband’s business running in his memory.

I asked how the first two made them feel. One man said, “It had no emotional impact on me at all.” I told him we should put that on a shirt.

Then I asked who liked the third video. Every hand went up. One woman said she was smiling the whole time and could not explain why.

I can. Something happened in it.

Merriam-Webster named “slop” its 2025 word of the year, a word for the flood of low-quality digital content AI produces. The first two videos were slop. The third was an authentic story. The gap between them is where your brand’s trust lives.

Watching is Not the Same as Trusting

You can now make a talking-head video in 20 seconds for the price of a monthly subscription. The mistake I see is confusing a view with belief. Research reported by eMarketer found that visible AI in marketing is about four times more likely to cost a brand trust than to build it.

There is also a trap waiting on the synthetic route. Label the video as AI, and viewers trust it less because it does not feel real. Hide it, and you look worse when they figure it out. Neither road leads to trust. The only way out is to stop needing the label. So before anything goes live, stop asking whether people will watch it. Ask whether they will believe it.

The Shortcut that Costs More than a Film Crew

About once a month, a brand tells my team its owners are too busy to be on camera. Then someone offers a fix: a neighbor or a friend who is happy to play a franchisee. We say no, and we lose a few projects a year over it. A good interview takes about 17 minutes. If an owner cannot give you 17 minutes, you have a different problem.

Staging a person is not just inauthentic. It is risky. The Federal Trade Commission (FTC) rule on fake reviews and testimonials covers ones generated by AI, and civil penalties now run more than $53,000 per violation. The U.S. Copyright Office has also concluded that purely AI-generated material is not protected by copyright. You may not fully own the ad you prompted.

I learned the legal lesson early. In 2019, I filmed my first franchise video. I did not even know what a franchisor was. I honestly thought the CEO kept misspelling his own name. The franchisee I interviewed was wonderful. She teared up and got real with me. At the very end, I had her look into the lens and say, “You could make millions.”

I walked out of that shoot thinking I was a genius. The first draft went to the CEO, and he called me. “Dude, we’ve got to talk.” Franchise disclosure rules tightly limit earnings claims, and I had just put one in a franchisee’s mouth. It never made it past that draft. Now I tell every brand to run every testimonial past its legal team before it goes out.

Give Every Story an Arc

Nobody would sit through 90 minutes of Liam Neeson talking at the camera. We watch because, eventually, he has to go fight somebody. Something happens.

The AI videos in that room were a straight line. A real story has a setup, a struggle, a turning point and a resolution. For a business owner, that is life before, what was not working, the moment they decided to jump and what life looks like now.

That shape is also how people remember. Chip Heath, co-author of Made to Stick, has described an exercise where his Stanford students gave short persuasive speeches. Afterward, 63% of listeners remembered the stories. Only 5% remembered a single statistic. Your webinar slides are the 5%.

Years ago, a mother and son who owned a Mr. Rooter location told us, “We learned more going to training than we did going to college.” A brand can put “comprehensive training” on a slide forever. That one sentence lands because someone who looks like the prospect said it.

Film What They Tell You, Not Just the Interview

Here is the trick I give every team. Talk with an owner for 15 minutes and they will mention about 10 things they love about their life and their work. Write them down. Then go film them. If she loves dropping her kids off at school, be in the car the next morning. If he loves meeting customers, follow him to the job site.

Most brands film talking heads at headquarters because it is easy. We spend at least half of every shoot day outside the four walls.

Once, we cut real footage from a franchisee’s military service into his video. When he watched it, he cried. He said he never thought he would be happy again after war, and now he gets to see his family more. Every veteran who sees that video thinks, “That’s me. Maybe I can do this too.”

Proof is the New Luxury

AI slop in marketing is nearly free. That makes human proof more valuable, not less. Use AI to speed up the work, from transcripts to finding the best take. Never use it to fake the people whose lives actually changed.

This week, pick one owner. Ask for 17 minutes and three questions: what life looked like before, what made you jump and what changed. Write down everything they say they love, then go film it.

Then decide. Are you making slop, or are you telling a story?

Sheena Dougher is the new chief marketing officer for Mountain Mike’s Pizza. Her 15-plus years of restaurant marketing experience spans brand strategy, integrated marketing, media, advertising, public relations, social media and content. Her franchise background includes marketing roles with Jack in the Box, Del Taco and Rubio’s Restaurants. She now oversees Mountain Mike’s integrated marketing strategies and identifies growth opportunities across emerging channels, including B2B and catering. 

“What first drew me to Mountain Mike’s was the love people have for the brand, the quality of the pizza and the people behind it,” Dougher said. “With such a strong foundation and loyal guest base, I saw an opportunity to build on what already makes the brand special while introducing it to more people and new markets.”

Her tenure in franchise marketing has taught her how to balance long-term brand building with the need to drive traffic, sales and growth — skills she utilizes in this new role. “My experience has also reinforced how important it is for marketing to work closely with operations, franchisees and the broader business. That blend of creativity and business impact is what drew me to marketing in the first place, and it’s what continues to motivate me today.”

Dougher has been recognized for her marketing work throughout her career. She received the Effie Award for Jack in the Box’s “The Return of Mark Hamill” campaign in 2023. She has also received a Brand Innovators Women in Marketing Industry Innovation Award and was recognized as a Business Insider Brand Marketing Rising Star. Reuters named her one of its Trailblazing Women in 2025.

Jim Metevier, chief executive officer of Mountain Mike’s Pizza, said Dougher’s marketing expertise will help drive the pizza franchise’s brand positioning, traffic and sales, and foster community connections. “There’s a significant opportunity to deepen the foundation and amplify the Mountain Mike’s narrative by sharpening what makes the brand unique, bringing a truly remarkable brand story to more people and creating stronger guest connections in the communities we serve, and I am eager to help turn the opportunity into meaningful brand and business growth,” Metevier said.

About Mountain Mike’s

Founded in 1978, Mountain Mike’s Pizza has established itself as a leading family-style pizza chain with its quality food options and family-fun atmosphere. Most of the brand’s nearly 350 locations feature a kids’ activity area with arcade games, dedicated party rooms and big screen TVs.

People who have been in franchising for a while are bound to notice something you don’t see in most other industries: staying power. People enter franchising from all kinds of careers and backgrounds, but once they get a taste of it, they often stay. Franchising becomes part of their DNA. There are consultants who have been helping candidates become business owners for decades. Franchise professionals move between brands, organizations and roles without ever leaving franchising. Founders remain energized from the first franchise opening to the 100th. Franchisees open one location and quickly begin thinking about the next.

As of 2025, 19.3% of franchisees operated multiple units, and those owners controlled 58.8% of all franchised locations, according to FRANdata. In other words, many people who find success in franchising choose to invest in it again and again. Finding that opportunity, however, is not always easy. FRANdata tracks more than 4,000 franchise brands across hundreds of business categories. But with so many choices, not every concept has the qualities needed to remain relevant and grow over time. So how can prospective owners tell which opportunities are truly built to last?

The team at REP’M Group looks for several indicators that point to what they refer to as the “stickiness factor,” or the qualities that help franchise brands stay relevant and thrive over time. “The brands we work with have something real behind them,” says Cary Tober, vice president of franchise development at REP’M Group. “Strong unit economics, leadership teams that are actually invested in their franchisees and a product or service that people genuinely want.”

Prioritizing Culture

Tober says “sticky” brands are culture-driven. “The best brands create a sense of belonging for their franchisees. When franchisees feel supported, seen and set up to win, they do not just stay. They recruit. They validate. They become the reason the next franchisee says ‘yes.’” Tober believes that validation is the most important part of the franchise discovery process. “You can say all the right things in a presentation, but you cannot fake what franchisees say when no one from corporate is on the call. When candidates talk to existing owners and hear genuine enthusiasm, real numbers and honest assessments of the hard days alongside the good ones, that is culture showing up in real time.”

REP’M’s franchise development team works to establish trust early by taking a transparency-first approach with candidates. The goal is to help people understand the opportunity, the expectations and whether there is truly a good fit. “What also builds trust is our no-pressure approach,” Jen Rieck, vice president of franchise development, says. “It’s all about making the right match, not simply awarding franchise licenses. We believe the best franchise systems are built by selecting the right franchisees and supporting them every step of the way.”

REP’M Group’s vetting process is designed to help brands grow responsibly, with franchisees who understand the business and are aligned with the brand’s direction. John Taylor, vice president of franchise development for REP’M Group, says the strongest brands keep attracting interest because they have the fundamentals to back up the excitement. “They have a track record and proof of concept, unit economics that support infrastructure, category resilience, quality of leadership and, above all else, happy franchisees who validate the model.”

Support is a major piece of the stickiness puzzle. Franchisees may be drawn in by the concept, but they stay engaged when they feel supported through training, operations, marketing, problem-solving and growth. The team believes the brands that retain people long-term treat franchisees like partners. They include owners in conversations, celebrate milestones and show up when the business gets hard. That kind of culture does not happen by accident. It has to be built intentionally from the top down.

The same is true for customer appeal. Many REP’M brands operate in categories people naturally care about, from health and kids to pets, homes and personal growth. “When a candidate sees a brand and thinks, ‘I would be a customer here,’ that emotional connection is already there,” Tober says.

About REP’M Group

REP’M Group works with a diverse portfolio of franchise brands, including HealthSource, HOMEstretch, WOW Windowboxes, Musicologie, SWEAT440, The Fashion Class, Vanity Fur, ValorBuilt Fence, Alloy Personal Training, 2nd Family, Renew Medic, Vibe House Hot Pilates, GolfTRK, Medi-Weightloss, and The Lumen Room.

With expertise in brand development, marketing, franchise sales, real estate, construction and operations, the company provides comprehensive support to emerging and established franchisors. Its team helps brands attract qualified franchisees, expand into new markets and build strong foundations for sustainable, long-term growth.

Learn more about REP’M Group.

• Trian Fund Management has offered to buy the struggling Wendy’s restaurant chain for $1.4 billion. 
• Trian, co-founded by Nelson Peltz, holds a 16.3% stake in Wendy’s.
• The Flynn Group, the world’s largest franchise operator, is also teaming with Trian on the potential deal.
• If the sale goes through, the consortium would take Wendy’s private and invest in a turnaround that would take several years to complete.

A consortium led by Trian Fund Management, whose CEO is high-profile investor Nelson Peltz, on Wednesday offered to buy the struggling Wendy’s burger chain for about $1.4 billion. Wendy’s was valued at roughly $1.2 billion when the stock market closed on Tuesday. Trian would buy shares for $7.35 each in cash. 

The value of Wendy’s shares has declined by more than two-thirds over the past five years, although the price jumped almost 17% on Wednesday morning – to a little over $7 per share – after news of Peltz’s offer broke in The Wall Street Journal. 

The Flynn Group, which owns more than 300 Wendy’s locations and is generally considered to be the world’s largest franchise operator, has teamed with Trian on the Wendy’s bid. Others involved are the investment firms BlueFive Capital and Sixth Street Partners. 

Trian has owned a large number of shares in Wendy’s for many years. According to a regulatory document filed Wednesday, Trian’s stake in Wendy’s totals 16.3% of the chain, the Associated Press reported.

Trian States Its Case to Wendy’s Board

Peltz, who also is a co-founder of Trian Fund Management, has said that taking Wendy’s private would facilitate the complex turnaround the brand needs, Fox Business reported. That process will probably require several years and a major infusion of capital to accomplish. 

“Wendy’s sits at a critical juncture. The external environment has become increasingly challenging given the significant pressures on the U.S. consumer, economic uncertainty, persistent commodity inflation and intensifying competition, particularly with the QSR [quick-service restaurant] burger category,” Fox Business quoted the consortium and Peltz as saying in a letter to Wendy’s board of directors. “The business requires significant capital investment to de-lever and execute the strategic initiatives needed to turn system performance around.” Going private “will deliver the best outcome for the broader stakeholder base.”

That letter added that from the consortium’s perspective, the alternative to taking Wendy’s private is “continued exposure to market volatility while the company works to manage its balance sheet against approaching debt maturities and the significant capital investment needed for the brand, all under the short-term pressure of public markets. We believe private ownership is the better path and provides the patient, long-duration capital needed to restore the business and the franchise system to a position of strength.” 

An Analyst’s View

TD Cowen analyst Andrew Charles said an independent special committee is expected to evaluate the Trian consortium’s proposal and both parties have entered into a confidentiality arrangement. (TD Cowen is a U.S. financial services and investment banking division of TD Securities, which is owned by Toronto-Dominion Bank.) 

“In our view, a take-private makes sense as Wendy’s turnaround is likely to be prolonged given the challenged state of the lower-income consumer and soft state of the quick-service burger category,” Charles wrote Wednesday in a note to investors.

Wendy’s Tailspin

Like other fast-food brands, Wendy’s has been slammed by inflation. Lower-income consumers have been frequenting the restaurants less after they raised menu prices to cover their increasing operational expenses such as food, labor and packaging.

In response to these financial pressures, Wendy’s has shut down underperforming U.S. restaurants in order to focus on its more profitable locations. The company closed 240 restaurants in 2024 and said earlier this year that it planned to shutter up to 358 locations, AP reported. At the end of 2025, Wendy’s had 5,969 restaurants in the U.S. and 1,428 outlets in 38 additional countries, AP noted in its report.

In other recent negative news for the brand, one of Wendy’s largest U.S. franchise operators filed for bankruptcy after the chain tried to terminate its franchise agreement. That franchisee, Michigan-based Meritage Hospitality Group, has 314 Wendy’s restaurants in 15 states.

Wendy’s Then and Now

Dave Thomas launched Wendy’s in 1969, and franchising began in 1972. Wendy’s pioneered the drive-thru window in 1970 and went public in 1976. In the 1980s, as it competed with fast-food giants McDonald’s and Burger King, Wendy’s innovated with salad bars and its legendary “Where’s the beef?” marketing campaign.

During the past decade or so, competition heated up as Five Guys, In-N-Out and Mooyah took bites out of the market. Wendy’s share of U.S. burger chain sales fell from 11.5% in 2019 to 10.4% last year, according to Technomic, a market research company cited by AP.

Last spring, Wendy’s brought in a new CEO – its former Chief Operating Officer Robert Wright, who had been CEO of the Potbelly sandwich chain, The Wall Street Journal reported. Wright has told franchisees and investors that the company had sacrificed quality ingredients to cut costs, that service was inconsistent and that Wendy’s had become overly dependent on deals to drive traffic. The Journal said the missteps also let Burger King become No. 2 in U.S. burger chain sales, a spot previously held by Wendy’s.

Wendy’s, which declined to comment on the Trian offer, is scheduled to report its quarterly financial results on Nov. 5, CNBC said in its coverage. Analysts expect the company to post earnings of 9 cents per share on sales of $531 million, according to AP. 

To build a winning business culture, Squeegee Squad franchisee partners Rose Englebert and Ty Morgan invested in their employees and set high performance standards. Morgan and Englebert balanced those efforts with the expansion of their business footprint. They were drawn to Squeegee Squad — which primarily provides residential and commercial window cleaning, power washing and gutter maintenance — for its scalability along with its robust corporate system and the ability to combine their strengths in operations and finance.

In spring 2024, their business began serving Montgomery and Tuscaloosa, Ala. They soon added Huntsville, Ala. And in late 2025, Morgan and Englebert expanded into Louisville and Frankfort, Ky. That rapid expansion was matched by record-setting performance. In their first calendar year of business, Morgan and Englebert generated more than $1.2 million in gross sales, establishing a new first-year revenue record for a first-time Squeegee Squad franchise owner.

Eight people comprise their core team, but staffing increases to 14 during busy periods. “Every person matters. We are focused on building a culture centered on mutual respect, professional and personal growth, and efficiency,” Englebert says. “We want our business to be a place where employees don’t just have a job, but where they genuinely develop their skills and feel supported aspart of an extended family.”

A Winning Culture

They hire based on attitude and work ethic. Then they devote extensive time to training and familiarizing every employee with the high standards expected. “We also lay out clear paths to advancement and recognize their hard work frequently,” Englebert says. “Witnessing our technicians grow, develop, master their craft and take pride in their work is easily the most rewarding part of this entire journey.”

Morgan and Englebert run an efficient, lean operation, which happens to be a specialty among their business skills. Before becoming Squeegee Squad co-owners, they ran a consulting firm that helped other companies streamline their operations and finances. “We quickly realized that if we had the blueprint to scale other people’s businesses, we should invest that capability into a venture of our own,” Morgan says.

The consulting firm was a byproduct of their work experience. Morgan spent three years in corporate America with Aldi; Englebert is an Air Force veteran with more than 30 years experience in enlisted and officer roles that included human resources.

Their complementary skills support solid financial stewardship and operational excellence. Morgan oversees financial planning, capital allocation, risk management, budgeting, forecasting and long-term growth initiatives. He evaluates expansion opportunities and keeps the organization positioned for sustainable profitability and scalability. Englebert covers operational performance, workforce leadership, resource management, process optimization and organizational effectiveness to maintain consistency in service delivery, safety, quality and client satisfaction.

Their spouses share the workload, too. Englebert’s husband, Lance, a registered nurse and an Air Force veteran, assists with sales, marketing and project management during his off days. When Morgan’s wife, Alexis, isn’t on shift as a registered nurse, she handles back-office duties.

Building a Legacy

Morgan and Englebert say the best part of their Squeegee Squad ownership is working for themselves and building a legacy for their families while having the safety net of a 21-year franchise system.

“The corporate team at Squeegee Squad is phenomenal,” Morgan says. “They are incredibly responsive and highly efficient whenever we reach out with a question or request. Their corporate structure is designed to help franchisees win big contracts and drive revenue, which perfectly aligns with our aggressive growth goals of deep commercial and residential market penetration along with steady geographic expansion.”

Their next objective, Englebert says, is hiring dedicated sales professionals in each of their Squeegee Squad locations to capture commercial and residential contracts. Long-term, Morgan predicts they will slowly, strategically add territories. “We absolutely love this business, and we are excited to see how far we can take this opportunity,” he says.

Growing Opportunities

Demand for exterior cleaning services is on the rise, creating opportunities for franchise owners. According to Grand View Research, the U.S. exterior window cleaning segment is projected to grow 5.6% annually from 2026 to 2033. From office buildings and retail centers to restaurants and hotels, businesses rely on professional window cleaning, power washing and other exterior maintenance services to keep their properties looking their best. For Squeegee Squad franchisees like Englebert and Morgan, this ongoing need creates opportunities to build long-term customer relationships, generate repeat business and expand into new markets.

Learn more about the Squeegee Squad franchise opportunity.

JunkStart, a pay-by-weight junk removal franchise, has named Bryan Cross vice president of operations. The franchise development expert works alongside founder Daniel McCarty to help build the systems franchise owners need to succeed.

“I have experience with a mature, rapidly growing junk removal franchise at College HUNKS and then with a large, established franchise system at Lawn Doctor. JunkStart allows me to take what I have learned from both experiences and help build a franchise system from the ground up. As I got to know Daniel and learned more about his vision for the company, it became clear there was a strong alignment between what JunkStart needed and the type of work I enjoy doing.”

Cross’ work involves intentionally designing and shaping the franchisee experience, operating systems, training, coaching, technology and culture. Cross looks forward to working with the brand’s first group of franchisees because that experience will help shape the systems and support structure that can eventually serve more locations. 

“Successful franchise operations start with simplicity, consistency, accountability and strong communication. Franchisees need a clearly defined operating model, measurable KPIs and a support team that helps them execute against those standards,” he said. “Growth can’t just be measured by how many franchises you sell. The health and profitability of existing franchisees ultimately determine the strength of the brand. Listening to franchisees, using data to make decisions, continuously improving the model and creating scalable support systems all become incredibly important.”

McCarty said Cross has the experience to build an operation that matches the junk removal brand’s momentum. “He’s spent years helping franchise owners figure out what works and how to improve it. He understands what it takes to grow without losing sight of the people actually running the business,” McCarty said.

Cross lives in Tampa, Fla., with his wife and two daughters. A native of Atlanta, he roots forthe city’s sports teams and enjoys playing golf, working out and staying active.

About JunkStart

Founded in 2022, JunkStart is redefining the junk removal industry with its pay-by-weight pricing model. The San Antonio-based B2B brand replaces volume-based estimates with data-driven pricing powered by onboard scale technology.

Faith, trust, service and hard work are the qualities Dan Glaser has built into every part of FranGrowth. As founder and president of the franchise development organization, Glaser leads a team focused on helping strong franchise brands grow responsibly while connecting them with qualified, values-driven owners. FranGrowth’s mission is to change lives and bless generations through franchise entrepreneurship.

FranGrowth is also a “God First” company. Glaser and his business partner, Brandon Haire, pray before making major decisions, and faith guides how the team serves its brand partners, consultants and candidates. “I will never hold the title CEO of FranGrowth because God is our CEO. We believe that serving one another and doing more than what is expected is what makes our culture uncommon,” Glaser says.

Smarter Franchise Development

Glaser launched FranGrowth after recognizing a need for a more thoughtful approach to franchise development. He saw many franchise sales organizations focused heavily on the number of territories sold, sometimes without considering whether those locations would open or whether the franchisor had the resources to support them. “Franchise development is more than just selling franchises,” he says. “We don’t believe in selling franchises. We believe in awarding franchises to only the best candidates.”

FranGrowth uses a mutual evaluation process to help candidates fully understand an opportunity while allowing franchisors to identify people who have the right skills, motivation and values. The goal is to find franchise owners who are passionate about developing their territories and becoming champions of the brand.

The FranGrowth team works closely with founders to shape franchise systems, strengthen operations, build support teams and prepare brands for sustainable growth. FranGrowth is highly selective about the companies it represents. Glaser looks for franchisee-focused brands with proven results, strong support systems, clear values and founders who are excited to teach others how to succeed. “We turn away the ordinary to drive explosive growth for the extraordinary,” he says.

FranGrowth also creates a customized development strategy for each partner rather than relying on a standard formula. Its team considers the brand’s ideal owner, territory model and long-term growth goals when building a pipeline of qualified candidates.

For Glaser, culture is essential to that process. FranGrowth’s values include putting God first, showing respect, serving others, working hard, telling the truth and acting with honor. “When values come first, success will follow,” he says.

Q&A: Dan Glaser, FranGrowth

I am proud to lead a team that represents our values so well.

1. What’s your favorite mantra or business motto?

I believe in building long-term, mutually beneficial relationships, starting with a strong foundation of trust and transparency.

2. What do you consider your greatest career accomplishment?

I get more joy today in helping others succeed than anything else. On an almost weekly basis, I receive emails and reviews from franchise consultants raving about working with one of my franchise directors. I am proud to lead a team that represents our values so well and works hard to help everyone including our franchisors, franchisees and franchise consultants win.

3. Who do you admire most in franchising?

I am honored to have my best friend also be my business partner. To know Brandon Haire is to know one of the best people in franchising. I admire his tenacity as well as his capacity to love and lead people so well. He is a man of integrity who puts God first in every area of his life. He has been a faithful companion and to work alongside him has been one of the greatest honors of my life.

Learn more about FranGrowth.

• Limitless Franchise Growth now aids the expansion of nine partner brands.
• Collectively, LFG’s leadership team has more than 150 years in franchising.
• Founder and CEO Lance Freeman says his company carefully chooses its brand partners and aims to bring value to franchisors and franchisees alike.
• LFG prioritizes responsible franchise expansion.

Limitless Franchise Growth, whose leadership team has a combined 150 years’ experience in franchising, is now helping nine brands expand their footprints. LFG primarily assists with franchise sales, but its partner brands also receive marketing support, lead generation and strategic growth planning.  

LFG’s portfolio includes a striking range of industries: All Dogs Unleashed (dog training and boarding), FACE FOUNDRIÉ (facial bars), Hammer & Nails (men’s grooming), Infinite Hitting (youth baseball/softball instruction), JETSET Pilates (full-body fitness workouts), One You Love Homecare (nonmedical senior assistance), Pause Studio (physical and mental wellness/recovery), Project LeanNation (wellness via nutrition and meals) and True North Restoration (residential/commercial property remediation after smoke, fire, etc.).

The health of franchising overall aids LFG’s efforts on behalf of its partner brands. Franchise growth is expected to be steady this year, the International Franchise Association reported in its 2026 forecast released in February. The IFA report predicted that the number of franchise businesses in the United States would grow by 1.5%, from a total of 832,521 units to 845,000 units. A couple of brands in the LFG portfolio represent the strongest franchising sectors identified in the report: child services, such as Infinite Hitting, and commercial and residential services, such as True North Restoration.

How LFG Chooses Partners

The veteran franchising team of LFG cherry-picks its brand partners, founder and CEO Lance Freeman says. His organization evaluates considerably more than a franchise’s concept and financial performance. 

“For us it’s always been about more than the number of brands in our portfolio,” Freeman says. “We want to work with people we believe in, brands with great cultures and businesses that offer real opportunities for franchise owners. When the leadership, the culture, the brand and the business opportunity all come together, that’s when we get excited. We know the responsibility that comes with representing a brand, and we take that seriously.”

LFG prioritizes selectivity because franchise opportunities aren’t one-size-fits-all for the candidates who are looking to invest in a brand, he adds. By developing a deep understanding of its brand partners, LFG can connect franchisee candidates with opportunities that align with their goals, experience, investment capacity and vision for business ownership.

LFG Helps New and Older Brands

Emerging brands must meet several criteria before winning a place in the LFG portfolio. LFG’s leaders evaluate the brand’s leaders, the culture being built, the strength of the business opportunity and the potential for sustainable expansion.

LFG also works with more established brands — brands that already have proved their value in the marketplace and have scaled with multiple franchisees. These franchises enjoy a head start because they have determined their ideal owner profiles and have created a support structure for further growth.

Building Value for All Parties

LFG’s leaders say their objective is to build relationships that create value for everyone involved. Drilling down, LFG says that franchisors benefit by working with a team that is committed to their growth, and franchisees benefit by investing in a business they believe in and match up with – one whose purpose and structure offers a solid opportunity well suited to future franchisees’ passions and qualifications.

Bert Albertse, CEO of JETSET Pilates, is a believer in LFG’s prowess and empowerment. “What stands out most to me about LFG is their values and authentic commitment to the long-term success of both the brand and its franchise partners,” Albertse says. “Their VPs operate like a well-oiled machine, with decades of experience working together, and Emily [Brown, president of LFG], and Lance [Freeman, CEO] remain incredibly hands-on even as LFG continues to grow.”

About Limitless Franchise Growth

LFG terms itself a boutique franchise development firm that emphasizes responsible growth. Its experienced development team ensures legal compliance throughout the process of selling and awarding franchises. 

The franchise development company was founded in 2024 and is headquartered in Scottsdale, Ariz. Visit LFG’s website to learn more about its team, services and ethos.

Katin Keirstead is the new brand president of Waxing the City, a waxing franchise under the Purpose Brands umbrella. Keirstead’s franchise background includes serving in leadership positions at Planet Fitness, The Junkluggers and Stay in Your Lane. She is also an experienced esthetician who has owned her own spa. 

“This role feels like coming full circle. Waxing the City brings together the two halves of my career: my roots in esthetics and my experience scaling franchise systems through operations, training, technology and systems,” Keirstead said. “It’s a brand with a clear specialty, a passionate community of cerologists [hair removal and waxing experts] and franchisees, and a lot of room to grow. When the opportunity came to succeed Stephanie Schon as she moved into her domestic brand president role at Orangetheory Fitness [another franchise under Purpose Brands’ umbrella], it felt like the right fit at the right time.”

Keirstead looks forward to spending time in studios, listening to owners and cerologists, and finding ways to make their day-to-day lives easier. “Whether that’s better training, smarter tools or simpler systems, our guests feel it when our franchisees have what they need. Purpose Brands gives us the infrastructure of the world’s largest portfolio of fitness, health and wellness franchise brands while letting Waxing the City stay focused on its specialty. That means access to shared technology, data, marketing, real estate, procurement and franchise development expertise that a stand-alone brand would struggle to build on its own.” 

Keirstead leads her team by listening, setting clear expectations and following through. “I’m a big believer in systems: Good leaders build processes and training that let people succeed consistently, rather than relying on heroics,” she said. “Having run my own small business, I never lose sight of the fact that every decision we make at the brand level shows up in a franchisee’s day.”

Purpose Brands CEO Tom Leverton said the personnel changes, including the appointments at Orangetheory of Oded Shein as chief financial officer and Carl Loredo as global brand president, reflect the company’s commitment to innovation. “We’ve spent the last two years building a strong foundation across our franchise system, brands and teams. I’m confident their combined expertise will drive that innovation forward,” Leverton said. 

About Purpose Brands 

Purpose Brands is a leading franchisor of fitness, health and wellness franchise brands and services, including Anytime Fitness, Orangetheory Fitness, Waxing the City, The Bar Method, Healthy Contributions and Provision Security. Together, these brands operate across all seven continents with a combined 6.3 million members.

Sevasti Aboud (above with family) beams when talking about Rainbow Restoration®, which remedies fire, water, smoke and mold damage to residential and commercial properties. “I love my Rainbow franchise,” Aboud says. “I bleed Rainbow.” That enthusiasm infuses the culture of her Norfolk, Va., franchise. “Everything about my franchise has created a positive atmosphere,” she says. “Our team is phenomenal. We love growing. We have a culture of community.”

Aboud brought solid business experience to her Rainbow franchise. She had owned and run preschools while helping her husband with invoicing and accounting for their “true mom-and-pop business” doing construction and painting. The couple’s subcontracting sideline with a local restoration company prompted Aboud to earn her Institute of Inspection, Cleaning and Restoration Certification, a bonus for running her Rainbow franchise.

When she left the preschool field and wanted a career change, the restoration industry beckoned to her. “With my husband’s encouragement, I reached out to three restoration franchises. Rainbow Restoration stood out immediately because the other companies were asking for my financials, and Rainbow immediately wanted to fly me and my husband out to Texas to see if we were the right fit for the franchise before asking what money we had. While we were in Waco [the Central Texas headquarters of Rainbow Restoration’s parent, Neighborly®], we quickly knew — through the people we met and the support they gave — that they were the right fit.

“They didn’t sell something to us and then drop off the support side and just collect money. They live their code of values every day — Living RICH,” which stands for Respect, Integrity, Customer focus and Having fun in the process. “They have been a close partner of our learning and success, providing support and training the entire time we have owned Rainbow.”

Training and Support

Field training is a particular strength of the brand. The Abouds were on-site with a well-established Rainbow Restoration franchise owner to witness business function in real time. The franchisee guided them through the operation from beginning to end, with explanations of how jobs were handled, how systems worked together and how decisions were made in the field.

Aboud’s franchise launched in 2018 and benefited from the couple’s strong network in the Norfolk and Hampton Roads area, where Aboud had grown up. “I know a lot of people, and they knew my husband’s and my work ethic, community involvement and trustworthiness from the beginning of any of our business ventures. People know we thrive off doing good in people’s time of need. I keep that same work ethic since day one, no matter how difficult life gets, doing the right thing and setting high standards with our team.”

The core of Aboud’s operation combines mitigation and reconstruction. The team’s work often begins with customers stressed by the aftermath of fires and floods, and Aboud and her team quickly become their heroes. “They’re going through a disaster, and we love putting their property back together for them.”

Rainbow’s Benefits

Rainbow Restoration:

• Has built a trusted 45-year track record while growing its system of 330-plus franchises.
• Enjoys recession resilience because its services are needs, not wants.
• Leverages the relationships the franchisor developed with major insurers.
• Enhances operational efficiency with state-of-the-art technology such as online appointment scheduling.
• Is a member of the 5,500-franchise Neighborly network that provides personalized coaching as well as cross-promotion opportunities with sister brands like Molly Maid® and Mr. Rooter®.
• Offers supply-chain cost advantages through the scale of Neighborly, which posts more than $4 billion in systemwide sales. The parent home-services franchisor has negotiated discounts for goods, services and equipment.

Demand for Restoration Services

As natural disasters become more frequent and costly, the demand for restoration services continues to grow. According to Climate Central, the United States experienced 23 weather and climate disasters in 2025 that each caused at least $1 billion in damage, totaling approximately $115 billion. From hurricanes and flooding to wildfires and severe storms, these events highlight the growing need for professional restoration services. For franchise owners, brands like Rainbow Restoration offer an opportunity to build a business providing essential services while helping homeowners and businesses recover from unexpected disasters.

Learn more about the Rainbow Restoration franchise opportunity.

Franchising has helped countless people become business owners, but finding the right opportunity starts with understanding yourself. Some entrepreneurs want the flexibility to maintain their corporate careers while overseeing a business part-time. Others enjoy being hands-on, managing daily operations and working closely with customers and employees. Then there are the empire builders — growth-minded entrepreneurs who dream of owning multiple locations and building a thriving business portfolio.

The good news? There’s no one-size-fits-all approach to franchise ownership. From corporate professionals and veterans to retirees and stay-at-home parents, people from all backgrounds have found opportunities in franchising.

According to the International Franchise Association’s (IFA) 2026 Value of Franchising report, 64% of franchisees are first-time business owners and 30% say they would not own a business without franchising. The report, conducted by Oxford Economics, also states that franchised businesses generate an average of 1.4 times higher revenue than their non-franchised counterparts. The IFA predicts franchising’s economic output will exceed $921.4 billion in 2026.

So, what kind of franchise owner would you be? Are you a semi-absentee owner who values flexibility, an owner-operator who loves being in the thick of things or an empire builder with big plans for growth?

Take our quick quiz to discover your franchise personality!

What is Your Franchise Personality? Take this Quiz

1. What excites you most about franchise ownership?

• A) Enjoying a great work-life balance and running a business part-time.
• B) Being directly involved in the day-to-day work.
• C) Building a business that generates long-term returns.

2. What’s your greatest strength?

• A) Communicating, connecting and motivating others.
• B) Having a checklist of tasks to complete! 
• C) Seeing the big picture and making strategic decisions.

3. What does your ideal workday look like?

• A) Meeting with my managers to ensure everything is running smoothly.
• B) Working alongside my team and serving customers directly.
• C) Reviewing financials, setting goals and planning growth.

4. How do you face challenges when they arise?

• A) Talking to the people involved and understanding their concerns.
• B) Taking initiative and helping solve the problem myself.
• C) Evaluating the financial impact and considering my options.

5. Which business success would make you proudest?

• A) Leaving something for my family while having the flexibility to spend more time with them.
• B) Creating a business known for outstanding service and quality.
• C) Owning multiple profitable locations and building generational wealth.

6. How do you feel about sales and business development?

• A) Managing my managers is my sweet spot.
• B) Helping people find the right solution gives me meaning.
• C) Overseeing the strategy and having a team handle sales are my top goals.

7. What kind of leader are you?

• A) Encouraging and supporting.
• B) Willing to roll up my sleeves and lead by example. 
• C) Delegating tasks to build a team that can operate independently.

8. How comfortable are you with financial risk and investment decisions?

• A) Somewhat comfortable. I prefer a manageable investment with predictable costs and steady returns.
• B) Comfortable. I’m willing to take calculated risks to build a successful franchise business.
• C) Very comfortable. I’m open to larger investments and financial risks to grow a multi-unit franchise portfolio.

9. What level of involvement would you ideally want in your franchise?

• A) Managing the business about 10-20 hours per week, so I have the flexibility to pursue other opportunities and spend time with my family.
• B) Being closely involved in the daily business and working directly with my team.
• C) Overseeing performance and strategy while capable managers handle day-to-day operations.

10. If your franchise performs well, what is your next move?

• A) Keep doing what I’m doing. If it’s not broken, don’t fix it!
• B) Stay closely involved to maintain quality and service. Potentially consider expansion down the road. 
• C) Explore a second location or other ways to scale.

Quiz Answer Key
What is Your Franchise Personality? 

What is your franchise personality? Now that you’ve completed the quiz, the next step is to count the number of A’s, B’s and C’s you chose. The category with the most responses indicates your franchise personality: 

• Mostly A’s: You are the “semi-absentee owner.” You value flexibility and desire a balance between work and your personal life. You can work a corporate job while managing the business part-time. 
• Mostly B’s: Your personality fits the “owner-operator” archetype. You love the daily operations of owning a business and enjoy working alongside others to achieve your goals. 
• Mostly C’s: You have the personality of an “empire builder.” Your franchise business is part of your larger investment portfolio, and you hire experienced professionals to handle daily operations while you focus on growing the business. 

In an era of wearable health trackers, personalized nutrition and an ever-expanding self-care economy, the old saying ‘health is wealth’ has taken on new meaning. However, the meaning of wellness is changing.

Consumers are no longer waiting until something goes wrong to focus on their health. Instead, more are investing in their physical and mental well-being through preventive care and everyday wellness routines. The trend is fueling a booming industry. According to McKinsey, the global consumer wellness market is worth approximately $2 trillion, as consumers increasingly prioritize sleep, nutrition, fitness, appearance and mental health.

Social media influencers have become the unofficial ambassadors of the wellness boom. Scroll through TikTok or Instagram, and you’re bound to find someone explaining how to lower cortisol, improve gut health, try a dopamine detox or perfect a morning routine. And people are paying attention. 

According to a 2026 Pew Research Center study, 40% of U.S. adults get health and wellness information from social media influencers or podcasts. Among those consumers, 41% say wanting to make a health or lifestyle change is a major reason they seek out the content. While not every viral wellness tip is backed by science, influencers are helping turn once-niche health topics into everyday conversations and inspiring consumers to take a more active interest in their well-being.

Wellness Boom

As a result, services that once felt niche or extravagant — assisted stretching, infrared saunas, IV therapy, cryotherapy and acupuncture — are increasingly being packaged as parts of a regular wellness routine. For franchise brands, that shift presents an interesting opportunity.

Take LIVE Hydration Spa, for example. The wellness franchise centers much of its concept around intravenous (IV) therapy, which delivers fluids and nutrients directly into the bloodstream. According to the company, bypassing the digestive system allows vitamins, minerals and other nutrients administered through an IV to become immediately available for the body’s use.

The brand has also expanded beyond hydration. One offering, BioTE hormone replacement therapy, uses bioidentical hormones derived from plant sources and chemically identical to hormones produced by the human body. According to LIVE Hydration Spa, treatment is intended to address symptoms associated with hormonal imbalances, including fatigue, weight gain and mood changes.

It fits into the franchise’s broader mission of moving beyond the “one-and-done” treatment. LIVE Hydration Spa describes its purpose as providing “reliable wellness by bridging the gap in healthcare to enhance quality of life.”

Holistic Wellness

Another franchise taking a different approach to the same movement is Serasana. Meaning “to be healthy,” Serasana combines a modern spa-like environment with wellness practices that have roots stretching back centuries.

Its studios bring several complementary services under one roof, including massage, acupuncture and yoga, along with body and facial cupping and gua sha. Guests can even relax at an organic tea bar after a yoga class or treatment.

The concept also taps into growing interest in integrative health. According to its franchise website, 78% of integrative-health consumers receive services three or more times per year, while acupuncture ranks as the No. 1 health service Americans want to try.

That repeat behavior helps explain why wellness can translate particularly well to franchising. Many of these services aren’t designed as one-time purchases. Serasana offers monthly memberships incorporating massage, acupuncture, private yoga and other services, giving operators an opportunity to develop recurring relationships with customers rather than relying entirely on first-time visits.

In many ways, businesses like LIVE Hydration Spa and Serasana succeed by making wellness feel less clinical and more integrated into everyday life. Their environments are calming and approachable, helping consumers turn wellness into a routine rather than something they consider only when something feels wrong.

The wellness boom shows no signs of slowing. According to the Global Wellness Institute’s 2025 report, the global wellness economy is projected to grow 7.6% annually, reaching $9.8 trillion by 2029, up from $6.8 trillion in 2024.

For franchise operators, the opportunity is straightforward: as consumers make preventive wellness a regular part of their lives, wellness businesses can turn those new habits into lasting customer relationships — and recurring revenue.

Einstein Bros. Bagels, a subsidiary of Bagel Brands, has named Patrick Waldron chief development officer. Waldron’s professional background includes serving in real estate and development roles with Amazon, Save-A-Lot and Lidi. He now modernizes Einstein Bros. Bagels’ development processes and identifies innovative opportunities.

“I was drawn to the strength of the Einstein Bros. Bagel brand, the caliber of the leadership team and the significant whitespace for growth. The chance to bring my experience scaling development programs to a brand with multiple growth channels was especially compelling,” Waldron said. “We can grow through corporate bakeries, franchising, licensing and new formats. I’m excited to build a development engine that drives significant growth while maintaining strong site quality and unit economics.”

Waldron said he’s focusing on fundamentals, such as maintaining strong unit economics, partnering with quality franchise owners and pursuing a disciplined real estate strategy. “For Bagel Brands, the opportunity lies in pairing those fundamentals with smarter market planning, new formats and new types of partnerships.”

Additional appointments to the leadership team include Shawna Fehrman-Lee as chief people officer and Will Evans, chief financial officer. These appointments come as the bagel brand plans to open 300 bakeries over the next three years.

Jessica DePetro, chief executive officer of Einstein Bros. Bagels, praised Waldron and his colleagues as experienced leaders who will help the brand scale. “Their complementary expertise strengthens an already exceptional leadership team and gives us the depth to grow thoughtfully, invest in our teams and bring Einstein Bros. to more communities nationwide,” DePetro said. 

Waldron lives in Nashville with his wife and three children. He enjoys running and recently took up golfing.

About Einstein Bros. Bagels

Founded in 1995, Einstein Bros. Bagels has a full menu of breakfast and lunch sandwiches, handcrafted coffee, espresso, sweets and catering options. The bagel franchise has grown to more than 700 locations nationwide. Einstein Bros. Bagels is part of the Panera Brands umbrella of fast-casual restaurant franchises, along with Panera Bread and Caribou Coffee.