Chicken Salad Chick, a fast-casual chicken salad restaurant franchise, has named Drew Travis chief financial officer. Travis’ background includes extensive experience in finance and the restaurant industry with brands including GoTo Foods (formerly Focus Brands), Bloomin’ Brands and GrubHub, as well as Discover Financial Services. 

Travis said Chicken Salad Chick fulfilled all the criteria he was seeking in the next step in his career, including a strong culture and leadership team, as well as growth potential. “Chicken Salad Chick not only checked all of those boxes but far exceeded my hopes and expectations in each of those categories,” Travis said. “After meeting CEO and President Scott Deviney and the leadership team, I instantly realized how special this brand and company is. There are so many people in this organization that have been here for a very long time, and the lack of turnover showed me how much people love working here and how passionate they are about everything that we do. 

“That passion carries from our office to our franchisees and store employees, all the way down to our customers. I knew this was the perfect opportunity for me where I could make an immediate impact. This is such an important time for the brand, and we continue to grow and expand, and generate awareness of who we are and what we do. I am excited to be a part of that journey.”

He said supporting franchisees and employees is key to Chicken Salad Chick’s growth. “At the end of the day, those are our customers, and the better we can take care of them and assist them in running their stores, the better care and service they can provide to the folks coming into their stores. It’s our responsibility to make sure we are delivering great economics to our franchisees — ensuring they can build and operate stores efficiently, that our marketing is effective, that our product is great and priced well, and that we continue to find ways to engage and grow our customer base. If we do that well, our franchisees will have every opportunity to be successful and grow with us.”

An Entrepreneurial Family

Travis gained an early appreciation for the joys and challenges of entrepreneurship from an uncle who owned and operated multiple restaurants in the Detroit metro area. “That’s also how I fell in love with the restaurant industry,” he said. “For my uncle and for many franchisees, the idea of being your own boss and controlling your own destiny is very exciting and rewarding. I love the idea that franchising gives entrepreneurs the opportunity to create an amazing life for themselves and their employees. It takes a lot of hard work and dedication, but successfully growing your own business can be incredibly rewarding in so many ways.”

Deviney said Travis has the financial and restaurant expertise and leadership skills to elevate Chicken Salad Chick to the next level. “His proven ability to guide high-growth restaurant brands will be instrumental as we continue expanding into new markets while remaining focused on what makes Chicken Salad Chick special. We look forward to the impact he will make in this role,” Deviney said.

About Chicken Salad Chick

Chicken Salad Chick serves more than a dozen original chicken salad flavors plus fresh sides, soups, sandwiches and desserts, and provides catering. The brand has grown to more than 340 restaurants across 25 states.

• Larry Battison, owner of a Honda dealership and the co-owner and co-founder of an auto dealership consulting company, plans to launch 15 Bosch Auto Service centers in Oklahoma.  
• Battison hopes to give back to Oklahomans with transparent, honest service and by creating well-paid positions at each franchise location.
• His daughter and her husband are partners in the current and upcoming Bosch franchises.
• Bosch Auto Service’s franchise support, combined with growing demand for automotive aftermarket services, creates a strong opportunity for franchise owners.

Larry Battison, a longtime auto dealer who has owned dealerships since 1983, has branched out to become a Bosch Auto Service franchisee. He saw the automotive aftermarket services industry as a lucrative opportunity for himself and for communities in his state, providing jobs to Oklahomans as well as serving customers with transparency. 

In November 2024, Battison – who also is the principal owner of Battison Honda in Oklahoma City – signed an agreement to open 15 Bosch Auto Service centers in Oklahoma by late 2030. His deal entitles him to exclusive Bosch Auto Service franchise rights throughout the Sooner State.

Why Battison Invested

Battison’s path toward the Bosch Auto Service franchise began unfolding a good while ago, when he noted the steadily growing demand for automotive aftermarket servicing. (Mordor Intelligence statistics bear that out, estimating that the market will be worth about $211 billion this year and predicting that compounded annual industry growth should be 6% to 10% from now through the early 2030s.) 

His observation about Americans’ needs for car repairs planted the seed of Battison’s potential entry into yet another offshoot of the automotive industry, and the Bosch brand entered the picture a few years later. “I read an article in Automotive News that Bosch was going to franchise auto repair centers,” he says. “I reached out to them and said I was very interested.” For Battison, the opportunity stood out because it offered a chance to build something new in Oklahoma while creating career opportunities and bringing a modern approach to auto service.

When Battison first reached out, Oklahoma wasn’t yet part of Bosch Auto Service’s initial expansion plan. But his interest opened the door to a broader conversation. Bosch evaluated the market, saw the opportunity and worked with Battison to explore what expansion in Oklahoma could look like. From there, the relationship moved forward, and Battison invited his Global Dealer Services partners, his daughter Courtney Battison-Osteen and her husband, Beau Osteen, to join him in the venture.

There are other auto services franchises, but Bosch particularly appealed to Battison. “I was most attracted to Bosch because of their fabulous reputation, technical expertise and the fact that they have been serving auto manufacturers and retailers worldwide for generations. Today’s automobiles are very complex, and Bosch is a leading expert in our industry.”

Generational Business That Gives Back

The Oklahoma expansion was underway, and Battison sees it as a rewarding endeavor. “We’re very excited about this opportunity to develop careers for people and serve the great folks of Oklahoma with quality auto repair at a fair price and complete transparency,” he says. In addition, building the Bosch Auto Service business alongside his daughter and son-in-law provides an opportunity to establish a lasting family enterprise for the next generation.

He and his partner group already have opened their first shop, a Bosch Auto Service Ambassador location in Moore, Okla. Ambassador locations offer enhanced benefits to franchisees in the form of premium branding, tools, a full training center and marketing support that extend beyond the typical Bosch Auto Service Franchise workshop. Ambassador locations can serve as a flagship location for multi-unit franchisees.

Bosch’s Plans and Perks

Bosch Auto Service is looking to expand further in the United States. CEO Uli Jaschek is looking for franchise owners who share the brand’s focus on integrity, customer service and overall excellence. They also should be adaptable and have an entrepreneurial drive and a collaborative mindset, she says. 

Jaschek says Bosch Auto Service gives franchise owners the support, technology and training needed to operate a modern repair business. The model is designed around today’s vehicles and today’s drivers, with advanced diagnostic capabilities, ongoing technical training and a premium customer experience. Bosch’s own track record is a big attraction, too: Almost 90% of domestic vehicles operating today contain parts made by the German-based parent company.  

Automotive Services Aftermarket a Plus

Beyond those advantages, Bosch franchise owners have an unprecedented opportunity because of the booming automotive aftermarket service industry. Several factors feed the demand for professional vehicle care, including:

• U.S. cars are staying on the road longer than ever, partly because new ones are so costly, with the average price nearing $50,000, according to Public Broadcasting Service News.
• Older vehicles require more maintenance – something that is a necessity, not a wish, for U.S. consumers. 
• Today’s vehicles are increasingly complex, with advanced computer systems, sensors, safety technology and evolving powertrains that require specialized training, diagnostic tools and technical expertise to service properly.

All of those circumstances position Bosch Auto Service franchisees for a bright future, Jaschek says. The shops that will lead the future of auto service are the ones that combine technical expertise with clear, transparent communication. When drivers trust both the work and the people behind it, that trust becomes the foundation for long-term growth.

To Learn More

For additional information about opportunities with this expanding franchise, visit the Bosch Auto Service website.

• Restaurant industry veterans including Steve Zahn have signed multi-unit franchise deals propelling The Big Biscuit’s expansion.
• Zahn has seven restaurants open and two more in development as The Big Biscuit franchise expands to almost 40 locations across Missouri, Arkansas, Oklahoma and Kansas.
• The brand’s operational efficiency, daytime hours, high-quality breakfast and lunch offerings, and corporate support appealed to Zahn.

Steve Zahn (above) had more than 30 years of experience as a multi-unit restaurant operator, so he recognized a strong franchise opportunity when he saw one. The Big Biscuit, founded in 2000, captured his attention. When the brand began franchising in 2019, Zahn was all in, entering a multi-unit agreement to bring the breakfast and lunch franchise to Oklahoma. He recently signed a new multi-unit franchise deal, bringing his total investment to nine restaurants across the state – seven open and two more in development.

The Big Biscuit appealed to Zahn for several reasons. “They created what I feel is operational excellence. We offer full service, but ticket times average only six minutes; the systems in place make this possible. The daytime hours also appealed to me, as well as The Big Biscuit’s high-quality breakfast product. I may be biased a little bit,” he says with a chuckle, “but I pretty much speak the truth on that.”

Zahn praised the corporate team for its support and for designing a system that’s easy to replicate and scale. “We have a great relationship with corporate. They value the franchisee and are thoughtful about who they expand with. That’s hard to find in franchising these days,” he says. “They’re big enough that we can expand regionally and nationwide, but small enough that I can call, talk to somebody and get something resolved very quickly.”

Strategic Franchise Growth

Zahn’s latest multi-unit franchise deal comes during one of the most active periods of growth in the brand’s history. The Big Biscuit’s expansion over the past six-plus months has included new restaurant openings in Kansas and Arkansas, extending its reach into new markets while deepening its presence in existing ones. The brand now approaches 40 corporate and franchise locations across its home state of Missouri, as well as Kansas, Oklahoma and Arkansas. Seasoned industry veterans, in addition to Zahn, are helping fuel growth as multi-unit franchise owners in places such as Columbia, Mo., and Rogers, Ark.

“The Big Biscuit has seen strong momentum throughout 2025 and 2026. We are driving new occasions, expanding our revenue channels, sentiment is high and our innovation is being well received,” says Marita Swift, Vice President of Growth.

“Steve’s agreement is a testament to the brand’s direction for 2027 and beyond. We are thrilled by his continued commitment to our brand and the strength of what we’ve built together in Oklahoma,” CEO Chad Offerdahl says. “As we continue to grow our footprint, excellent operators like Steve are the reason our communities welcome The Big Biscuit with open arms.”

Nostalgia Is Trending

The Big Biscuit – as its name indicates – is all about serving generous portions of All-American breakfast and lunch favorites. That focus has propelled The Big Biscuit’s expansion and resonates beyond the communities in America’s heartland, where the brand has proliferated. According to a recent Forbes article entitled, “The Secret Ingredient in Food Brand Strategy Is Nostalgia,” consumers increasingly gravitate toward comforting experiences, prompting the food and beverage industry to shift its focus “from relentless novelty to leveraging familiarity and consumer trust.”

Another article published by The Food Institute cites a Rubix Foods survey showing that 32% of participants turn to a certain restaurant specifically for comfort, while 23% flock to restaurants that feel nostalgic.

Asked for his take, multi-unit franchise owner Zahn says, “People have always loved hearty, good-quality food served efficiently in a welcoming environment. Some people might think that’s nostalgic, but I see it as a smart approach that will continue to drive The Big Biscuit’s success.”

Community Focus

“We appeal to a wide demographic,” says Vice President of Operations Scott Jayne. “The Big Biscuit is a community-centric brand. We run multiple brand-wide campaigns year-round to build awareness of our pillars of purpose: food insecurity, public education and community. Giving back in these ways is important to the teams to know they are a part of something bigger than themselves, and it resonates with guests across our footprint.”

The Big Biscuit’s community-centered focus also appealed to Zahn, whose restaurants are in Tulsa, Broken Arrow, Edmond, Owasso, Midwest City and Oklahoma City, with more development underway in Oklahoma City and Norman. “I’m in a lot of small communities, and the heart and soul of our business is the community,” he says.

Creating a welcoming environment with hometown hospitality is central to The Big Biscuit model – and for Zahn. “The guest experience starts with the restaurant, but most importantly, it’s the people that we’ve been able to attract and retain – our servers and our back-of-the-house team who just exemplify what we’re about.”

Zahn has played an active role in The Big Biscuit’s community initiatives, launching the brand’s annual “Stuff the Bus” school supply drive in Oklahoma to support local public school students and teachers. The initiative has since grown into a brand-wide campaign, now entering its fourth consecutive year across The Big Biscuit’s footprint. Zahn also participates in Pajama Jam, The Big Biscuit’s annual pajama collection benefiting children experiencing poverty, along with other initiatives focused on teacher appreciation, food insecurity and local community partnerships.

For more information about franchise opportunities with The Big Biscuit, visit the brand’s website. 

• Princeton Equity Group raised $1.3 billion in a recent round of funding; the money will enhance its capabilities to invest in multi-location businesses, including franchisors. 
• The round of funding topped Princeton Equity’s target of $875 million.
• Princeton Equity Group has invested in more than 30 franchisor and multi-location businesses during its 20-year history.

Princeton Equity Group, a private equity firm that specializes in investing in franchisors and other multi-location businesses, on Tuesday announced it had raised $1.3 billion in Fund III commitments. Fund III investing occurs after a private equity firm has scaled successfully with Fund I and Fund II rounds.

The New Jersey-based private equity firm’s Fund III was significantly oversubscribed in just two months, according to a Princeton Equity Group news release. This new round of funding more than doubled the firm’s Fund II round.

Fund III enjoyed strong support from Princeton Equity Group’s existing limited partners and also received commitments from new U.S. and international institutional investors. These new investors include pension plans, endowments, foundations, sovereign wealth funds, family offices, insurance companies and asset managers, the news release stated.

What Fund III Will Do

The Fund III investments will be used to further advance Princeton Equity Group’s strategy of taking long-term ownership stakes in high-potential multi-location companies and helping them scale. Along with an infusion of capital, Princeton Equity helps its partner companies by bringing them seasoned multi-ownership business expertise to guide growth; the private equity firm also deploys GrowthEdge, its dedicated operating resource group, and FusionPoint, a proprietary artificial intelligence-enabled technology.

During its 20-year history, Princeton Equity has taken ownership stakes in more than 30 franchisor and multi-location businesses, including Amped Fitness, Barry’s, D1 Training, Ellie Mental Health, European Wax Center, Five Star Franchising, KidStrong, Massage Envy, Pirtek, StretchZone and Strickland Brothers. Princeton Equity also has invested in the International Franchise Profressionals Group, which is the parent of FranchiseWire.com, Franchise Consultant Magazine and FranchiseBusinessReview.com. That investment relationship ended in July 2025 when IFPG became aligned with CNL Strategic Capital and Levine Leichtman Capital Partners.

Comments from Princeton Equity Group’s Partners

In the news release, Jim Waskovich, co-founder and managing partner of Princeton Equity Group, said his firm has partnered with superior, often founder-led management teams that are ambitious, capable and conscientious. “These companies combine great people, strong unit economics, recession resiliency and an ability to stand the test of time. Fund III gives us an even greater ability to support these kinds of businesses and their leaders.”

Doug Kennealey, also a Princeton Equity co-founder and managing partner, thanked the firm’s repeat and new investors who signed on for Fund III. “The fund marks a meaningful expansion of our investor base, particularly in Europe,” Kennealey said, “along with new relationships with global consultants and leading endowments. We see this support as confirmation of both our longstanding partnerships and Princeton’s differentiated position with institutional investors globally.”

More about Private Equity 

Using capital from large investors, private equity firms take ownership stakes in businesses with the goal of helping them increase in value. Once the businesses appreciate, the private equity firms sell them for a profit that is shared among the firm’s investors. 

Statista.com predicts that private equity deals will be valued at $2.32 trillion globally this year. And it’s expected to reach $2.49 trillion in 2027, according to Statista.

Visit the Princeton Equity Group website for additional information about the firm and its team.

When Keegan Mebert agreed to help run a friend’s vending business, he had no idea it was going to change his life. Mebert, then working as a warehouse manager, was intrigued enough to consider opening his own business. But before he took the leap, he prayed on it and then talked it over with his parents, who agreed to go in on the business with him.

In 2022, the family worked with Naturals2Go to start a vending business in Lowell, Mich. Today, Mebert owns and operates 40 combination vending machines and two coffee vending machines.

Naturals2Go is a leader in the unattended retail market and at the forefront of the healthy vending trend, providing snacks, treats and drinks. To date, the company has launched nearly 3,000 entrepreneurs including Mebert, and placed more than 22,000 machines across the United States.

Healthy Opportunity

The global vending machine market is estimated to expand at a compound annual growth rate of 6.6% to reach almost $50 billion by 2035, according to Vending Times. Factors contributing to the growth include increasing customer demand for variety and convenience coupled with expanding cashless payment capabilities and consumers’ increased adoption of smart vending technology, according to the trade publication, which cited a report from Market Research Future.

Beverage vending machines account for the largest share of the market, while healthy snack vending is projected to be among the fastest-growing segments as consumers seek more nutritious options and convenient retail experiences, the research firm reported.

The demand makes Mebert confident he’ll attain his five-year plan to grow his combo vending machines by another 10 to 12 and then jump headfirst into the coffee space. “There is a place for everyone in this market and I don’t see vending going anywhere for quite a while,” he says. “The sky’s the limit.”

No Fees, No Strings, No Storefront

For first-timers or seasoned entrepreneurs interested in a quick launch opportunity, Naturals2Go’s “no fees, no strings, no storefront” business model is attractive.

Owners take complete control of their vending businesses, which can be run from anywhere with no storefront or staff. Naturals2Go provides a proven system and continuous technical and business support. Owners receive world-class equipment, onboarding and high-end corporate training and then grow at their own pace. The model is low-time commitment and highly scalable.

Naturals2Go flagship machines are the smartest entry point to the vending business. Operators then grow with smart coolers, coffee machines and other vending options.

The Family that Works Together

Working in a family business has risks and rewards. “You don’t always get to walk away from a conversation or have a manager take care of things when you’re working with family,” Mebert notes. What has helped is clearly defined roles and lots of communication.

Mebert’s father, who has a full-time job as a software manager, restocks machines at night, his mother is in charge of finance, accounting and product ordering, and his sister works part-time restocking. Mebert runs the analytics and the day-to-day refilling and machine maintenance. “We realized that we all have areas that we can care for best and honestly. They sorted themselves out over time,” he says.

On a typical day, after looking through customer requests, Mebert will visit seven to eight locations, fixing, cleaning and restocking machines while interacting with customers. Once home — his restocking center is in his family’s garage — he talks with his partners/parents to make sure the business is ready for the next day.

Built-In Flexibility

Mebert says the Naturals2Go model offered another benefit: a healthy work-life balance. The flexibility allows his mother to work while still caring full time for his three younger brothers who were adopted with various special needs. The vending business also provides a part-time job for his sister, who is preparing for cosmetology school.

“I get to see them every day and it continues to put a smile on my face even as I think about it,” he says.

Learn more about Naturals2Go.

Slim Chickens, a fast-casual restaurant concept, has named Maureen DiStefano director of franchise development. She has 20 years of franchise development, operations and business development experience with brands including Potbelly Sandwich Works, Dunkin’ Brands, Starbucks, GNC, Magnolia Bakery International, Inspire Brands and Checkers and Rally’s.

“My experience has taught me how important it is to understand both the franchisee and guest experience as a brand grows,” DiStefano said. “Slim Chickens has the runway to really make a splash in markets that have not yet experienced the brand. The friendly feeling you get when you walk into a restaurant is, of course, not unique to hospitality, but we seem to have a natural way of making guests feel welcome. Pair that with delicious food and a strong brand, and I think we have something really special.

“People always drive me to a brand, and this is such a committed and smart team. The opportunity to work with my great colleague Shakon Turner, vice president of domestic franchise growth, again was a huge win for me. The brand looks sharp, serves delicious food and has so much room to grow. I knew it was an opportunity I wanted to be part of.”

DiStefano utilizes her experience developing restaurant concepts across a variety of formats to help accelerate Slim Chickens’ expansion through traditional, Fly-Thru and non-traditional locations. “We want what is best for our franchisees and the entire system we support, and I’m mindful that we are stewards of other people’s investments. We have a responsibility to be thoughtful about who we bring into the system, how we support them and the opportunities we pursue together.”

Matt Green, chief development officer for Slim Chickens, said DiStefano is a key addition to the leadership team because she believes in the brand’s culture and desires to help build something meaningful. “Maureen has spent her career building those kinds of relationships. She understands what franchisees need, she leads with authenticity, and she’s exactly the type of person we want representing the Slim Chickens brand as we continue growing,” Green said. 

About Slim Chickens

Founded in Fayetteville, Ark., in 2003, Slim Chickens serves hand-breaded tenders, wings, sandwiches, wraps, salads, chicken and waffles and jar desserts with Southern hospitality. The fast-casual brand is currently operating in 32 U.S. states and the U.K., Ireland, Germany, Turkey and the Philippines. 

After decades of corporate work, Fred Arthur wanted to do something more meaningful. His search led him to 1-800 WATER DAMAGE, a restoration franchise that provides essential services after plumbing failures, storms or fires. “I grew tired of working for someone else and didn’t feel like I was making a difference in the world,” he says. “In the restoration field, we get to be the heroes and save the day. We make a difference in people’s lives when they are going through horrible experiences.”

He and his wife, Lisa, opened their 1-800 WATER DAMAGE franchise 16 years ago in Brighton, Mich. As the business expanded, his son, Josh, was observing closely, even while he was working as a builder’s risk underwriter for Chubb Insurance. Although Josh found that job rewarding, he sought a different kind of professional fulfillment, just as his father had years earlier.

“Through regular conversations with my parents, I had a front-row seat to the growth of their business and the impact they were having on clients and employees,” he says. “I was drawn to the idea of being closer to the people we serve and seeing firsthand the difference we could make in their lives.”

Ongoing Demand for Disaster Services

1-800 WATER DAMAGE, part of the BELFOR Franchise Group family of 15 service brands, provides restoration services to residential and commercial properties, including water extraction, structural drying, fire and smoke cleanup, and mold remediation. The company’s business model is built on meeting the consistent need for assistance in dealing with the aftermath of disasters. “We also do asbestos abatement and we are a general contractor and put everything back together with our rebuild services,” says Fred.

With aging infrastructure across the country and frequent natural disasters, the demand for professional restoration services is projected to remain strong for the foreseeable future. The U.S. disaster services market size is valued at $18.62 billion and forecast to expand at a 4.57% compound annual growth rate to $23.28 billion by 2031, according to Mordor Intelligence.

“Routine losses from plumbing failures, appliance leaks and localized flooding provide a steady base of assignments even when catastrophe activity is lower,” Mordor reported. “Larger weather events then create periods of intense demand that test available crews, equipment and insurer networks. Insurers increasingly favor providers that can respond at all hours, document work digitally and meet certification requirements, which gives established platforms an advantage.”

Shared Values and Vision

After deciding to join the family business, Josh now is a part owner and handles the day-to-day operations of the restoration franchise. He runs the business’s teams and manages customer concerns and adjuster issues, while Fred manages special projects and significant referral relationships, and markets for the business half of the time.

“What excites me most is the opportunity to help people navigate challenging situations and provide solutions when they need them most,” Josh says. “There’s an immediate, tangible impact in what we do, and it’s incredibly rewarding to be part of both our clients’ journeys and our team’s growth and development. That combination of service, purpose and entrepreneurship made the decision an easy one.”

The Arthurs’ shared values and vision for the business keep the father-son work relationship healthy, Fred says, although he jokingly credits the benefits of a bottle of wine. “In all seriousness, what makes our partnership work is that we think very similarly at our core,” he says. “At the same time, we bring different perspectives to the table, which leads to plenty of spirited discussions.”

Balancing Family and Business

One major challenge the Arthurs have experienced in running the business together has been their years of personal history, with all their good and bad experiences. But building something meaningful together has been one of the greatest rewards of the partnership, they say.

“In a family business, there’s a lifetime of context behind every conversation. We’ve had to be intentional about separating family dynamics from business decisions and focusing on the merits of the discussion itself. At the same time, that history is also one of our greatest strengths. There’s a level of trust, honesty and shared commitment that can’t be manufactured. Like any family business, it’s a continuous process of balancing those dynamics, but we’ve found that open communication and mutual respect go a long way,” Josh says.

“Looking ahead, our goal is to continue growing the business while staying true to the qualities that got us here: exceptional service, strong relationships and a great culture,” he says. “For us, success isn’t just about getting bigger — it’s about continuing to grow while maintaining the quality, responsiveness and culture that have been the foundation of the business for decades.”

Learn more about 1-800 WATER DAMAGE.

Zach and Katie Vavak’s (above with their children) skills dovetail perfectly for running their Grand Welcome franchise at Lake of the Ozarks in Missouri. “I am a dreamer, thinker, idealist and sales professional,” Zach says. “Katie is an organizer, back-office ninja and scheduling savant” for the franchise, which manages short-term rental properties. “We complement each other well, and there is no other person I would prefer to do this with.”

As they’ve built the business, Zach has been bowled over by “watching my wife grow as a professional and watching my girls look up to their mom because of how hard she works at home and in the office. I know it sounds cliché, but honestly it’s the most rewarding thing I’ve ever experienced as a father and husband.”

Franchise ownership meant drastic career changes for the Vavaks. Zach left a Fortune 300 company where he had managed sales and operational excellence teams; Katie worked in human resources. “Both of us had great experiences with our previous employers, but we really wanted to do something for ourselves,” he explains. “We wanted to live life on our own terms, but our former jobs got in the way of that.”

They zeroed in on the Grand Welcome hospitality brand because they enjoy serving others and love the Lake of the Ozarks. “We knew it would be our home one day. It’s the best community on the planet. You won’t find more passionate people than those who live here full time. The population changes drastically in the summer, and in the winter, you would think it’s a ghost town some days. We love bringing our love of the lake and this community to thousands of visitors every year.”

The Vavaks hope that in building their franchise, they in turn will help other area businesses grow. “We want to promote and lift up those around us. What better way to do that than through all the referrals we generate through this business? Our legacy will be helping others create their own legacy.”

Operating their Grand Welcome franchise, which launched in August 2023, has brought fulfillment — along with some stress. “It’s been scary, exhausting and labor-intensive during the short summers and long winters,” Zach says. “But it’s also exciting, humbling and extremely rewarding when you start to hit your stride.”

Running the Business

Job one for Grand Welcome franchisees is problem-solving for homeowners and guests, “but each day can be wildly different depending on the season,” Zach says. He takes on a big-picture role for the business and concentrates on helping homeowners achieve their goals. Katie tends to the nitty-gritty operational details, making it a priority to ensure their team members (14 to 18 people during peak season, eight to 10 in the offseason) are properly equipped for daily assignments.

“Katie has excelled at keeping order in the chaos I often create. We lean on each other’s strengths, which helps us run faster,” he says. And if they disagree about a business decision? The couple anticipated those situations, deciding early on that Zach would have the final say.

To preserve marital harmony, the Vavaks avoid finger-pointing. “I can’t blame my business partner for mistakes, and learning to forgive yourself keeps both of us moving forward,” Zach says. “Also, because it’s our personal money on the line every day, learning fast has been key to surviving. We put our life savings into making this successful, so our motivation to figure it out together is high. At night, we often have to slow down, hit reset and remember the business we run together is different from the marriage we have together.”

A Growing Vacation Rental Market

The Vavaks are building their business in a market with plenty of room to grow. The U.S. short-term vacation rental market was valued at about $72 billion in 2025 and is projected to reach more than $125 billion by 2033, according to Grand View Research. The firm points to growing domestic travel, easier online booking and travelers’ interest in private, unique places to stay as key reasons behind the growth.

Travel habits are helping, too. The U.S. Travel Association expects domestic leisure travel spending to reach about $909 billion in 2026 and says travelers are increasingly looking at shorter, more affordable trips closer to home. That can be good news for drive-to vacation destinations such as Lake of the Ozarks, where families and groups can enjoy the space and flexibility of a rental home while spending money at local restaurants, shops and attractions.

Learn more about the Grand Welcome franchise opportunity.

Another Broken Egg Cafe, a Florida-based breakfast franchise, has promoted Chris Eby from director of franchise sales to vice president of development. Eby is responsible for leading the brand’s national franchise development strategy, draws on 30-plus years of business experience, including 18 years in franchising at Get & Go Express, Firehouse Subs and National Franchise Resales. Since joining Another Broken Egg in 2021, he has redesigned the brand’s lead generation and pipeline architecture, built a data-driven tracking system and personally guided franchise candidates through the entire discovery process. 

“Another Broken Egg Cafe’s business model and great food are hard to ignore. I need to genuinely believe in the brands I represent, and the quality, uniqueness and generous portions at Another Broken Egg Cafe checked every box for me,” Eby said. “Like any brand, we’ve evolved in our marketing, development strategy and even leadership. However, the core of what makes Another Broken Egg Cafe special — a distinctive menu paired with true Southern hospitality — hasn’t changed in 30 years, and it’s not going to.”

Eby said he’s focused on making the brand’s processes more efficient. “This involves identifying cost savings and sharpening how we attract the best possible candidates to fuel the brand’s growth. We want franchisees who fit a daytime-only model that’s already proven at more than 100 locations across 17 states. Our daytime-only, single-shift model eliminates dinner and late-night staffing, which supports a better work-life balance for our owners and their teams while keeping day-to-day operations simple.”

Eby said the camaraderie and shared sense of purpose he’s experienced in franchising have been the most rewarding aspect of his work. “Whether it’s the relationships I build with candidates over months of getting to know them, or the people I’ve worked alongside throughout my career, there’s a shared drive in this business,” he said. “Everyone is working to achieve success in an entrepreneurial environment, and that energy is contagious.”

Jorge Salvat, president and CEO of Another Broken Egg Cafe, said Eby’s promotion reflects the strength of his leadership. “As we look ahead, our growth strategy is about finding the right franchisee partners for the right markets and giving them the support to succeed. Chris is the perfect leader to carry that forward,” Salvat said.

About Another Broken Egg Cafe

Founded in 1996, Another Broken Egg Cafe’s menu features Southern-inspired flavors and handcrafted cocktails and mocktails. The brand has expanded to more than 100 locations in 17 states, with almost 100 more in development.

Rosati’s Pizza is a true family-business success story. Since Ferdinand Rosati arrived from Italy in the 1880s, five generations have carried his vision from a single Chicago pizzeria to a national franchise.

“The Rosati story is the quintessential American Dream, rooted in hard work, passion and a love for great food,” says Loredana Gianino, director of marketing for Rosati’s Pizza Enterprises, Inc.

In 1964, Brothers Ron and Dick Rosati opened the first Rosati’s Pizza shop in Mount Prospect, Ill. After 10 Rosati family members had opened their own locations, Anthony and David Rosati led the next generation from family-owned stores to franchising. Known for its signature pies made from cherished secret family recipes, Rosati’s Pizza today can be found in 18 states with more than 120 open locations and more on the way.

“It is an incredibly exciting time to be part of the Rosati’s family,” says Gianino. “We are currently on a fantastic growth trajectory, on track to open 12 to 15 new locations this year alone.”

A Seat at the Table

With new markets opening across the country, Rosati’s is actively looking for passionate, community-minded franchise partners eager to bring Chicago-style pizza to their hometowns.

“When a franchisee joins us, they aren’t just opening a business; they are entering a supportive, multi-generational network fully invested in their growth and success,” Gianino explains, noting that many multi-unit owners have been with Rosati’s for decades. The brand’s reputation for quality, its deep roots in community and a devoted customer base carries an immense amount of brand equity. People know and trust the Rosati name, which gives franchise partners a powerful competitive advantage from day one. From there, a proven model sets them up for quick success.

New owners are fully supported every step of the way — from site selection to onboarding to the opening-day celebration — by a seasoned leadership team and members of the Rosati family. A franchise advisory council keeps partners in the loop on market trends and corporate touchpoints.

Timely investments in infrastructure and technology are helping franchisees as well, including a new mobile app and an integrated rewards program that makes ordering easier than ever.

“Rosati’s offers entrepreneurs the best of both worlds: a proven, highly profitable business model backed by five generations of hands-on experience, paired with the heart and soul of a business that remains family-owned and operated to this day,” Gianino says.

What’s Their Secret Sauce?

Rosati’s Pizza built its reputation on quality ingredients and treating customers like family.

“People can taste authenticity,” says Gianino. “Because of our family roots we refuse to cut corners on our ingredients.” That means fresh — never frozen — dough made from winter wheat. The tomato sauce is a secret family recipe made with Roma tomatoes sourced from the Napa Valley; the mozzarella comes from Wisconsin. And the sausage? That’s another secret multi-generational recipe.

“When a family recipe is passed down through five generations, it carries a level of care and pride that you simply can’t manufacture in a corporate test kitchen,” she says. “While much of the industry has prioritized speed over soul through cheaper, pre-cooked ingredients and automated processes, we refuse to compromise.”

Ensuring Future Success

One of the benefits of being a family business, says Gianino, is that Rosati’s can focus on long-term generational success rather than just short-term quarterly results, which helps ensure the health of the brand and the steady profitability of its franchise partners.

“I want our future franchise owners to know that Rosati’s is a brand where they can build a lasting legacy of their own, backed by a corporate family that is fully invested in their future.”

The Power of Family Business

Rosati’s five-generation story shows just how strong family businesses can be. According to the U.S. Small Business Administration, 27.3% of U.S. businesses were family-owned in 2021, employing 42.3 million people. Nearly 58% had been in business for more than 10 years.

Part of that staying power comes from knowing what to hold on to and what to change. Rosati’s has kept its family recipes and traditions while growing into a national franchise. For franchise owners, it offers the chance to join a long-standing family brand while building a legacy of their own.

Learn more about the Rosati’s Pizza franchise opportunity.

Aspiring entrepreneurs often have an idealistic view of restaurant ownership, imagining packed tables, rave reviews and the satisfaction of serving food people love.    

Then reality hits. There’s expensive equipment to purchase and maintain, staff to pay and costly leases and buildouts. However, there is a way to have the best of both worlds: “right-sizing,” or prioritizing efficiency over footprint size. 

A growing number of food and beverage concepts are thinking smaller. Kiosks, food trucks, takeout-focused restaurants, beverage shops and compact fast-casual concepts can give franchise owners the fun and customer connection of the food business without the overhead costs of a traditional restaurant.

For aspiring owners who would rather spend more time focusing on efficiency than managing a massive restaurant, a small-footprint franchise model could be the right choice.

Small-Footprint Franchise Models

Beverage Franchises

Benefit: From morning coffee and afternoon smoothies to energy drinks, teas and other grab-and-go beverages, drink runs have become part of the daily routine for many busy consumers. Brands can meet this demand with a kiosk or drive-through-only location to save on overhead costs. Smaller footprint models also make it easier for entrepreneurs to open multiple locations in a shorter time frame. 

Top Beverage Franchises: Coffee franchises like Ziggi’s Coffee, Dutch Bros Coffee, The Human Bean and 7 Brew offer drive-thru-only options that provide entrepreneurs with an exciting opportunity to meet the growing demand for contactless service.

Coffee is only part of the small-footprint beverage story. Smoothie and boba tea concepts can also lend themselves to compact footprints. For example, Smoothie King can be found at the DFW Airport, and Gong cha stores are typically less than 1,000 square feet and only require two employees per shift.  

Dessert Franchises

Benefit: With a small-footprint or mobile dessert franchise, entrepreneurs can set up shop at nontraditional locations, such as stadiums, airports, malls and more.

Top Dessert Franchises: Kilwins, a family-owned premium chocolate and ice cream franchise, recently introduced a small-footprint model. To complement its full-line stores, Kilwins Select features a smaller footprint, simplified build-out and curated product assortment, giving franchise owners the flexibility to expand into high-traffic retail environments and develop multiple locations.

Another example of a dessert franchise with a small footprint is Dippin’ Dots. Many of its locations can be found as a co‑branded kiosk or small stores located in entertainment and retail venues. Other nontraditional locations include amusements, stadiums, zoos, aquariums, museums and more. 

Fast-Casual Franchises

Benefit: With a compact fast-casual franchise, entrepreneurs can save on buildout costs and simplify their menus. 

Top Fast-Casual Franchises: Jersey Mike’s targets locations ranging from approximately 1,200 to 1,800 square feet, with new builds generally targeted at 1,200–1,400 square feet. 

Starting out small worked well for Chiddy’s CheeseSteaks, which became wildly popular since 2014 when it began as a food truck. Now the sandwich brand offers opportunities in retail locations and also operates kiosks at sports venues including Citi Field (above), the New York Mets’ home stadium. 

SoBol is another brand making the most of a compact footprint. Specializing in acai bowls, smoothies and superfood offerings, SoBol typically operates in just 700 to 900 square feet.

Takeout-Focused Restaurants

Benefit: Small-footprint concepts can make the most of high-traffic locations, especially in busy urban areas where space comes at a premium. Many also lean heavily on takeout and delivery, creating additional revenue without the need for a large dining room.

Top Takeout-Focused Franchises: Döner Haus, a popular German-style döner kebab franchise, has found a natural fit in urban markets. Its compact, flexible footprint lets franchisees leverage heavy foot traffic from students, professionals and tourists. The brand’s streamlined model focuses on takeout and delivery, meaning there is no need for indoor seating. This allows franchise owners to take advantage of spaces as small as 700 square feet with floor plans that might not be ideal for other uses.

Other concepts that do well with this small-footprint franchise model include pizza brands, wing concepts and other businesses that focus on deliverable foods, like burgers and sub sandwiches. 

One brand taking a particularly creative approach is Smalls Sliders. Its roughly 800-square-foot restaurants, affectionately called “Cans,” pair a tiny footprint with an equally streamlined menu centered on cheeseburger sliders.

Buffalo Wild Wings has put its own spin on the smaller-is-better model with BWW GO. The takeout and delivery business serves the same wings and sauces the brand is known for, in a format designed for speed, convenience and a much smaller footprint.

• No one person sees every part of a franchise system, so leaders need input from across the organization.
• Distributed sensemaking helps franchisors understand how decisions affect franchisees, employees and customers.
• Better decisions come from combining systemwide data with insights from field leaders, operators and frontline teams.

Every franchise leader has seen this happen. An initiative makes complete sense at head office, but field leaders can already see where it might break down. Franchisees are worried about cost. Frontline teams know it will add three awkward steps during the rush. Customers simply experience slower service and wonder what happened.

The interesting part is that none of them is necessarily wrong. They are just seeing different parts of the same system.

While developing a framework for my doctoral work, I kept coming back to one question: Who does the sensemaking in a franchise organization? The word sounds academic, but the idea is simple. When something changes and the answer isn’t obvious, who figures out what is really going on?

The usual answer is the leaders at the top. They have the strategy, the systemwide data, and the authority to decide. But franchising is not a traditional hierarchy. Knowledge, experience, authority and risk sit in different places, and the people holding them don’t see the business from the same position.

The franchisor sees brand strategy, capital and systemwide standards. Field leaders see patterns across locations. Franchisees and general managers understand their local market, their people, and their daily operating reality. Frontline teams see what actually happens when a decision reaches the guest. Customers know whether the brand promise feels true.

No single actor sees the whole picture.

Distributed Sensemaking

That is the thinking behind a framework I call distributed sensemaking. It does not mean everyone gets a vote on every decision. It means the right knowledge has somewhere to go before a decision made in one part of the system becomes a problem in another.

Take a technology rollout. Head office may see better data, greater consistency and long-term growth. A field leader may know half the system isn’t ready. A franchisee may be calculating the labor and training costs. The employee using it may immediately see that it slows down service. The customer only knows the experience got worse.

From one perspective, the decision can be completely logical. Viewed across the system, it may be technically right but operationally wrong.

Franchise organizations are already very good at distributing execution. We document standards, build training, measure performance, and create routines we can repeat across hundreds of locations. What we are less deliberate about is how insight moves back through the system.

We ask for feedback after the decision has been made. We hear concern and call it resistance. We rely on reports that tell us what happened last month, while overlooking the people who can see what is beginning to happen now.

This is why distributed sensemaking is more than listening. Listening is asking people what they think. Sensemaking is working out what their different views are telling us.

A franchisee pushing back may be protecting their own interests, or they may be giving an early warning that the unit economics do not work. A frontline complaint may be negativity, or it may expose friction in the guest experience that no one saw during planning. A field leader’s hesitation may reflect a pattern that no single operator could possibly see.

The Franchise Leader’s Job

The leader’s job is not to treat every opinion as equally right. It is to make sure no single view, including their own, is not mistaken for the whole truth.

In practice, that can be fairly simple. Before a major decision, ask what each part of the system can see that the others cannot. During a rollout, look for signals that challenge the plan, not only the ones that confirm it. Afterward, tell people what you heard, what changed, and why.

That final step matters. When people keep offering useful information but never see any evidence that it was considered, they stop offering it. The system becomes quieter just as leadership needs it to become more honest.

None of this means leading by consensus. Franchise leaders still have to make decisions, and some choices must remain centralized to protect the brand and the system’s economics. Asking for insight is not the same as giving away authority.

But having the authority to decide doesn’t mean you are the only person capable of seeing what the decision will do.

As a franchise system grows, this gets harder. Scale creates distance. More reports, more layers and fewer opportunities for senior leaders to see day-to-day reality for themselves. By the time information reaches the top, it has often been cleaned up, simplified and stripped of the uncertainty that made it worth paying attention to.

Franchise advisory councils, field visits, pilot markets, operator forums and customer feedback can all shorten that distance. But only if they are used to understand what is happening, not to announce decisions or gather support for a conclusion already reached.

The test is straightforward. When something unexpected happens, can the system quickly identify who is seeing which part of the problem? Can those perspectives reach the people making the decision? And can leaders make sense of the tension between them without turning every disagreement into a battle between head office and the field?

Franchising has always been exceptionally good at distributing execution. The next opportunity may be learning how to distribute interpretation too.

Because when no one sees the whole system, leadership is not about pretending someone does. It is about helping the system see more of itself.

• Franchise Expo Cincinnati will welcome some 1,500 potential franchise owners on Oct. 23 and 24.
• The exhibition presents a way for attendees to meet leaders of franchises as well as to learn more about the business model and individual brands. 
• Franchise Expo Cincinnati will host several workshops and other educational presentations.

Future franchise owners and exhibitors may register now for Franchise Expo Cincinnati on Oct. 23 and 24 at the city’s First Financial Center, which is located downtown. This is the only Midwestern franchise show to be held this year by MFV Expositions and Comexposium. 

Martin Joksimovic, president of MFV Expositions, said Ohio and the Midwest show major potential for franchise growth. “We’ve had our eye on this region for some time now,” said Joksimovic, citing its affordability and market opportunities as particular advantages. “Franchise Expo Cincinnati is the perfect opportunity to establish face-to-face connections and network with some of the biggest brand names in franchising.”

Franchise professionals encourage aspiring business owners to attend trade shows as a way to meet company leaders and to gather information about brands, trends in franchising and more. Franchisors benefit, too, because they can meet motivated entrepreneurs who want to learn more about the franchise business model as well as specific brands, according to Entrepreneur magazine.

Sessions and Stops at Expo

MFV expects more than 1,500 people to attend. They will be able to network with 80-plus exhibitors, attend more than a dozen workshops and seminars, and hear the latest franchising news from keynote speakers. The schedule includes the following learning opportunities:

• “A to Zs of Buying a Franchise,” hosted by John Hayes, the Titus Chair for Franchise Leadership at Palm Beach Atlantic University in Florida.
• “Franchising Your Business” session for entrepreneurs who want to grow their businesses via the franchise business model. 
• The Emerging Brands Pavilion, where attendees can get the lowdown on new and emerging franchise brands that have fewer than 10 total locations in operation.
• The Business Resource Center, a place to meet leading vendors and suppliers that support franchises.
• Franchise Expo Unplugged and Social Geek Radio, which share on-site podcast interviews and breaking news from the Franchise Expo Cincinnati itself.

Exhibitors and Registration Links

Some of the brands that have already signed on as exhibitors are BIGGBY Coffee, CiCis Pizza, Gold’s Gym, HomeVestors, Dream Vacations, McDonald’s, Lightbridge Academy, Little Caesars Pizza, Rosati’s Pizza and The Coffee Bean & Tea Leaf. An MFV news release also identifies two affordable new franchises that are exhibiting: Industrious, a gym/fitness brand, and The Fruit Stand, a fast-casual restaurant concept with a menu of customized fruit bowls, smoothies and oatmeal dishes. 

Online registration is available for both attendees and exhibitors. To find additional information about the expo, including options for travel and lodging, please visit www.franchiseexpocincinnati.com. 

About MFV and Comexposium

Based in Glen Rock, N.J., MFV Expositions has hosted franchise events in the United States and abroad for 35 years. Cincinnati represents MFV’s fourth U.S. show in 2026. Its final show of the year will be Franchise Expo West, scheduled for Nov. 13-14 in Glendale, Ariz.

Every year, MFV’s parent company, Comexposium, hosts more than 135 business-to-business and business-to-consumer events in 30-plus countries. Brands that exhibit at MFV and Comexposium expositions represent a wide range of economic sectors such as real estate, food, health, security, retail and tourism. Comexposium is headquartered in France.

Brent Korb is the new chief financial officer for Neighborly, a leading franchisor of home services brands. He has extensive executive financial leadership experience across private equity-backed and publicly traded companies, including American Bath Group and Quanex Building Products.

“After a 25-plus-year career in building products manufacturing, I was energized by the opportunity to join Neighborly and contribute to the growth of its brands,” Korb said. “Franchising presents significant potential for expansion and value creation, particularly when supported by an organization with the scale, talent and reputation of Neighborly. It is clear that the company had built something special, supported by a team committed to helping franchise owners succeed.”

His leadership philosophy centers on providing clear guidance and maintaining a long-term perspective. “I believe I can bring a steady, collaborative voice to the team, helping drive strong performance across our franchise network while supporting the continued success of Neighborly.”

Neighborly CEO Mike Davis praised Korb’s proven track record of helping companies achieve disciplined growth. “His experience leading through transformation, acquisitions and public company environments will be a tremendous asset as we continue to strengthen our business and support our franchise owners,” Davis said. “As we accelerate several key growth initiatives, including connecting our 26 million household customer database through marketing automation and expanding cross-brand customer engagement, Brent’s financial leadership will help ensure we scale these opportunities effectively while continuing to create value for franchise owners.”

Korb holds an MBA from the University of Houston and a bachelor’s degree in accounting from the University of Texas at Austin. “I was drawn to the versatility of the accounting profession and the opportunity to apply my skills across virtually any industry,” he said. 

About Neighborly  

Originally founded as Dwyer Group in Waco, Texas, in 1981, Neighborly has grown to 28 home services brands and more than 5,500 franchise locations across North America and Europe. These brands include Aire Serv, Dryer Vent Wizard, Five Star Painting, Glass Doctor, HouseMaster, Junk King, Lawn Pride, Molly Maid, Precision Garage Door Service, ProTect Painters, Rainbow Restoration, Real Property Management, ShelfGenie, The Grounds Guys and Window Genie.   

Zach Beutler is a doer. He has been a multi-unit franchisee, a franchise executive, a franchisor of multiple brands and an industry vendor. Over the course of his career, he has awarded more than 3,000 franchise locations and worked on nearly every side of franchising.

His life outside of franchising is just as impressive. Beutler has been in the cattle business for nearly eight years and lives on a sprawling ranch in Nebraska with more than 200 cows, several mini donkeys, pigs, dogs and cats — along with his wife and two young children (below).

Now, his latest venture, Jungle Driving School, brings his experience, energy and passion for community together. Beutler believes the brand is unlike anything else in franchising. “We teach teens how to drive in a fun and engaging way. It helps keep them safer, along with their passengers and their communities,” he says.

Most states have very low minimum driving requirements. The Jungle Way teaching method — developed and refined by founder and trainer Fred Westdale — is built around positive reinforcement, instructor expertise, hands-on coaching and real-world driving practice on local routes. “It’s a comprehensive program that saves lives.”

The need for stronger teen driver education is significant. According to the Centers for Disease Control and Prevention, drivers ages 16 to 19 have a fatal crash rate nearly three times as high as drivers 20 and older per mile driven.

Driving School Franchise

Beutler first learned about Jungle Driving School when a former colleague told him about the 20-year-old business. He visited Westdale and his school in Grand Rapids, Mich., and was blown away. “I was picked up in a hand-painted Jungle car. The branding was head-turning and the teaching method was unique and thorough,” Beutler says.

Jungle Driving School uses a fun, animal-themed curriculum to teach serious safety lessons in a way students remember. For example, a hyena represents road rage. A crocodile shows how quickly dangerous situations can pull drivers into trouble. “The lessons are designed to stick with teens long after class ends.”

Beutler immediately recognized how Jungle Driving School could become a strong franchise opportunity. “There’s high demand, fragmented competition and a recession-resistant service that communities need.” He also saw a business with fewer moving parts than many service brands. “I can’t believe I never thought of this myself,” he jokes.

He acquired Jungle Driving School in November 2024 and began franchise development in July 2025 after making key improvements, including refreshed branding, added technology and new tools to help franchisees launch and grow.

One of those tools is a local marketing platform built to help franchise owners connect with the communities they serve. The platform includes more than 100 ideas, from sponsoring youth sports teams to partnering with schools, families and community groups. Owners and managers can use it to find outreach opportunities, track their efforts and get involved locally in meaningful ways.

With more than 80-plus locations awarded across the country in the first year of franchising, Beutler is excited about Jungle Driving School’s national growth. “We’ve re-engineered the brand from top to bottom, built out the right tech and systems, and are now ready to grow with franchisees who care about making a real impact in their communities.”

Q&A: Zach Beutler, Jungle Driving School

1. What is your favorite mantra or business model?

My favorite motto is by Mark Twain, ‘Good decisions come from experience and experience comes from making bad decisions.’ After owning and running multiple franchise brands, I know that experience is the greatest teacher.

2. What do you consider your greatest career accomplishment?

My greatest career accomplishment has been getting to a place where I could work efficiently and still prioritize family. I believe business owners should follow the 5W’s.

• What you want.
• When you want to do it.
• With whom you want.
• Where you want.
• Why do you want to do it? Who cares, it is what you want to do!

3. Why do you love franchising?

Franchising is a small community and feels like home. It’s a people business where everyone is willing to help each other — even competitors.

4. What do you look for in Jungle School franchise partners?

Great franchisees have these qualities in common:

• They work with a sense of urgency.
• They have a get-it-done mentality.
• They know how to move the needle and are not afraid to get their hands dirty.
• They want to be loud and proud about keeping kids safe behind the wheel.
• They know how to build relationships.

Learn more about the Jungle Driving School franchise.

• The Musicologie franchise has just sold its 100^th franchise. The core values of the music instruction brand are inclusion and play.
• Founders Joseph and Kay Barker started Musicologie in 2014 as a way to supplement their income when their band wasn’t touring. Music education became their dominant passion.
• Musicologie helps franchisees with a wide range of support, including teacher recruitment and site selection.
• The U.S. market for private music lessons was about $725 million in 2024, and demand continues to grow.

Musicologie, a 12-year-old membership-based music education brand, has just sold its 100^th franchise license. The Musicologie franchise reached this milestone only a little over two years after closing its first franchise deal. 

The enrichment franchise provides lessons in voice, piano, guitar, bass, drums, ukulele, violin and any other instrument imaginable. Instruction is provided in one-on-one and group sessions, including rock band performance classes and summer camps. Musicologie studios also hold events such as open mics, concerts and workshops. (For franchisees, these varied activities represent multiple revenue streams.) Studios welcome students of all abilities and all ages, even babies and toddlers, with its Musicologie Junior program.

Co-founder Kay Barker writes on the brand’s franchising website that Musicologie opened with one central idea: “Everyone is a musician.” She goes on to say that music “is good for your mind, your body and your soul at every age. It’s part of what makes us human.” 

Musicologie’s Founding Story 

The enrichment brand was launched by Kay and her husband, Joseph Barker, in 2014. That was when they started teaching music during the breaks between tour dates of Bella Ruse, their folk and pop music band. 

What began as the couple’s sideline, a way to supplement their income when they weren’t performing on the road, evolved into their dominant passion. Kay says the Barkers’ goal was always to make music in some way, and they eventually realized that teaching was their true calling. 

The Barkers built Musicologie around a core philosophy that music instruction should always revolve around inclusion and play. That philosophy governs every one of the brand’s studios through The Musicologie Method®, a proprietary process that the Barkers devised. The Musicologie Method embraces the brand’s overriding mission of developing inclusive communities of music explorers and empowering teachers to build rewarding, long-term careers by means of its membership model combined with strong franchisee support.

Wide Range of Franchisee Support

Musicologie franchisees enjoy a full suite of preopening to ongoing support, including:

• Studio site selection assistance from the Barkers and Build’M, the real estate and construction management arm of the REP’M Group. REP’M Group is a full-service franchise development firm with four service areas: Brand’M, handling brand development and marketing; Grow’M, which does sales; Scale’M, which nurtures franchise operations and growth; and the aforementioned Build’M.
• Help with lease negotiation, another perk available through Build’M.
• Assistance with recruiting, onboarding and training teachers. 
• Manuals and playbooks.
• Prelaunch training at franchise headquarters in Columbus, Ohio, and in the field.
• Ongoing guidance and training.

A Milestone and More

The comprehensive support has helped the Barkers rapidly expand their brand. “Reaching 100 licenses is a full-circle moment for us,” Kay says. “We began in a one-car garage because we believed every neighborhood deserved a place like Musicologie. Today we are able to build on that with 100 other people who share that belief. And we’re just getting started.”

Joseph chimes in with the postscript that “every one of our 100 licenses represents a franchise owner who chose Musicologie after evaluating the brand… That kind of conviction validates everything we’ve built — the method, the model, the community.” 

More about the Musicologie Franchise

The Barkers’ brand has already taught more than 10,000 students. That total is expected to grow as Musicologie franchises launch across 19 states and counting. 

The music instruction franchise provides services that respond to strong demand within the United States, according to IBISWorld, a market data and research firm. The nation’s market for private music instruction was valued at $725 million in 2024 and has been growing steadily, IBISWorld reports. 

For additional information about opportunities with this family-owned brand, please visit Musicologie’s franchising website.