Our world is in a constant state of flux. Over the last few years, the rate of change has accelerated

After our first 10 units, we got excited and started adding locations fast. If someone could write the cheque and seemed enthusiastic, we’d usually find a way to bring them on

I have gladly served in several leadership positions and roles since 1989. In those three phases—frontline, midlevel, and senior leadership positions – I have observed a lot and, equally, experienced a lot

Canadian franchisors eyeing the U.S. market expansion ask a seemingly simple question: how long will this take?

Want to take your professional development and franchise knowledge to the next level? Enroll in the CFE Program

You bought a system so you would not have to reinvent the wheel. So why are you spending all night trying to redesign it? Let’s talk about letting go

Choosing the right vendors isn’t just about price. It’s about alignment, expertise, and the ability to scale with your brand

There is no single “right” way to build a support team. Every franchise system requires a tailored approach based on the business model, growth plan, and the level of support your franchisees need

Every year around this time, we see the same pattern. Business owners start planning for the new year, upgrading their tools, automating more of their workflow, and now, leaning on AI to streamline whatever can be streamlined

As a multi-unit franchisee who has opened new salons and purchased both thriving and poorly performing locations, one of the most common questions I get from prospective and expanding franchisees is whether I recommend purchasing an existing location or building a brand-new one

Every December, a lot of franchisors convince themselves business activity stops. But what we have seen is the opposite

The most dangerous person in franchising is not the underfunded buyer or the bad location