Not the glamorous kind. Not the “rah-rah” brand videos or slick PDF decks. I’m talking about the simple, unsexy, absolutely essential act of picking up the phone and calling existing and former franchisees.
This step is the backbone of informed decision-making. It’s where the real story lives, the operational truth behind the marketing, the context behind the numbers, and the actual lived experience of people who have already walked the road you’re thinking of stepping onto.
If you want a franchise to change your life, you need to take the process seriously enough to understand what you’re truly getting into. And that starts with validation. Because here’s the truth: If you’re not willing to make these calls, you’re not taking your future seriously.
Here is why validation matters more than almost anything:
Every franchisor will give you their narrative. The good ones are transparent, consistent, and grounded in real data. The weaker ones rely on hype, selective storytelling, and best-case scenarios. Validation is where you get to test which camp you’re dealing with.
More importantly, validation is where you get to test whether the business model fits your life, your personality, your financial realities, and your capacity for the grind. Every franchise system looks good on paper. But business doesn’t live on paper. It lives in kitchens, on job sites, in payroll runs, in vendor delays, in tough seasons, and in the day-to-day pressure of running a company with your name on the lease.
Talking to franchisees gives you a window into:
• What the ramp-up actually feels like
• How much support the franchisor truly provides
• Whether the training prepared them for real operations
• What the labor market is like
• Whether marketing works
• Whether they would do it again
• Whether they’re making money
• How long it took them to get there
• And, ultimately, whether the system is healthy or struggling
There is no substitute for this. Not lawyers, not accountants, not consultants. You must validate. This is how to approach the validation process properly:
- Call a wide range of franchisees
Once you receive the disclosure document (FDD in the U.S., disclosure document in Canada), you’ll get a full list of current and former franchisees. Both groups are critical. Do not cherry-pick. Don’t only call the top performers or the people the franchisor suggests. Call a mix—some new franchisees and some mature franchisees. Look at both high performers and struggling stores. Most importantly, look to speak with ones in markets similar to your own. Patterns are what matter, not one-off stories.
- Make the calls yourself
Validation is not a box to check or a task to outsource. You need to hear the tone, the hesitation, the enthusiasm, and the pauses between sentences. You need to listen for what’s not being said.
- Be respectful of their time
Good operators are busy. Introduce yourself, share why you’re calling, keep it focused, and be genuinely appreciative.
- Don’t lead the witness
Avoid questions that frame your desired answer. Instead, stay open, curious, and neutral. People are far more honest when they don’t feel pressured.
- Track every conversation
After each call, write notes immediately:
• What did they say?
• What did they not say?
• What was the emotional tone?
• Did they recommend the brand?
• Did they warn you about anything?
Eventually, themes will emerge, and the themes are where the truth lives.
Here are 8 questions every franchise candidate should ask
These questions are designed to get real, meaningful answers—not superficial clichés or guarded non-responses:
- “How close has your experience been to what the franchisor told you before you signed?”
This reveals honesty, transparency, and alignment between the pitch and the reality. - “How long did it take you to break even, and what influenced that timeline?”
Break-even tells you more than most financial metrics. - “If you were starting today, what would you do differently in your first 90 days?”
This gives you tactical, actionable insight. - “How would you describe the support you receive from the franchisor—day-to-day and during crises?”
Support in emergencies is often the true indicator of system health. - “Has the marketing program worked for you? What’s been effective and what hasn’t?”
Marketing is often oversold. Franchisees will tell you the truth. - “What surprised you the most after you opened?”
People reveal the real story in their surprises. - “Would you do it again?”
The most important question. Listen carefully. - “What advice would you give someone about to sign?”
The best insights come from people who have lived the experience.
The quality of your questions determines the quality of the answers you receive. When candidates ask franchisees, “How much money do you make?” they almost always get a polite but empty response. It’s too personal, too invasive, and too direct for most people to answer. A far better approach is to connect your question to the franchisor’s disclosed information:
“The franchisor tells me these are the average unit volumes and these are the projected costs associated with getting open. Has that been your experience so far?”
This is respectful, neutral, and rooted in disclosed data. It opens the door for honest conversation rather than making someone feel defensive. The goal isn’t to pry. The goal is to validate the system’s promises against lived experience.
Franchising can change your life. But it can also drain your savings, strain your relationships, and leave you stuck in a business you never should have chosen in the first place. Validation is not a chore—it’s an act of self-protection. It’s a sign that you’re serious about your future and the opportunity in front of you. People who do it well make better decisions. People who skip it often regret it.
Take the time. Ask good questions. Listen deeply.
