Benefits of Being a Woman Franchisee

Next year I’ll be heading to New York University. New city, new people, new ideas. I’ll study business in a place that moves fast and rewards confidence. But when I think about leadership, ambition, and strength, I don’t picture Wall Street or a lecture hall. I picture my mom at the kitchen table with three phones open, solving problems before most people have had coffee. I picture my sister refusing to back down from anything she sets her mind to. I picture my grandmothers, who built lives out of very little and somehow made it look steady and graceful. And I picture a long list of aunts who never asked for permission to succeed. For me, women in business isn’t some new social movement. It’s normal. It’s how I grew up. My mom is the clearest example. I’ve watched her handle pressure with a calm that doesn’t make headlines but wins long games. She balances family, work, and everything in between without announcing it to the world. She negotiates. She plans. She anticipates. She protects. She leads. What stands out most isn’t just that she works hard. It’s that she works smart. She doesn’t waste energy on noise. She focuses on outcomes. When something goes wrong, she doesn’t panic. She adjusts. She figures it out. That’s leadership. As a kid, I didn’t realize how unusual that level of strength was. I just thought, “This is what moms do.” Now that I’m older, I understand how much discipline and resilience it takes to carry that much responsibility and still show up for everyone around you. My sister represents a different kind of strength. She’s part of a generation that expects to compete and win. She doesn’t question whether she belongs in ambitious spaces. She assumes she does. Watching her grow up has been like watching confidence take shape in real time. She’s direct. She’s sharp. She doesn’t apologize for wanting more. And she doesn’t accept limits that don’t make sense. There’s something powerful about seeing that up close. It resets your expectations. When your sister approaches the world that way, you don’t grow up thinking leadership belongs to one gender. You grow up thinking leadership belongs to whoever earns it. Then there are my grandmothers. Their strength is quieter but deeper. They came from different times, different rules, fewer opportunities. They didn’t always get recognition. They didn’t always get the spotlight. But they built stability. They held families together. They made sacrifices without turning them into stories. One of them taught me that consistency beats talent. The other taught me that dignity matters even when no one is watching. They may not have had titles or corner offices, but they understood value. They understood discipline. They understood what it means to create something that lasts. In many ways, they were entrepreneurs before that word was trendy. They managed households like businesses. They budgeted with precision. They made decisions with long-term consequences in mind. They built equity in ways that didn’t always show up on paper but showed up in generations. And then there are my aunts. Each of them carved out her own path. Some built careers. Some started businesses. Some led teams. Some managed homes with the same complexity as a company. What they all share is independence. They didn’t wait to be told they were capable. They acted like they were. Growing up around that many strong women changes your baseline. You don’t see ambition in women as aggressive or unusual. You see it as practical. Necessary. Normal. That’s why the conversation about women in business sometimes feels strange to me. The idea that it’s groundbreaking still surprises me. In my world, it’s expected. The women I’ve watched don’t frame their success as rebellion. They frame it as responsibility. They work because they want to contribute. They lead because they’re capable. They build because they see opportunity. It feels natural. As I head to NYU, I know I’ll meet people who talk about gender dynamics in business, glass ceilings, representation, and leadership gaps. Those conversations matter. But my perspective will always start at home. Strength is not loud in my family. It’s steady. It’s the discipline to wake up early and finish what you started. It’s the courage to make hard decisions. It’s the confidence to sit at any table and know you belong there. It’s the humility to keep learning. The women in my life didn’t just influence me. They shaped how I define success. Success isn’t dominance. It’s impact. Success isn’t attention. It’s stability. Success isn’t proving someone wrong. It’s building something right. When I walk into my first business class next fall, I won’t be thinking about abstract role models. I’ll be thinking about my mom handling a crisis without blinking. My sister refusing to shrink. My grandmothers building legacies quietly. My aunts moving forward without hesitation. That’s my blueprint. If women in business feels like the future, it’s because in my life, it’s always been the present. And I wouldn’t want to grow up any other way. ABOUT THE AUTHOR Alex Neonakis is a high school student who loves business, history, basketball, and butter chicken. He’s passionate about entrepreneurship, exploring different cultures, and finding the best food spots with his friends.

“There are many things you can do overnight, but there is no overnight success.” – Tory Burch Across the world of small business ownership, women are stepping into leadership roles with growing confidence and success. One of the most exciting trends in entrepreneurship isn’t just that more women are becoming business owners—but that an increasing number are choosing franchising as their pathway to entrepreneurship. And these women are finding that working for themselves is more fulfilling. Of the women who currently own their own businesses, 91% feel fulfilled in their professional lives , compared to just 55% of those who don’t own their own business. And this satisfaction transfers into their personal lives, with 87% of these women reporting a sense of fulfillment in their personal lives. From flexible schedules and solid support systems to strong earnings and fulfillment, franchising is proving to be an empowering and pragmatic choice for women today. Why Franchising Appeals to Women Franchising offers a compelling blend of independence and support that uniquely resonates with many women. Unlike traditional startups—where every decision, process, and brand strategy needs to be created from scratch—franchisees buy into a tested business model with proven systems, established branding, and ongoing operational support. This means fewer unknowns and a steeper chance of stability and success right from the start. That structure is a major reason many female entrepreneurs find franchising appealing. Women often cite the desire for flexibility and balance as key motivators to start their own businesses. Franchise ownership allows them to be their own boss while still benefiting from training, marketing support, and a built-in system for success—helping them design a schedule and life that fits their personal goals rather than the other way around. Franchises typically offer comprehensive training, operational systems, and ongoing guidance from franchisors. This reduces the steep learning curve that many new entrepreneurs face when launching an independent business. For women entering entrepreneurship—especially those transitioning from corporate roles or juggling family commitments—this level of support can be a game-changer. According to recent surveys, 88% of women franchise owners report enjoying their business and feeling that franchising fits with their values, lifestyle, and goals. Many also emphasize better work-life balance and personal fulfillment once they take on franchise ownership. Franchising isn’t just about brands—it’s about networks. Franchise systems often cultivate strong communities of fellow owners. For women, this translates into mentorship opportunities, peer learning, and supportive networks that can bolster confidence and open doors for growth. Is the Number of Female Franchise Owners Actually Increasing? Yes—and the upward trend over the past decade has been significant. Recent data from multiple industry sources shows that women now own roughly 30% of all U.S. franchise businesses —up from around 20.5% just a decade ago. That might not yet reflect full parity with male ownership, but it represents strong growth in female participation in an industry historically dominated by male owners. Some trends worth noting: According to Franchise Business Review research, women own about 31% of all franchises in the U.S., and a large share of these women report high satisfaction and financial success. Growth isn’t just in ownership percentages—the number of women entering franchising is rising faster than in many other business formats, with a higher share of new franchisees being women. Women aren’t only buying single units; a growing minority own multiple locations or territories, signaling deeper investment and expansion within franchise systems. This uptick is part of a broader increase in women’s entrepreneurship overall. Even outside franchising, the number of women-owned businesses in the U.S. has soared in recent decades—a trend that naturally carries over into franchise entrepreneurship as well. Why Is Female Franchise Ownership Growing? So what’s driving this rise? Several factors converge to make franchising one of the most attractive paths for women entrepreneurs. With access to more resources, corporate experience, and business networks than in past decades, women are increasingly positioning themselves to take financial control through business ownership. Franchising’s structured model offers a clear path to profitability without shouldering the total risk of an independent startup. Many women look for careers that allow them to pursue their professional ambitions while also honoring family or personal priorities. Franchising often delivers this combination: the chance to build a business with meaning and autonomy. Certain franchise sectors—especially child services, senior care, health and fitness, and education—have naturally attracted more women owners. Some of these categories already have a gender majority among franchisees, and their popularity continues to grow. Programs aimed at supporting women entrepreneurs—such as SBA business loans, mentorship networks, and industry initiatives—have improved access to capital, knowledge, and opportunity. These supports help women overcome some of the traditional barriers to business ownership. Are Women-Owned Franchises Different? When it comes to basic business operations—such as brand standards, procedures, revenue goals, and franchisor expectations—women-owned franchises aren’t inherently different from those owned by men. Franchise systems typically apply the same success model to all owners. But there are meaningful differences in how women often approach and excel in franchise ownership. Many women bring strong communication, organizational, and relational skills that enhance team cohesion, customer experience, and employee satisfaction within their franchises—areas that often translate directly into sustained business success. Surveys and research often find that women place high value on work-life balance, employee wellbeing, and community impact—metrics that aren’t typically captured in financial data but can shape a business’s identity and culture. Female franchisees consistently rate their experiences with franchising highly, with large majorities reporting that they enjoy running their business and value the support provided by their brands. Women Empowering Women Founded by clinicians Missy Goldring and Rob Goldring, The Vital Stretch is redefining wellness through clinically rooted assisted stretching—at a time when demand for longevity and mobility has never been higher. With 64 locations across 14 states and dozens more opening soon, the brand is riding a wave of post-pandemic wellness awareness, as more people prioritize proactive health rather than reactive care. Missy and Rob launched the concept in 2018, drawing on their backgrounds as treating clinicians. While many clients first encounter stretching through injury recovery, The Vital Stretch positions assisted stretching as a comprehensive wellness service. Their method was built from real-world clinical experience—understanding movement patterns, muscular restrictions, injury prevention, and safe progressions. That foundation remains a key differentiator in a fast-growing space that Missy compares to where yoga and Pilates were 20 years ago: once questioned, now mainstream. Today, assisted stretching is increasingly viewed as an essential self-care service, particularly for those emerging from years of remote work and sedentary routines. Clients range widely in age—from desk-bound professionals to athletes and older adults—seeking improved mobility, balance, and overall vitality. The company recently introduced advanced markerless 3D motion capture technology to assess functional movement and track measurable progress, reinforcing its commitment to objective, personalized care rather than a one-size-fits-all model. As the brand evolves, it is pivoting from being solely a one-on-one stretch provider to becoming a leader in longevity and mobility. In addition to in-studio services, The Vital Stretch now offers mobility classes in both studio and community settings. A standardized teaching system ensures consistency across locations, supported by hands-on training from Missy and Rob. Notably, practitioners do not need to be physical therapists or chiropractors; many come from exercise science backgrounds, creating accessible pathways into the wellness profession. For Missy, a major point of pride is the growing presence of women in franchising and wellness leadership. She sees more women empowering one another, forming peer networks, and stepping confidently into business ownership. Given that fields like physical therapy and caregiving tend to attract women, assisted stretching feels like a natural extension of strengths rooted in nurturing and holistic care. Missy encourages aspiring female entrepreneurs to seek mentorship and align with franchise systems that reflect their values and passion. As wellness shifts toward longevity and quality of life, she believes women leaders bring a distinctive energy—one grounded in purpose, collaboration, and a genuine desire to help others thrive. A Growing Force in Franchising Women in franchising aren’t just participating—they’re shaping the future of the industry. With nearly a third of franchise ownership now in female hands, and that number rising steadily each year, franchising offers a powerful path to entrepreneurship that combines support, structure, and autonomy. Whether driven by financial goals, lifestyle balance, or the desire to build something lasting, women franchisees are proving that this business model can be both personally and professionally transformative. If you’re a woman exploring your business options, franchising might just be the opportunity that bridges your ambition with a proven roadmap for success. Seth Lederman at Frannexus can help you determine the best franchise for your goals. Reach out today! About the Author Seth Lederman, CFE, a Franchise Acquisition and Development Specialist, is a multi-faceted entrepreneur with over 30 years of experience in small business success, including ownership and sale of his business enterprises. He frequently contributes to The Franchise Journal and is on the exclusive Forbes Business Council. Contact Seth at seth@thefranchiseconsultingcompany.com .

When Rhea Shivnani and her family began planning their next move after a successful run in franchising, they weren’t searching for a single studio or a passive investment. They were looking for their next platform. Today, that platform is Pilates Addiction, one of the fastest-growing boutique fitness concepts in the country—and Shivnani is stepping in with a bold commitment: 25 territories across New Jersey and South Florida. In an industry where many franchisees start small, Shivnani is thinking big from day one. Her story reflects a growing trend in franchising: experienced operators making strategic moves into high-growth wellness concepts and building multi-unit portfolios with long-term vision. A strategic pivot from retail to wellness Shivnani and her husband have spent decades in entrepreneurship, most notably in the Pandora franchise system, where they built and exited at the right time. That experience shaped how they evaluated their next opportunity. “My husband and I have been entrepreneurs for the last 30 years of our lives and have tried to be fluid in understanding business trends,” Shivnani explains. “We started Pandora at its upswing and sold it at an opportune time when we realized it was time to exit. After COVID specifically, we started to realize that people really wanted to concentrate on their mental and physical well-being, and fitness had really started to take a priority in their lives.” As they began researching the health and wellness sector, the family reviewed multiple franchise concepts. But one stood out. “When we started looking into the health and wellness industry, we were exposed to many different franchises, but when we met with the team and saw the product they were bringing to the market, it felt like an immediate match to what we had been looking for being associated with,” she says. The decision aligns with a broader shift across franchising. Investors who once focused on traditional retail are increasingly moving into boutique fitness, recovery, and wellness brands—sectors driven by recurring memberships, strong unit economics, and rising consumer demand for preventative health. Going big from the start Rather than testing the waters with a single studio, Shivnani and her family made a large-scale commitment early.  “Correct, we felt that with both the design of the studio along with the patented Wundaformer, Pilates Addiction has the power to be a major player in the Pilates world and we knew if we didn't lock in the territories, we would quickly lose them to others that saw the same opportunity we saw,” she says. “For us, this is not just a business investment; it's a strategic career move into a huge industry that is on the rise.” Securing territory has become one of the most important strategic decisions for experienced franchise operators. In high-demand sectors like boutique fitness, prime markets can be awarded quickly, and early commitments often position operators for long-term growth and exit opportunities. Building in markets they know best Shivnani’s development footprint spans New Jersey and South Florida—two regions where her family already has deep ties. “Both these states are home for us,” she explains. “I have lived in New Jersey for 30 plus years and my sister who is also my partner has lived in South Florida for the last 35 years. All the territories we picked are in places that we are familiar with and know the communities and the dense population it entails along with the desire for good quality fitness studios.” For multi-unit operators, local knowledge can be a major advantage, helping with real estate decisions, hiring, community engagement, and early membership growth. Leading as a woman in franchising Female ownership in franchising continues to rise, and Shivnani sees both responsibility and opportunity in her role as a multi-unit operator. “I believe that women-owned businesses definitely within the two major franchises I have chosen to associate myself with has been a benefit as I can speak to them with a lot of passion and integrity,” she says. “Being a multi-unit operator comes with a lot of responsibilities, organization and focus. But it also gives me the opportunity to provide many jobs and career paths for people. I truly love seeing people strive to do better for themselves both personally and professionally.” Her perspective highlights a key element of franchising’s appeal: the ability to build businesses that create opportunity for others while scaling a personal portfolio. Scaling with family at the core Shivnani is building this portfolio with family members, a model that requires clarity, communication, and trust. “We are definitely a unique set-up but have done this before in the days of our Pandora world,” she says. “We have already identified the strengths of each family member involved and we graciously allow each one to shine in that role. We are big on daily and weekly calls to address any sticking points and to keep our goals aligned.” As the portfolio grows, the family plans to expand its internal infrastructure and bring in experienced professionals to support operations. “As we scale, we plan to build a bigger infrastructure allowing for others to bring their expertise to grow our company to new heights,” she adds. Lessons from stepping into the operator role Transitioning from franchise investor to large-scale operator brings new responsibilities—and new lessons. “As we grow, we have to realize that we need a team to grow to the heights we are looking to get to,” Shivnani says. “It's always ok to learn from someone you hire when they come with a skill set that can benefit your growth and theirs.” That mindset—building strong teams and remaining open to learning—is often what separates successful single-unit owners from multi-unit developers. Advice for women entering franchising For women considering their first franchise investment, Shivnani’s advice is direct and encouraging. “I would always say that bet on yourself and your desire to see yourself successful,” she says. “It will always feel scary at first but when you hit your milestones you will be so proud of yourself for taking those first steps toward it. You are your biggest supporter so build your dream and make it come true.” Looking ahead With 25 territories secured and the first location opening soon, Shivnani’s pace is set to accelerate quickly. “I'm going to be super busy, but good busy,” she says. “I plan to get this as big as I can. For me the sky's the limit. Currently, we have purchased 25 territories and are opening our first location in two weeks and hope to have at least six to eight open in 2026. We want to make Pilates Addiction a household name and want this to be their first choice when they think of Pilates.” As boutique fitness continues to expand nationwide, operators like Rhea Shivnani are helping shape the next generation of franchising—one defined by scale, strategic thinking, and strong leadership. Her journey reflects a broader movement of women in franchising who are not just participating in the industry, but helping lead its growth. About the Author Steve Sparks is a franchise consultant and partner at The Franchise Consulting Company, where he helps entrepreneurs and multi-unit investors identify, evaluate, and scale high-growth franchise opportunities across the U.S. Based in Prosper, Texas, he works closely with emerging brands and experienced operators to structure multi-territory deals and build long-term franchise portfolios. Contact Steve at ssparks@thefranchiseconsultingcompany.com .

Respect opens doors—that’s the quiet power Mariel Miller has embodied for 30+ years in franchising’s traditionally male-led world. A popular industry speaker and founder of The Franchise Advisor, a top franchise consulting and broker group, she has been instrumental in the launch of thousands of successful franchises and has guided hundreds of professionals toward sustainable wealth through franchise investing. Mariel’s track record of success, can be attributed to combining her confident presence, with a commitment to continually provide factual data, insights and tailored expertise to the potential franchisees and to the franchisors she supports. “Between staying up-to-date on key happenings in our industry, building my knowledge about brands and their performance and valuing the tremendous network of franchise professionals I’ve been fortunate to cultivate, ” Miller says. “I believe we have a tremendous value-proposition for anyone curious what a franchise route may look like for themselves and their families.” While many tropes for women focus on building soft conversation starters and collaboration, Mariel teaches women a measured, effective approach: first master the straightforward, results-oriented language that moves decisions forward in high-stakes conversations. Her recipe for effective and enjoyable engagements includes: Being purposeful in each encounter, providing undistracted listening, confirming and quantifying what people say they want– and, providing honest, direct feedback. She explains why this approach works. “Most people, regardless how successful they are by their own right, simply have very little knowledge about how franchising works. And, unfortunately, about 99% of candidates and the vast majority of small business owners we help have seriously misguided assumptions about franchises and about franchising their businesses. It seems obvious that the best approach is to offer education, data, factual analysis, case histories and resources to give them a fresh, bold and accurate look at what might be possible for them.” In rooms where the vast majority of decision-makers are male, she emphasizes strategic adaptation: use brevity, logic and bottom-line focus to shift attention from gender to value. This calm, deliberate style dissolves resistance and allows influence to grow from proven capability. When empathy and narrative then enter the dialogue, they land with greater impact—stories resonate, empathy fosters trust and both accelerate momentum across franchise networks where an increasing number of women are finding a way out of corporate structures with glass ceilings and wage disparity. “Professionals are busy, getting to the point,” she says, “does them a favor by stepping over the initial niceties. People don’t need to like you, as every sales training tells you. They need to respect you, though – and, providing useful data and resources up front builds the strongest rapport you can find.” The industry’s evolution reflects this kind of steady progress. According to the Annual Franchise Development Report (AFDR) and supporting studies over three decades, women owned roughly 20.5% of U.S. franchises in the early 2000s (2007 benchmarks). By 2012 the share reached 30.6%, showing nearly 50% growth in female-owned franchise businesses in just five years. Momentum continued: female ownership increased 83% from 2011 to 2017 (versus 13% for men), and over the past decade women-owned franchise businesses grew 38%, outpacing the overall sector. Today women hold approximately 30% of U.S. franchises, up nearly 5% from 2010 to 2021, with some estimates—including co-ownership—reaching 35–41% in recent years. Women often lead prospective buyer inquiries, particularly among Millennials and Gen X, drawn to franchising’s structure and reduced risk. Owner satisfaction remains consistently high: 87–88% of female franchisees report enjoying their businesses and would recommend the path to others. While funding gaps persist—women typically raise less capital but frequently achieve strong returns and enjoy work-life balance. Mariel has watched the industry evolve with fascination as efficiency and technology continues to produce replicable success. “When I was in Grad school for Organizational Change & Development in the 80’s, I interned at Pearl Vision in northern NJ. I recall visiting store after store, and I was so impressed by the operational efficiency, familiar culture, adherence to protocols, etc., as seen from the inside. It was particularly impactful because the words “business format franchising” never came up in business school, and arguably, franchising is the most successful method to scale a business ever developed!” Her expertise in organizational effectiveness led to her interest in high-performance talent development and data-driven decision making. Through The Franchise Advisor she helps small businesses and emerging franchisors streamline systems and prepare for franchising—while her consultant team helps curious professionals explore franchise investing options and compare best-fit brands— “I stay excited about results,” Miller says. That approach resonates with many men in franchising that are often key decision-makers and developers. While women tend to look to quality-of-life measures, men are more often focused on system resiliency, according to statistics compiled in franchise data reports. Mariel’s graceful and skilled approach has built impressive alliances and supports the career success for the franchise consultants she has mentored. Franchising is generating more than $674 billion annually according to business watchdogs. “This industry is such a giant part of our economy and few people look at it that way,” she reflected. “And, it continues to evolve in surprising ways. There isn't one curious individual we would have trouble impressing with a look at a number of lucrative, sustainable, well-designed and well-run franchise brands - many of which are low-investment. I’d have to say that is the most satisfying part of the work– sharing with people what great franchising looks like and helping them secure their place!” For women entering franchising as franchisees, franchisors or consultants, Mariel’s guidance is direct yet elegant: secure credibility through competence and clarity, then elevate every interaction with attention, new intel and vision. “We encourage people to dream. Whether they are considering buying a franchise or building one, they have to imagine something that doesn’t exist yet,” she explained. “Women are natural story-tellers and helping someone create their vision can be powerful— in the right moment.” Having a sense of humor also can build rapport after a good connection has been made, but she cautions you have to read people and trust your gut, and communicate in a way you will be heard. “Offer real value with no strings attached, continually provide deeper insights and add value with every conversation,” she shares. “That’s how you stand out.” About the Author Robyn Deering is a Franchise Consultant based in southwest Florida with extensive experience helping entrepreneurs identify optimal opportunities for franchise ownership, author of Corporate Refugee’s Guide to Franchising: Trade Job Insecurity for Business Ownership That Works and a proud member of The Veterans Franchise Council. Contact Robyn at robyn@thefranchiseconsultingcompany.com or https://www.linkedin.com/in/robyndeering/ .

When Ana Marroquin Brenner arrived in the United States at 19, she carried more than a suitcase—she carried determination and grit. Leaving her home country to work as an au pair in Georgia, Ana embraced long days of childcare and cultural adjustment with the quiet confidence that her journey was only beginning. What she did not yet know was that her path would ultimately lead her back to the aviation world—this time as a franchise owner in one of the most specialized niches in the industry.  While working as an au pair, Ana pursued higher education, earning her Bachelor of Arts in Business Management. That decision laid the groundwork for a career defined by discipline, strategic thinking, and resilience. After graduation, she relocated to California and began working around aviation at San Diego International Airport, focusing on labor compliance. The role demanded attention to regulatory detail, operational oversight, and collaboration across multiple airport stakeholders. It also exposed her to the intricate ecosystem that keeps aircraft—and the businesses surrounding them—running efficiently. Ana’s entrepreneurial instincts eventually led her to be a principle in an insurance public adjusting firm. The business sharpened her skills in negotiations, claims management, and operational leadership. By early 2025, after successfully helping grow the firm, she made the strategic decision to sell her ownership interest. It was both a professional milestone and a personal crossroads. As a single mother to two young daughters, ages six and eight, Ana knew her next move had to align not only with her financial ambitions but also with her role at home. “Success,” she has said, “is meaningless if I don’t have time with my girls.” She began exploring franchise ownership, recognizing that franchising offered the structure, systems, and brand support she valued—without the unpredictability of building entirely from scratch. Working with a franchise consultant, Ana was introduced to RealClean Aircraft Detailing. Knowing she once owned a small plane herself, it was a natural connection. The concept immediately resonated. The aviation industry was familiar territory, yet this opportunity placed her in a growth-oriented, service-based business with strong demand and scalable potential. Ana is also able to leverage her public adjusting background in the management of her RealClean projects. In August 2025, Ana officially acquired her franchise territory. By January 2026, RealClean Aircraft Detailing was open for business. Ana said she was particularly impressed by the leadership team at RealClean. Founders Dustin Zeitler and Luke Goucher bring years of experience, a clear vision and a irrefutable reputation in the industry. RealClean specializes in comprehensive aircraft detailing services designed to preserve both the appearance and value of private, corporate, and charter aircraft. Services include exterior washing and brightwork polishing to remove oxidation and environmental buildup; paint correction and protective coatings to extend aircraft finish life; and deep interior detailing that addresses everything from leather conditioning and carpet extraction to cockpit cleaning with aviation-safe products. The company also offers specialized services such as ceramic coating applications for long-term surface protection, de-icing residue removal, and compliance-focused cleaning protocols tailored to aviation standards. For aircraft owners and operators, these services are not cosmetic luxuries—they are critical maintenance components that protect multi-million-dollar assets, improve passenger experience, and support resale value. Ana’s background in labor compliance and aviation operations gives her a competitive advantage. She understands airport regulations, safety requirements, and vendor coordination. Her operational discipline ensures that crews are trained not only in detailing excellence but also in airfield safety and regulatory adherence. That professionalism has already positioned her franchise as a trusted service provider within her market. Franchising, Ana notes, provided the balance she sought. The established systems and brand recognition of RealClean allow her to focus on leadership, client relationships, and strategic growth rather than building processes from the ground up. Equally important, the business model offers scheduling flexibility—allowing her to attend school events, sports practices, and the everyday milestones that matter most to her daughters. Today, Ana Marroquin Brenner embodies the spirit of Women in Business: resilient, strategic, and purpose-driven. From au pair to aviation professional to franchise owner, her journey is a testament to what is possible when ambition is paired with intentional decision-making. For Ana, success is measured in two ways: the steady climb of a growing business—and the laughter of two little girls waiting for her at home. To learn more about the process to franchise ownership, visit www.franchisewithrudy.com . About the Author Rudy Frederico is a 35-year veteran of franchising and has owned 3 franchises himself, making him uniquely qualified to help others find their best-fit franchise.

For decades, the traditional corporate landscape has been built on a foundation of rigid hierarchies and a binary view of work and life. The common goal was "work-life balance," a term that implies a zero-sum game: a scale where professional ambition and personal well-being are constantly in tension. For the modern female professional, however, the target has moved. The goal is no longer a precarious balance, but a seamless Work-Life Integration. This evolution is fueling a massive shift toward franchise ownership. According to the International Franchise Association (IFA), women now own approximately 30% of all franchise units in the United States, a significant increase from just 20.5% a decade ago. This isn't just a change in job title; it is a fundamental redefinition of what professional success looks like for women in 2026. (Entrepreneur) 1. The Fulfillment Gap: Why Corporate Exit is the New Entry The most compelling evidence for this shift lies in the "fulfillment gap." Recent studies reveal a stark contrast in professional satisfaction between those in traditional roles and those who have taken the leap into ownership. Fulfillment Reality: While only about 55% of women in traditional corporate structures report feeling professionally fulfilled, a staggering 91% of female franchise owners describe themselves as fulfilled. The "Broken Rung": Many women are leaving corporate not because they lack ambition—80% sought promotions in 2025—but because of a "broken rung" in the advancement ladder. Franchising offers a path where success is determined by merit and effort rather than internal politics. A "Safety Net" for Success: For women coming from structured environments, the fear of the unknown is a major barrier. Franchising bridges this gap by providing a proven playbook and a corporate support team that functions much like the departments they left behind, but with one key difference: the owner is the ultimate decision-maker. (New York Post) 2. Redefining the Model: From "Balance" to "Integration" The concept of work-life integration allows a business to be built into a person’s life, rather than forcing a life to be lived around a work schedule. This is particularly vital for women, who often juggle a disproportionate share of domestic and community responsibilities. The Power of Autonomy In a franchise, integration means having the authority to set the rhythm. Schedule Fluidity: A female owner might lead a strategic planning session at 9:00 AM, attend a family event or personal appointment at 2:00 PM, and review financial reports at 8:00 PM. Built-in Systems: Because franchises utilize standardized operational systems, owners can delegate day-to-day tasks more effectively than independent entrepreneurs. This "entrepreneurship-lite" model allows them to focus on high-level growth while the system maintains the quality of service. Control over Culture: Women-owned franchises often excel in creating high employee satisfaction by fostering the same flexibility for their staff that they value for themselves. (Franchise Direct) 3. Economic Powerhouses: The $3.3 Trillion Impact Female-owned businesses are no longer a "niche" segment of the economy; they are a primary engine of growth. Revenue and Jobs: Women-owned firms in the U.S. now number over 14.5 million, generating $3.3 trillion in annual revenue and providing nearly 13 million W-2 jobs. Outpacing the Market: Between 2019 and 2024, the growth rate for women-owned businesses (17%) significantly outpaced that of men-owned businesses (12%). Franchise Growth Trends: Franchising specifically is projected to grow faster than the overall U.S. economy in 2026, with an expected GDP contribution of over $578 billion. (International Franchise Association) 4. The 2026 Wave: Emerging Brands and New Opportunities One of the most exciting developments is the rise of women in emerging franchise brands. While established legacy brands offer security, emerging brands offer the chance to get in at the "ground level." Top Emerging Sectors for 2025–2026: Asset-Light and Mobile Concepts: With high interest rates, "low-overhead" models under $150k are dominating. Brands like mobile med-spas allow women to start quickly with lower risk. Wellness and Self-Care: This remains a top growth category. New brands like longevity labs and specialized wellness studios are seeing high female interest. Experience-Based Retail: Brands that blend services with a community experience, such as candle-making workshops are thriving by focusing on "the experience" over just the product. Education and Child Enrichment: Long a stronghold for women, this sector is evolving with high-tech STEM brands and specialized tutoring centers. 5. Leveraging the Support Team Transitioning from a corporate environment to business ownership is made easier by the Franchise Support Team. For an initial investment and royalty fee, women gain access to: Marketing Engines: Managed brand awareness and digital lead generation that would take years to build independently. Operational Training: Comprehensive "Discovery Days" and ongoing field support to ensure the owner is never truly alone. Mentorship and Peer Networks: Organizations like the Women’s Franchise Committee of the IFA provide a network of peers who share best practices and emotional support. Conclusion The rise of women in franchising is a testament to a broader cultural shift. By choosing ownership over the corporate ladder, women are securing more than just a paycheck; they are securing autonomy, fulfillment, and economic power. As more emerging brands enter the market with a focus on community impact, the barriers to entry will continue to fall, paving the way for a more diverse and prosperous franchise landscape. About the Author Ron Filian is a trusted franchise development consultant dedicated to helping individuals and multi-unit franchise business owners navigate franchise business opportunities and expanding their portfolios.

When Laura Garratt joined me for our interview, she was sitting in her car outside her daughter’s activity, making the time between family commitments and running her business. It was, in many ways, the perfect setting to talk about her journey from corporate executive to franchise owner—because her story is about reclaiming control of time, purpose, and identity.  Laura is now nearly two and a half years into owning a Painter Bros franchise, but her path into franchising didn’t begin with a lifelong dream of entrepreneurship. It began at a crossroads. Discovering Franchising at the Right Moment Rick: Do you remember the first call from my team? Was there something that sparked your interest in franchising? Laura: Honestly, it was timing. I was at a point in my life where I was asking, Do I stay in corporate, or do I finally work for myself? The invite to explore owning a franchise came through an outreach on LinkedIn. I almost didn’t take it. At the time, I didn’t even really understand what franchising was. I thought it was food chains such as the big ones we know , McDonald’s and Dunkin’ Donuts. I had no idea there were thousands of franchise models out there. That initial conversation didn’t convince her to become a franchisee. What it did was open a door she hadn’t known existed. Once we began exploring options together, completing questionnaires, and reviewing opportunities, her perspective began to shift. Laura: What I liked was the structure. Coming from corporate, I didn’t want to jump into something completely unstructured. Franchising felt like a bridge—freedom, but with a framework. And when I saw Painter Bros, I liked that it was young, still growing, still evolving. I came from innovation and product development. I liked the idea of growing with a brand, not stepping into something that had already peaked. The Internal Conflict: Fear and Faith Laura had reached a level many professionals spend decades chasing. She was an executive. She had a master’s degree, strong compensation, respected peers, and years of experience. Yet something felt off. Laura: I wasn’t happy. I felt shackled. I was on call seven days a week. I had great teams, great people, but felt that something was missing. And I thought, If I’m going to work this hard, why not do it for myself? There was fear, of course. Laura: I was elated and terrified at the same time. My husband reminded me of our responsibilities. We had a family. Stability. But I had faith in my work ethic. I knew I could make something work. I didn’t know exactly how, but I knew I could do it. Then came the external trigger that made the decision unavoidable: a large post-COVID workforce reduction. Laura was part of a 60% layoff. Laura: That was the moment. I realized everything is temporary. Titles, jobs, security. I had interviews. I had offers. I could have gone right back into corporate. But I didn’t want to go through that again. I wanted another way. Why Painter Bros? Laura evaluated multiple franchise opportunities, including one with over 30 years of history. It was established, proven, and safe. Yet she chose the newer, faster-growing brand. Laura: It was the vision. When I went to Utah and met Zach and the team, I felt it. I liked the energy. I liked that they were still building. I wanted to grow with them, not walk into something fully built. If I’d had the money, I would have done both opportunities. But I chose the one where I could be part of the growth story. She laughs remembering crashing a training session, being handed the keys to a Painter Bros car, and thinking in the parking lot, What am I doing? At the same time, she knew she was exactly where she needed to be. Laura: I don’t regret a thing. Things come to you when they’re supposed to. I don’t think it was my time earlier. The First Three Months: Caution and Confidence I asked Laura what she knows now that she wishes she knew in September 2023. She paused. Laura: I wish I had worried less. Coming from outside the construction world, she was cautious. Her first estimates were done with a tape measure because she didn’t yet own a laser measurer. Laura: I remember thinking, You need to buy a laser and make your life easier. I was nervous. Palpitations nervous. But after about three months, something clicked. I got confident. I got out of my own way. Those first three months were my cautious era. After that, everything sped up. Today, she finds herself 30 feet up on roofs, discussing elastomeric primers with her Sherwin-Williams rep, comfortable in an industry she once knew nothing about. Laura: I was up there thinking, God, I’m on a roof right now. Just take care of me. But I was fine. I had it. That confidence just comes from doing it. Identity Beyond the Job Title One of the most profound shifts for Laura wasn’t operational—it was personal. Laura: In corporate, you start thinking your identity is your job. It’s not. Your identity is you. Being an entrepreneur lets you be self-expressed. You create your own culture instead of adopting someone else’s. She describes leaving behind corporate language, politics, and following the “protocol” and replacing it with her own way of leading and building. Laura: People think being an entrepreneur means working for yourself. It’s not. You’re creating jobs. You’re creating an ecosystem. That’s powerful. Advice to Future Entrepreneurs As we wrapped up, I asked Laura what advice she would give to someone standing where she stood three years ago. Her answer was immediate. Laura: Do your research. Make an informed decision. But don’t overthink it. There’s a reason you’re looking into this. You’re never too far into your career to make a change. Society idolizes the young, but life doesn’t stop because you’re not 20 anymore. She continued: Laura: If you’re unhappy, make a change. Not “buy a franchise because you’re unhappy,” but do something. You get one life. Why stay stuck? If owning a business is in your heart, research it, then make the leap. A Different Kind of Success Laura’s story isn’t about escaping work. In many ways, she works just as hard as she did before. The difference is ownership, purpose, and autonomy. She didn’t leave corporate because she failed there. She left because she had outgrown it. Two and a half years in, she describes herself simply: Laura: I’m an entrepreneur. And I’m happy to be one. For readers considering a similar leap, her journey offers a powerful reminder: sometimes the scariest step is also the most necessary one. About the Author Rick Morgin is a Consultant with The Franchise Consulting Company and alumnus of Santa Clara University. He assists clients with the educational process of researching and selecting available franchise businesses that best suit desired lifestyles and financial goals. Contact Rick at rick@thefranchiseconsultingcompany.com .

While much public attention in franchising continues to center on restaurants, retail, and consumer services, a quieter but highly durable segment has been expanding steadily: compliance-based essential services.  These models are less visible to consumers but deeply embedded in the operational infrastructure of business. They are driven not by trends, but by regulation, safety standards, and recurring institutional demand. Complete Mobile Drug Testing (CMDT), founded by Mikki Krecak, represents this evolution within franchising. Rather than launching a traditional storefront model, CMDT was designed as a mobile-first compliance platform serving employers that require drug testing, DNA collection, and related screening services. The model integrates on-site mobile testing with office-based operations, creating a hybrid service structure capable of supporting local employers as well as national accounts. This approach reflects a broader shift in franchise development: infrastructure-focused systems that solve operational problems for other businesses. Compliance-driven models differ from many consumer brands in fundamental ways. They are built around documentation accuracy, procedural discipline, and regulatory alignment. Revenue often originates from business clients rather than walk-in customers, and demand is frequently recurring rather than discretionary. CMDT structures defined service territories designed to support operational efficiency and client concentration. As a mobile-first model, the system emphasizes logistics coordination, compliance accuracy, and procedural consistency rather than reliance on storefront traffic. The focus is on reliability, standardized processes, and adherence to established testing protocols. This distinction matters. Infrastructure franchising requires a system designed for precision. Training protocols must be clear. Compliance requirements must be understood. Territory management must support both growth and service integrity. Women founders entering this segment are not merely participating in franchising’s growth; they are expanding its definition. Across essential service categories, female entrepreneurs have demonstrated strength in operational design, procedural clarity, and disciplined systemization — all critical elements in regulated industries. As franchising continues to mature, essential services are likely to represent a larger share of new development. Economic cycles may influence discretionary spending, but compliance requirements persist regardless of consumer sentiment. Infrastructure-based franchise models therefore offer a counterbalance to more trend-driven categories. The rise of compliance-focused concepts highlights an important evolution within franchising: the shift from storefront visibility to operational indispensability. The most durable franchise systems are often those embedded within the business ecosystem itself. As franchising continues to evolve beyond storefront visibility toward operational indispensability, women founders are increasingly shaping the next generation of infrastructure-driven brands. And increasingly, women founders are at the forefront of building them. About the Author Ozzie Grupenmager is a former franchisor and franchise executive who now serves as a consultant with The Franchise Consulting Company. With firsthand experience building and operating franchise systems, he advises founders and career-transition professionals on scalable franchise development, system design, and disciplined growth strategies.

In the early 1990s, professional waxing was not a defined industry category. It was typically a secondary salon service delivered without standardized protocols, consistent hygiene controls, or a structured customer experience.  That began to change in 1993. Entrepreneur Noemi Grupenmager identified a gap in the market: consumers were seeking higher standards, improved comfort, and a more professionalized approach to hair removal. Rather than offering waxing as an add-on service, she developed a concept centered on system design. Working with a partner, she helped create an all-natural elastic wax formulation engineered to reduce discomfort and improve precision. Yet the true innovation extended beyond product development. It was operational architecture. From inception, the model emphasized disciplined execution: pristine studio environments, exclusive use of one wax pot per customer, standardized training protocols, and a service experience designed to be consistent from the first guest of the day to the last. The objective was replicability — not variation. At a time when waxing services were fragmented across independent salons, this approach reframed it as a defined specialty category. Like many enduring categories, it began with a founder who chose discipline over hype and systems over shortcuts. Equally forward-thinking was the inclusion of both women and men as core customers, well before male grooming became widely commercialized. By defining a focused service model rather than a broad salon offering, the brand established clarity in positioning and operational identity. As demand increased, leadership faced the fundamental franchising question: could the system scale without compromising standards? In 2007, the company began franchising, becoming one of the earliest waxing-focused franchise systems in the United States. Expansion was measured rather than aggressive. Franchisee alignment, operational control, and brand protection were prioritized over rapid unit growth. While additional competitors eventually entered the category and expanded quickly, the original philosophy remained centered on disciplined growth supported by system integrity. Today, the brand continues to operate within the framework established during its early system design, maintaining a focus on operational standards, process consistency, and guest experience discipline. The broader lesson is instructive. Sustainable franchise systems are not built solely on product differentiation or marketing momentum. They are built on codified processes, operational safeguards, and the ability to protect customer experience across locations. Women entrepreneurs have played a significant role in shaping these disciplined, category-defining models. Across multiple sectors, female founders have demonstrated that long-term scalability depends not on speed of expansion but on the integrity of systems. Franchising ultimately rewards structure. Concepts that successfully transition from founder-led businesses to replicable systems do so by engineering every aspect of delivery — from environment to training to quality control. The specialty wax category did not simply grow over the past three decades. It was systematically designed. And that design is what enabled it to become a franchise model. About the Author Ozzie Grupenmager is a former franchisor and franchise executive who now serves as a consultant with The Franchise Consulting Company. With firsthand experience building and operating franchise systems, he advises founders and career-transition professionals on scalable franchise development, system design, and disciplined growth strategies.