Knowledge That Builds Confidence

When people evaluate a franchise, it’s easy to focus on the things that look good on a spreadsheet.

Margins. Recurring revenue. Labor. Overhead. Scalability. Territory.

All important.

But there’s another question I think deserves just as much attention:

What does it actually feel like to be the customer?

Because consumers don’t experience your Item 19.

They don’t care how efficient the operating model is or how impressive the franchise presentation looked.

They experience how easy it was to book an appointment. Whether someone showed up when they said they would. How they were greeted when they walked through the door. Whether the service felt personal. Whether the process was convenient. And ultimately, whether they’d choose that business again.

That’s one reason I think customer experience is becoming an increasingly important differentiator in franchising.

We’re seeing brands rethink how services are delivered, make greater use of technology and convenience, introduce new formats, personalize experiences for local markets, and look for more ways to keep customers engaged beyond a single transaction.

And I think that matters for prospective franchise owners, too.

When I owned my franchise, I learned that customers rarely remember every detail of a transaction.

They remember how your business made them feel.

Did they trust you?

Did you make their life easier?

Did they feel valued?

Would they tell a friend about you?

Those things may sound less measurable than revenue or EBITDA, but over time they can show up in some very measurable places: repeat business, referrals, reviews, retention, and brand loyalty.

So when I help someone evaluate a franchise today, I’m interested in more than whether the economics make sense.

I want to understand the customer journey.

Who is the customer?

Why do they choose this brand instead of the alternatives?

What problem does the business solve—or what experience does it create?

What makes someone come back?

And perhaps most importantly:

Would you want to be a customer yourself?

That last question can be surprisingly revealing.

A strong franchise system gives an owner a model, processes, training, tools, and a brand.

But the businesses that stand out are often the ones that remember there’s a human being on the other side of all of it.

The model may get someone through the door. The experience is what brings them back.

And in an increasingly crowded marketplace, that may be one of the most important competitive advantages a business can build.

When people ask me which franchise categories are “hot” right now, I usually hesitate before answering.

Because “hot” isn’t necessarily what I’m looking for.

Trends come and go. What interests me more are the categories being driven by lasting changes in how we live, work, spend our money, care for our families, and prioritize our time.

And in 2026, several franchise categories stand out.

According to the International Franchise Association’s 2026 Franchising Economic Outlook, U.S. franchising is expected to reach approximately 845,000 establishments and generate more than $920 billion in economic output this year.

But the more interesting story is where that growth is happening — and why.

Here are five categories I’m watching closely.

1. Home Services

This one probably won’t surprise anyone who follows me.

Home services continue to attract attention because many of these businesses provide something consumers need rather than simply want.

Homes age. HVAC systems break. Lawns grow. Pests arrive uninvited. Things need to be repaired, maintained, cleaned, improved, and replaced.

The commercial and residential services franchise sector is projected to grow output by approximately 3.2% in 2026, making it one of the fastest-growing areas in franchising.

Many concepts also offer characteristics today’s buyers find attractive: lower overhead than traditional retail, mobile or home-based operations, recurring revenue potential, and services that are difficult to replace with technology.

AI may be able to write your email.

It still can’t repair your plumbing.

2. Health, Wellness & Care

Wellness has evolved far beyond the traditional gym.

Today’s franchise landscape includes boutique fitness, recovery, mobility, preventive wellness, mental health services, home healthcare, and senior care.

Health and wellness is now the third-largest franchised industry by number of establishments, with more than 99,000 locations projected in 2026.

Part of this growth comes from younger consumers prioritizing health and experiences differently than previous generations. At the other end of the demographic spectrum, an aging population is creating sustained demand for services that help people remain healthy, active, and independent longer.

Those are not short-term trends.

They represent fundamental demographic and lifestyle changes.

3. Child Enrichment & Education

Parents have historically been willing to invest in their children — and today’s parents have more options than ever.

STEM programs. Tutoring. Sports and fitness. Music. Art. Coding. Early education. Academic enrichment.

Child services are projected to be among the fastest-growing sectors in franchising in 2026.

What makes this category particularly interesting is that many concepts provide more than childcare. They help parents give their children skills, experiences, confidence, and opportunities.

That’s an emotional purchase as much as an economic one — and when a business can combine meaningful impact with recurring demand, I pay attention.

4. Pet Services

Anyone who knows me knows I couldn’t leave this one off the list.

Pets aren’t simply pets anymore.

They’re family.

And consumers increasingly spend accordingly.

Grooming, boarding, daycare, training, wellness, veterinary-related services, specialty products, and other pet-focused businesses continue to expand as owners prioritize the health and quality of life of their animals.

It’s also a category where convenience matters enormously. Busy pet owners aren’t just buying a service; they’re often buying trust, reliability, and peace of mind.

As someone whose household currently includes two Weimaraners and two cats, I understand this consumer remarkably well.

Possibly too well.

5. Sustainable & Smarter Services

I think this category is best viewed less as one specific franchise industry and more as a movement cutting across several of them.

Consumers and businesses are increasingly paying attention to energy efficiency, water conservation, waste reduction, cleaner products, EV infrastructure, and technologies that help homes and businesses operate more efficiently.

The strongest opportunities, in my opinion, aren’t necessarily businesses selling “sustainability” as an idea.

They’re businesses where sustainability also produces a practical benefit.

Lower energy costs.

Less waste.

Greater efficiency.

Better convenience.

A service that solves a real problem while also being environmentally responsible has a much stronger value proposition than one relying on the trend alone.

So, Which Category Should You Buy?

Maybe none of them.

And that’s the point.

A growing category doesn’t automatically make a good franchise investment.

And a great franchise doesn’t automatically make it the right business for you.

I’ve met candidates who would be terrific owners in home services and miserable running a fitness studio. Others light up when we talk about businesses involving children, pets, wellness, or community.

The numbers matter.

So do the franchise economics, territory, competition, scalability, staffing model, recurring revenue, and strength of the franchisor.

But there’s another variable that doesn’t fit neatly into a spreadsheet:

You.

Your skills.

Your financial goals.

How involved you want to be.

What you’re good at.

What you absolutely do not want to spend your days doing.

And, most importantly, the life you’re trying to build.

Trends can tell us where the market is moving.

They can’t tell us where you should move.

That’s why I don’t begin conversations by asking:

“What franchise do you want to buy?”

I start somewhere very different:

“What do you want your life to look like?”

Because the goal isn’t simply to own a business.

It’s to build a business that helps you create the future you actually want.

We spend a lot of time asking people what they do.

Far less time asking them whether what they do still feels meaningful.

For many of us, a career begins pretty practically. We find something we’re good at. We build skills. We make a living. We take the next opportunity, earn the promotion, build the résumé, support our families, and keep moving forward.

And then, somewhere along the way, a different question starts creeping in:

Is this really what I want to keep doing?

Not because anything is necessarily wrong.

Sometimes it’s precisely because we’ve been successful that we finally have the freedom to ask a bigger question.

What do I actually want my life and work to be about?

I keep coming back to the idea that purpose may exist at the intersection of four things:

What the world needs. What you love. What you’re good at. What you can make a living doing.

Any one of those things by itself isn’t necessarily enough.

You can be exceptionally good at something you no longer enjoy.

You can love something that was never meant to become your livelihood.

You can make an excellent living doing work that leaves you wondering whether any of it really matters.

And you can care deeply about solving a problem in the world without knowing how to turn that passion into something sustainable.

But when those four things begin to overlap?

That’s worth paying attention to.

Purpose Doesn’t Have to Be Grand

I think sometimes we make the idea of “finding your purpose” much more intimidating than it needs to be.

Purpose doesn’t necessarily mean quitting your job, moving across the world, and dedicating your life to some enormous cause.

It can look much more ordinary—and much more personal.

It can mean creating good jobs for people in your community.

Building financial security for your family.

Solving a problem that makes someone’s life a little easier.

Creating a workplace where people are treated well.

Using decades of experience to mentor someone who’s just beginning.

Having enough control over your time to be present for the people you love.

Building something that belongs to you.

And yes, sometimes it can mean owning a business.

Not because business ownership itself is the purpose.

But because it can become the vehicle that allows someone to build a life around what matters to them.

This Is Why Business Ownership Is So Personal

I’ve talked with hundreds of people considering business ownership, and the reasons they begin exploring it are rarely just financial.

Of course money matters. A business has to make economic sense.

But underneath the numbers, there is usually something else.

Autonomy.

Legacy.

Flexibility.

Challenge.

Security.

Community.

A desire to build something.

A need to feel useful again.

Or simply the realization that they don’t want to spend the next ten or twenty years living exactly as they are today.

My job isn’t to tell someone what their purpose should be.

And it certainly isn’t to convince everyone that they should own a business.

It’s to ask enough questions to help someone understand what they’re really looking for—and then determine whether business ownership might help them get there.

Because the right opportunity shouldn’t just match your investment range or your résumé.

Ideally, it should align with who you are, what you’re good at, how you want to live, and what you want your next chapter to mean.

Maybe We Need a Better Question

Instead of asking:

“What should I do next?”

Maybe ask:

What does the world need that I care about?

What do I genuinely love doing?

What am I unusually good at?

And where is there an opportunity to build a sustainable living around those things?

You may not have an immediate answer.

That’s okay.

Sometimes finding your next chapter doesn’t begin with an answer.

Sometimes it begins with one really good conversation.

One of the most common questions I hear is:

“What’s the best franchise?”

It sounds like a reasonable question.

It’s also one I can’t answer.

Because there is no universally “best” franchise.

There are businesses with strong economics. Growing industries. Recurring revenue. Attractive margins. Excellent leadership teams. Great franchisee support.

And I can look at all of those things.

But none of them tell me whether a business is right for you.

A Great Business Can Still Be the Wrong Fit

I’ve had conversations with people who were financially qualified for an opportunity, liked the business model, and saw the potential—and still shouldn’t have bought it.

Why?

Because the role of the owner didn’t match the life they wanted.

Maybe the business required more local marketing than they were comfortable doing.

Maybe managing a large team sounded miserable.

Maybe the hours conflicted with their family priorities.

Maybe they wanted something they could eventually manage in 10–15 hours a week, but the model really required a highly engaged owner.

Or sometimes, they simply couldn’t see themselves enjoying the business.

Those things matter.

A lot.

I’m Not Just Matching People With Franchises

Before I recommend a business, I want to understand the person considering it.

What are you trying to change?

What do you want your days to look like?

How much capital are you truly comfortable investing?

How involved do you want to be?

What are you good at?

What do you absolutely not want to do?

And perhaps most importantly:

Why are you considering business ownership in the first place?

That last question often tells me more than anything on a financial statement.

Sometimes My Job Is to Slow Someone Down

There is tremendous pressure around big decisions.

Find the opportunity.

Secure the territory.

Get through due diligence.

Sign the agreement.

Go.

But I don’t believe speed is the objective.

Clarity is.

My responsibility isn’t to convince someone to buy a franchise.

It’s to help them understand what they’re evaluating well enough to make a confident decision—whether that decision is yes or no.

And when the answer is yes?

Then I’m equally comfortable helping someone recognize when they’ve done the work, answered the important questions, and are ready to move forward.

There comes a point when more research doesn’t necessarily create more certainty.

Sometimes it just creates more research.

The Right Fit Happens at the Intersection

The strongest franchise matches I see usually sit at the intersection of three things:

A sound business model. A capable owner. A life that actually works with the business.

Remove any one of those, and an opportunity that looks fantastic on paper can become a very expensive mistake.

Get all three right?

That’s when things become interesting.

So if you’re exploring franchise ownership, don’t start by asking:

“What’s the hottest franchise right now?”

Start with a better question:

“What kind of business would help me build the life I actually want?”

That’s a conversation worth having.

A few weeks ago, I had the privilege of mentoring military veterans who are exploring entrepreneurship and business ownership.

I went into those conversations hoping I could offer something useful.

I left inspired.

There is a natural connection between military service and entrepreneurship that goes far beyond leadership experience or a strong work ethic.

Veterans understand something every successful business owner eventually learns:

Mission matters.

Preparation matters.

Leadership matters.

Following a proven process matters.

In the military, you don’t succeed because you know everything.

You succeed because you’ve been trained to prepare, assess the situation, rely on your team, execute a plan, and adapt when circumstances change.

Business ownership isn’t all that different.

You Don’t Have to Know Everything

One of the biggest misconceptions I encounter among prospective business owners is the belief that they need to have all the answers before they begin.

They don’t.

In fact, some of the strongest leaders I’ve met are the first to ask questions.

They understand the difference between confidence and pretending to know something you don’t.

Great military leaders rely on training, systems, intelligence, experienced advisors, and the people around them.

Great business owners do the same.

That’s one of the reasons I believe veterans can be particularly well suited for franchise ownership.

A good franchise provides a proven system, but the system still requires someone willing to learn it, trust it, lead people, and execute consistently.

Veterans already understand the value of that discipline.

Adaptability Is a Business Skill

No business plan survives indefinitely without adjustment.

Markets change. Customers change. Employees change. Competitors change.

Successful owners don’t panic every time something doesn’t go according to plan.

They assess.

They adapt.

And they keep moving toward the objective.

Resilience isn’t about refusing to change course. It’s about staying committed to the mission while being willing to change the approach.

That’s a lesson that applies just as powerfully in business as it does in military service.

Leadership Is Still About People

Perhaps the most important similarity is this:

Leadership is ultimately about people.

You can have the best strategy, the best systems, the best technology, and the best opportunity in the market.

But at some point, you still have to inspire people to follow you.

You have to communicate expectations.

You have to build trust.

You have to make decisions when the answer isn’t obvious.

And you have to take responsibility for the outcome.

Those aren’t simply military skills.

They’re ownership skills.

Why Mentoring Matters to Me

These conversations also reminded me why mentoring has become such an important part of the work I do.

Sometimes people come to me looking for a business opportunity.

But often, they’re really standing at a crossroads.

They’re trying to determine what comes next.

My job isn’t to convince someone to buy a franchise.

It’s to ask good questions, provide perspective, help them understand their options, and give them the information they need to make a thoughtful decision.

Sometimes that journey leads to business ownership.

Sometimes it doesn’t.

Both can be successful outcomes.

Because good guidance isn’t about deciding someone’s future for them.

It’s about helping them see what’s possible—and giving them the confidence and information to choose their own next chapter.

To the veterans I’ve had the privilege of mentoring: thank you for the lessons you’ve already taught me.

And thank you for allowing me to be a small part of whatever comes next.

One person at a time.