One Umbrella, Many Brands: Multi-unit Franchisees Link their Fortunes to Multi-Brand Platform Companies

Just as multi-unit franchisees grow by acquiring new locations and territories, franchisors can grow by acquiring new brands. The result has been the rise of platform companies, franchisors that bring multiple concepts under a single umbrella.

For operators, this structure can open opportunities. Sister brands share lessons. Loyalty programs or mobile apps developed in one concept can be translated to another brand. National recognition makes financing easier, and franchisor-run conferences and regional meetings create pipelines for acquisitions and partnerships. And who can forget shared buying power?

“Think about putting Taco Bell and Pizza Hut together,” says Sam Chand, a multi-unit operator of both brands owned by Yum! Brands. “They get such leverage when buying products. Napkins and straws don’t change because you’re selling tacos or chicken. That helps you. Buying in bulk definitely helps you.”

The benefits aren’t just financial. Multi-brand operators deepen their connection to the franchisor itself. It’s a two-way street because franchisors also benefit. Having reliable franchisees across several brands can strengthen the system as a whole. Anna Hines, who operates multiple franchises under Purpose Brands, says she appreciates the easy back and forth that has developed over the years.

“We just have a really good relationship with corporate,” she says, “and they trust how we operate and know how we represent the brands.”

But there are challenges. Operating systems don’t always align, training staff across different businesses can be demanding, and brand priorities sometimes compete for attention.

As franchisees scale their businesses and franchisors acquire new brands, it’s inevitable that some multi-unit franchisees and platform companies tie their fortunes and grow together.

Operations matter

Chand never planned on becoming a multi-brand franchise operator. It started almost by accident. In New York City, he opened a Taco Bell Express inside his deli, a location so small it had no seating. Customers complained about the lack of tables, but the sales told a different story. The unit was doing such strong volume that it caught Yum! Brands’ attention.

“They were like, ‘Wow, why is this guy doing so good?’” Chand recalls.

Impressed by his results, Yum! Brands came back with a bigger opportunity. “They recommended me to the sister brand, which is KFC, and they sold me a whole bunch of stores,” he says.

That leap from one compact Taco Bell to a portfolio of KFC restaurants set Chand on the path to becoming a major multi-brand operator. From those beginnings, Chand now operates 34 KFC, three Taco Bell, and 27 Checkers & Rally’s locations across New York, Michigan, and Connecticut. What started as an experiment in a deli has grown into a multi-state enterprise backed by some of the biggest names in franchising.

The size and strength of Yum! Brands give Chand access to advantages that independent operators could never match. One of the biggest is buying power. Shared purchasing across thousands of units drives down costs on essentials and big-ticket items alike. Chand points out that when brands like Taco Bell and Pizza Hut buy together, their scale creates leverage.

“There’s a good buying power when you have that kind of scale,” he says. “You get a lot better at vendor sourcing and buying the equipment for the store.”

Financing is another plus. Banks are more willing to lend when they see tier-one brands like KFC and Taco Bell on the application.

“If this is a tier-one brand, which obviously KFC and Taco Bell are, banks are like, ‘Yes, we’ll do business with them.’ Then the second part comes: your operating model,” says Chand, adding that a strong brand name matters, but lenders also want to see disciplined management and proven success.

Franchising with different brands under the same platform company encourages shared learning. Chand points to Taco Bell’s loyalty program as an example: When it proved effective, the idea quickly crossed over to KFC. Vendor contracts and third-party delivery deals benefit from the same scale, creating ripple effects that strengthen each brand in the system.

But operating multiple brands has its challenges. Each has its own systems, remodel schedules, and operational quirks, which can make training a challenge. Managers need to be cross-trained to run both Taco Bell and KFC units, and that raises labor costs.

“That could be a challenge for the manager where we would pay them a little bit extra to have that training for both brands,” Chand says.

For all the advantages of being part of Yum! Brands’ platform, including the buying power, financing, and shared innovations, Chand says success ultimately comes down to execution.

“Operating model always matters, regardless of which brand it is,” he says. It’s the same idea that helped turn a tiny Taco Bell Express with no seating into a standout success: Brands open doors, and talented operators keep them open.

Building trust

Hines spent 15 years on Wall Street and watched clients take big risks when making trades. The pace and pressure sharpened her instincts, but it also pushed her to imagine a different kind of career.

“I figured if I can work this hard for somebody else, what could I do for myself?” she says.

That question eventually led her into franchising and into a lasting partnership with Purpose Brands. Today, Hines operates three brands under the platform company: Waxing the City, Basecamp Fitness, and Anytime Fitness. Together with her husband, Bobby, she has built a portfolio designed for growth and flexibility.

Waxing the City was her entry point. “There was only one major player in the game, which was European Wax Center. I felt like this seemed like a great concept, and I had been getting waxed for many years,” she says, “so I knew the need for it.”

At the time, Purpose Brands didn’t exist yet, but the acquisition of Waxing the City into the Anytime Fitness orbit set the stage for her future. She was franchisee number nine, and over a decade later, she has grown to three locations, soon to be four, with a goal of ten within five years.

That early connection with the franchisor proved invaluable. When Basecamp Fitness began franchising, the team at Purpose Brands knew that Hines and her husband had strong skills as operators.

“They personally reached out to Bobby and me,” Hines recalls. “They said, ‘We’re acquiring a new brand. We think you guys would be fantastic for it. We want to make you the biggest franchisees for this brand in Florida.’”

Just like that, the ties between franchisee and platform company deepened. Hines now has two Basecamp locations open with 18 more in development in Florida.

Working under the umbrella of a platform company brings unique advantages. Name recognition has been a big plus. According to Hines, Anytime Fitness’ reputation provides credibility and eases negotiations with banks and landlords.

“As soon as you name-drop, they’re like, ‘Oh, wow, Anytime Fitness—that’s the biggest gym franchise in the world. That is the number one player. There are locations on all seven continents,’” she says.

At the same time, there are some drawbacks. Even though there’s one platform company, its brands may use different systems and vendors. “When you love how something is operating with one brand, you’re like, ‘Why are they not doing it with the other brand?’” she says.

For Hines, the good far outweighs the bad. She and her husband are trusted to try out new initiatives. “Whenever there’s a cool pilot program and we want to be a part, they think of us first,” she says.

That trust can be scary at times. Expanding Basecamp Fitness into Florida is a big deal that she, her husband, and Purpose Brands take seriously. Basecamp was a new franchise and didn’t have an FDD when discussions began.

“Those are all new build-outs, not acquisitions. So that’s a little different,” she says. “The goal is to get these two to where they need to be, and then we start cranking out the other 18.”

Rather than work hard for her clients on Wall Street, Hines works hard for herself, her family, and her clients. The relationship with Purpose Brands has a direct effect on her business’ bottom line. Because of that, she cautions patience when considering working with a platform company

“Research the brands, know them, talk to other owners,” she says, “and really have passion for the brands you’re going to be a part of because this is our bread and butter.”

Platform to platform

Jerome Johnson didn’t set out to align his business with a single platform company. He simply saw opportunity where it was. As the owner of Sonic Drive-In, Dunkin’, and Baskin-Robbins locations, he now finds himself firmly inside Inspire Brands’ portfolio.

But he started with a different platform company, Dunkin’ Brands. He was attracted by its range of dayparts, which included Dunkin’ for breakfast, Togo’s for sandwiches, soups, and salads, and Baskin-Robbins for the “31 Flavors.”

“For us, that covered all three dayparts,” Johnson says.

From 2003 to 2009, Johnson and his father, Jerome Johnson Sr., opened nine Dunkin’ units and four Baskin-Robbins locations. But they ran out of room to expand in Virginia and the Washington, D.C., area. While looking for ways to expand, Johnson met a rep from Sonic at Franchise Update Media’s Multi-Unit Franchising Conference.

At the time, Johnson didn’t realize another platform company was on his horizon. Roughly a year after he joined the Sonic team, Inspire Brands purchased the restaurant chain. “A year after that, they bought Dunkin’ and Baskin-Robbins,” he says, “so I ended up under the same umbrella all over again.”

Johnson says he’s pleased with the arrangement and sees the benefits at the unit level. With Inspire Brands’ scale, systems are shared and improved across brands.

“Dunkin’ has a really good mobile app. And Sonic’s app was okay, but it wasn’t the best,” Johnson says. “When Inspire took over, Dunkin’ could share its information with Sonic. Now, my Sonic mobile app is better.”

The same principle applies to supplies. “We all need napkins, right? Now, instead of buying from several different companies, we can all come in together and buy it from the same manufacturer,” he says. “The cost goes down greatly from that.”

Marketing also expands his reach. Johnson points to cross-brand promotions, such as Dunkin’s butter pecan iced coffee connected to Baskin-Robbins flavors. National campaigns and loyalty programs reinforce the brands collectively while still keeping each name distinct.

Financing becomes easier too. “When it comes down to getting financing, all of Inspire’s brands are considered tier one,” Johnson says. “When you’re going to the bank, it’s a lot easier for you to get financing for those tier-one brands.”

That combination of advantages gives him confidence in his growth strategy. When his area became saturated with Dunkin’ and Baskin-Robbins, Johnson was able to branch out with Sonic. Inspire Brands also owns Arby’s, Buffalo Wild Wings, and Jimmy John’s, so there is room to maneuver. He can also take his current brands to new territories beyond his core market.

“You have plenty of room to grow,” Johnson says, “and you feel like you have a level of comfort with Inspire.”

He currently operates four Sonic locations, 10 Dunkin’ units, and four Baskin-Robbins stores in Virginia and Washington, D.C., with a fifth Sonic under construction in Dumfries, Virginia. “Unless I’m leaving the QSR business, I don’t see myself going outside of Inspire,” he says.

For Johnson, the platform model isn’t just about scale; it’s about developing solid relationships, running profitable restaurants, and expanding when opportunities arise.

“The better the relationship, the better the business,” he says. “You’re not working for them, but you’re working with them.”

Core values

If Lee Downing’s air conditioner broke down on the hottest day of the year, it wouldn’t count as an emergency because he has the tools and the know-how to fix it. His customers can’t say the same.

“Serving people has always been a passion of mine,” Downing says. “You know, people ask me every day, ‘How did you grow a $70 million company?’ And we’re pacing for $100 million. I tell people, ‘If I told you the truth, you wouldn’t believe me. It’s really simple. You just love the people. That’s it.’”

It helps to have a solid team of technicians on his staff, and he’s been well served by his ongoing relationship with multi-brand franchisor Neighborly. As CEO of Complete Home Services, Tennessee-based Downing operates eight AirServe, five Mr. Electric, two Molly Maid, and one Glass Doctor, and all franchises are part of the Neighborly family of brands.

He got into franchising after what he thought was a prank call. He hung up the first time, and luckily for him and his ambitions, they called back and flew him to Waco, Texas, to meet with Dina Dwyer-Owens, the CEO of Aire Serv that Downing had first seen on the TV show “Undercover Boss.”

“She hugged me. We had a prayer. They told me about their code of values,” Downing says, “and I knew at that very moment that this is where I was supposed to be.”

He says Neighborly shares those values, so it was a natural step to add more locations of Aire Serve and to take on other brands. Through annual reunions, brand-specific events, and regional meetings, Downing meets other franchisees who may be ready to sell or partner.

“When I get ready to grow, I just call the next franchisee over, and I’m like, ‘Hey, man, I know you’re probably going to want to start thinking about retirement. I don’t want to just buy you out. I want to merge with you, and I want to carry on your legacy,’” he says. “I know them all.”

Most of his brands run on ServiceTitan, a CRM that gives him consistent data and reporting across operations. Molly Maid uses different software, which creates inefficiencies.

“Knowing what we know now, we would never buy a company that’s not on ServiceTitan,” he says.

While Downing is a fan of Neighborly’s website and considers his royalty money well spent, there have been issues when other owners haven’t been as quick to answer calls as Downing requires his team to be. That can affect his rankings for web searches.

“But, you know, they’ve really done a good job at trying to fix that,” he says. “They’re working hard.”

The Neighborly name also helps customers. Home repair can be an emergency that strains a family’s finances. Thanks to the Neighborly connection, financing companies are quick to offer payment options to Downing’s customers. Without the reputation of the franchisor, it could take a year or more after a new business opens before companies are comfortable making financing available.

As Downing grows his business and expands his reach, he knows he made the right choice when he joined the Neighborly team. “People ask me all the time: ‘Would you do it again?’” he says. “Absolutely. I was meant to be a franchise owner.”