When you look beyond 2026, what do you see as the next big transformation for multi-unit franchising?

Near the end of most years, there are many articles that come out predicting trends to watch in the upcoming year. It is a good time to assess some of the current industry factors and look ahead to see where things will go in the future. Franchise Update asked members of the Mult-Unit Franchisee Advisory Board about some of the next major transformations they see for multi-unit franchising for 2026 and beyond.

Although it may be difficult to have a consensus on predictions, there were a few thoughts from board members that pointed to a potential trend in the future. Several board members indicated there may be an increase in multi-brand franchisee ownership structures that offer customers complementary products or services. Having such a setup would allow franchisees to balance their portfolio with shared resources, costs, and platforms while being able to scale across different brands.

One potential trend that is unique to the restaurant industry is the impact of GLP-1 weight loss drugs on customer behavior. On the other end of the spectrum is the understanding and leveraging of AI, a topic that is common to most industries. For highly visible sectors like restaurants, the development of AI impacts customer preferences and behaviors as well as back-of-the-house matters such as hiring, scheduling, and improving operational efficiency.

In Multi-Unit Franchisee magazine, we asked restaurant operators about their typical work week. While many people have been able to enjoy a few extra days off over the holidays, we thought it would be a good time to look at the hours, schedules, and responsibilities of a multi-unit restaurant franchisee. They often have jam-packed weeks filled with meetings, travel, and responsibilities outside the standard work hours. Several franchisees also mentioned the enjoyment and flexibility they get from running their business, which helps when balancing work and family time. See the Franchisee Bytes section below to get a glimpse into the average week of a multi-unit restaurant franchise owner.

Hannibal Myers

Company: Global Restaurant Hospitality Group

Brands: 31 Church’s Texas Chicken

Years in Franchising: 33

I believe one of the next big transformations for multi-unit franchising is going to be the purposeful leveraging of shared experiences across different brands. In 2026 and beyond, the insightful multi-unit franchisee will increasingly curate a portfolio of brands that they can not only scale efficiently, but also market, promote, and create complementary guest interactions. Much like a skilled artist arranges the song tracks on their album to communicate a specific theme or message, tomorrow's multi-unit franchise innovators will also look to assemble their brand portfolios.

Tamra Kennedy

Company: Twin City T.J.’s

Brands: 6 Taco John’s

Years in Franchising: 41

Just as franchisors have created platform entities, I see multi-unit operators stretching into the same space. A balanced portfolio of operations that limits risk to economic impacts, that considers geography and demographics, societal trends, and investment costs, will lift an operator to the enterprise level. Using shared resources, as platform brands do, will spread costs across a platform for multi-unit operators as well. Look closely at brands that are successfully running a platform and duplicate those strategies.

John Hotchkiss

Company: DHC of San Antonio

Brands: 45 Little Caesars, 4 Dave's Hot Chicken, 2 Firehouse Subs

Years in Franchising: 25

While predicting the next major transformation is difficult, it is clear that AI will fundamentally alter the economy in profound ways. This will undoubtedly create winners and losers; if the predicted job cuts materialize, it will impact consumer spending and labor across all sectors. Beyond AI, we should monitor key consumer trends, such as how new pharmaceutical developments like GLP-1 drugs are changing food consumption patterns and potentially reshaping demand in our industry as these drugs become more affordable and mainstream.

Robert Branca

Company: Brand Management Group

Brands: 39 Dunkin’, 7 Interstate Battery

Years in Franchising: 22

The multi-brand franchise has begun to grow to catch up with multi-brand franchisees. I don’t believe franchisors are equally suited to pursue this path as successfully, although there are exceptions. I also believe that the impact of the recent One Big Beautiful Bill tax law will begin to be realized next year when people get refunds, and deregulation really kicks in. Many consumers are not aware of the changes that were made and do not expect the money that will be coming back to them. These are our customers who hopefully will have more money to spend than they perhaps planned, and could be a substantial sales and traffic driver.

As everyone has noted, AI will continue to evolve to help drive efficiency in operations. It isn’t there yet, but it advances rapidly. This will hopefully be offset by increased cost and capacity pressures on energy supply.

David Ostrowe

Company: 180 Business Solutions and O&M Restaurant Group

Brands: 28 Taco Bell

Years in Franchising: 30

The industry is shifting from owner-operator to platform builder. Scale, technology, compliance, and data-driven decision-making will separate winners from everyone else. Consolidation will accelerate, and brands will expect tighter execution and stronger operators. Those who invest in systems, leadership, and smart capital allocation will dominate the next decade.

Franchisee Bytes

Work week?

I don’t track hours; I work until I get tired. But because I enjoy it so much, it rarely feels like work.
-Chris Aslam, CEO & Principal, Rock Strategies and various entities, 59 Jack in the Box, 5 Golden Chick, 5 Hawaiian Bros Island Grill

Mornings are devoted to emails and phone calls, setting the stage for the day. Afternoons involve visiting job sites and stores, engaging directly with our teams, and ensuring our locations are running smoothly. Mondays are anchored by a standing meeting with my VP of operations, and we analyze performance metrics and align on weekly goals. Wednesdays are reserved for calls with the franchisor, providing a touchpoint for strategic updates and support. Throughout the week, I maintain an executive oversight role, balancing high-level decision-making with hands-on involvement.
-Jacob Webb, Franchise Owner, MPUT Holdings LLC, 22 Marco's Pizza, 4 Tropical Smoothie Cafe

I go hard Monday to Friday and will work on the weekends too, but I prioritize work-life balance by compartmentalizing and giving 100% to each side. The great thing about working for myself is that I can go to my daughter’s volleyball game at 4:30 p.m. on a Monday, but that might mean I have to catch up on payroll that night.
-David Weeks, CEO, The Bean Team, 9 Barberitos, 8 Dunkin’, 4 Newk’s Eatery, 1 Dunkin’/Newk’s co-brand

If we’ve had a recent opening, it’s all hands on deck, and I’m typically at the location most days through the opening weeks. When things are settled in, I try to stick to weekdays and end each day at 6 p.m. to relax with my family.
-Alex Karcher, Operating Principal, JCK Restaurants, 61 Carl’s Jr., 11 Jersey Mike’s Subs, 8 The Human Bean, 8 Dave’s Hot Chicken, 1 Hawaiian Bros Island Grill

Six to seven days a week. I usually spend Monday through Friday in the office or traveling. I use the weekends to catch up or prepare for the upcoming week.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s

I work about 70 hours a week.
-Sam Chand, CEO, Jasam Enterprises, 25 Checkers & Rally’s, 35 KFC

I have significant diversity in my day with my team, our investors, our franchisors, and other franchisees. The diversity is what keeps it interesting. There are periods within the year that I spend a significant amount of time on the road and others where my days are more consistent in our corporate office in Kansas City. This industry keeps you on your toes, and you never know what tomorrow may bring.
-Mike Kulp, CEO, KBP Brands, 828 KFC, 119 Arby’s, 85 Sonic, 56 Taco Bell

I am focused on our businesses all day, every day. I love what I do, so it truly doesn’t feel like work. I don’t have a set schedule and end up working on something related to our business every day of the week. However, I think I have a reasonable blend of family time, fun, business, and faith, and I love spending time with family and friends when time allows.
-Nick Crouch, Co-CEO, Dyne Hospitality Group, 118 Tropical Smoothie Cafe