Game Changers: Female Franchise Leaders share How They Lead and Adapt

For franchise leaders, the challenge isn’t whether change is coming but how to lead through it without creating confusion, resistance, or drift.

To better understand how experienced leaders navigate change, Franchise Update reached out to 15 female executive leaders from across franchising. We asked them to share their thoughts on leadership, change, resilience, culture, vision, and more.

For many of them, franchising’s appeal begins with its balance of structure and opportunity. Kelly Gray, vice president and co-owner of Hot Head Burritos, traces her leadership path to that dual promise.

“Franchising gives entrepreneurs the best of both worlds: a proven playbook paired with the flexibility to build an organization as big or small as they choose,” Gray says. “As a leader, I thrive on the fact that I’m not just building a brand; I’m helping others build their livelihoods. That responsibility inspired me to step into leadership because strong brands don’t happen by accident; they’re built through clarity, consistency, and people who believe in what they’re doing.”

Leading change often means knowing when to shift from being the go-to person to building a team of go-getters. At Teriyaki Madness, Alison Satriana, vice president of development marketing, describes a pivotal realization that reframed how she approached growth.

“A defining moment for me came when I realized that saying ‘yes’ to everything—and trying to be everything for everyone—wasn’t sustainable,” Satriana says. “As the brand grew, it became clear that my role wasn’t to personally solve every challenge but to create the systems, strategies, and clarity that enable growth.”

Even when necessary, change often meets resistance. Emily Schneider, vice president of franchise development at Tide Services, says it’s important to remain open to the possibility that the naysayers have a point.

“If I’ve clearly articulated the ‘why’ and resistance remains, I treat it as a signal to listen,” Schneider says. “Resistance often highlights a consideration we’ve missed.”

Brands that don’t make a profit go by the wayside, but no company succeeds without the people who show up to work every day. For Kim Hanson, CEO of LearningRx, leadership begins with how people feel inside the organization.

“I start by genuinely seeing people not just for what they do, but for who they are,” Hanson says. “When people feel seen, they bring their best. I celebrate wins often and enthusiastically because recognition fuels motivation and reinforces that the work truly matters.”

Looking ahead, leaders spoke less about disruption and more about staying anchored while adapting. Colette Bell, vice president of franchise development at Ace Handyman Services, framed the future in simple terms.

“Culture, culture, culture,” Bell says. “Know your culture, talk about it often, and bounce all decisions against it.”

Read on

On the following pages, you’ll find snapshots of how these and other seasoned female leaders think about guiding brands through continuous evolution. They speak from experience and the heart.

Colette Bell

Jane Campbell

Amanda Clark

Jennifer Dodd

Amy Mosley Earp

Melissa Fry

Katie Gillberg

Kelly Gray

Kim Hanson

Stephanie Johnson

Kristin Kidd

Tonya McCoy

Kristen Pechacek

Alison Satriana

Emily Schneider