A quick scene setter

• Tell me, how many company-owned units are operating today? Options: 1-5, 6-25, 26-75, 76-200, 200+
• When did franchising move from an idea to something you might act on? Options: Within last 3 months, 3-6 months ago, 6-12 months ago, Over a year ago
• Describe your top three growth objectives for the next 24 months, in order of priority.
• Specify the financial threshold that would make franchising commercially sensible for you, for example minimum AUV or franchisee payback period. Options: AUV target (open), Payback ≤ 36 months, Contribution margin target (open), Other (describe)
• Name the executive who currently owns P&L and capital decisions for new unit openings. Options: CEO/Founder, CFO, VP Franchise Development, Head of Real Estate, Other (name role)
• Point to the operational area you feel most confident is replicable across franchise locations. Options: Kitchen operations, Supply chain, POS & reporting, Training curriculum, Customer experience, None are replicable yet

When expansion stops being optional

• Suppose investors demanded 50% unit growth in 18 months, what would have to change immediately to make that realistic?
• Estimate how many new units per quarter you would need to meet your near-term growth goal. Options: 1-2, 3-5, 6-10, 11-20, 20+
• Point to the phase that usually creates the longest delay in scaling: candidate sourcing, site control, financing, or training? Options: Candidate sourcing, Site control and leases, Franchisee financing, Training and ops readiness, Other
• Walk me through a recent decision where uncertainty about franchisee quality or territory slowed you down.
• Name the leader on your team most likely to push back against franchising, and why.
• Name the single pilot outcome that would make you commit to a franchise program in the next quarter.

Where unit economics must prove out

• State the minimum average unit volume and contribution margin you would accept before you sign franchisees.
• Explain how your team currently models unit contribution and who updates that model. Options: Finance owns model, Franchise development owns model, External consultant, No formal model yet
• Outline the specific inputs you use in your unit-econ model, for example labor %, rent per sf, or build-out allowance.
• During a three-year projection, which unexpected cost has historically changed the outcome most, and by how much? Options: Labor (open), Rent (open), Supply chain (open), Other (describe)
• Suppose a candidate required materially higher capital. Under what conditions would you still approve them?
• Set the floor for first-year sales, below which you would require guarantees or refuse the territory.

Who will run, govern, and sign things

• Assign the named owner who will be accountable for franchise sales and for franchisee performance.
• List the roles and headcount you can dedicate to franchise development and operations in months 0 to 6 post-signing.
• Flag the internal approvals or committees that usually add the most delay to signing and onboarding. Options: Legal review, Board approval, Real estate committee, Finance approval, Other
• Map the escalation path you would use when a franchisee fails to meet brand standards in year one.
• Confirm whether your team has the bandwidth to certify and onboard new franchisees at the pace you want. Options: Yes, capacity exists, Yes with hiring, No, needs outside help, Unsure
• Absent a named owner, would you pause launching the franchise program until one is in place? Options: Yes, pause until owner named, No, proceed with interim owner, Need to decide

Where sites and territories break or thrive

• Describe examples of territory overlap or rule gaps that have meaningfully reduced sales for existing locations.
• Give the number of distinct trade areas you have modeled so far and the level of granularity used. Options: None, Coarse (radius), Drive-time 5-10 min, Hyperlocal (census + POI)
• Recall the last underperforming site, what specific site or market factors caused disappointment?
• Identify who currently signs leases and negotiates tenant improvement commitments. Options: CEO/Founder, Head of Real Estate, External broker, Franchise development lead, Other
• When build-out requires using specific vendors, can your agreements be assigned to franchisees or shared centrally? Options: Yes, assignable, Yes, with vendor consent, No, not assignable, Unsure
• Point to the single site factor that would immediately stop you from approving a location.

The other options your team is weighing

• Identify the partner or approach you are most likely to choose if you do not hire an external franchise development firm. Options: Do nothing and keep corporate growth, Hire head of franchising, Use franchise consultant, Work with a broker, Other (describe)
• Select all alternatives you have evaluated or are actively considering. Options: In-house build, Third-party franchise developer, Franchise broker, M&A or roll-up, Private equity advisor, Other
• Explain what would have to be true about your current approach for you to stay with it instead of changing partners.
• Has anyone on your leadership team proposed solving this without an outside partner, and if so what was the plan? Options: Yes, hire internally, Yes, repurpose ops team, No internal plan proposed, Discussed but no plan
• Reflect on any incumbent or competing firms you view skeptically and say briefly why (trust, track record, cost).
• Were an internal owner to claim they could deliver equivalent results in 6 months, what specific evidence would convince you to keep it inside?

What must be true on day one for delivery to proceed

• When integrations or reporting feeds are missing, how long of a delay is acceptable before a rollout is no longer viable? Options: Less than 2 weeks, 2-4 weeks, 1-2 months, More than 2 months, Not acceptable
• Select the systems that must integrate with franchise reporting, for example POS, payroll, or accounting. Options: POS, Payroll, ERP/Accounting, CRM, Labor scheduling, Inventory, None
• Confirm whether your legal team requires a full franchise disclosure document review before any pilot conversations. Options: Yes, full review required, Partial review sufficient, No, not required before pilot, Unsure
• Choose the option that best describes the cleanliness and accessibility of historical sales and labor data used for trade-area modeling. Options: Fully clean and accessible, Mostly clean with gaps, Fragmented across systems, Minimal historical data
• Identify the person or team that owns regulatory filings and state franchise compliance today.
• Without a compliance owner, will you commit to hiring or outsourcing compliance support within 30 days? Options: Hire internally, Outsource, Not ready to commit, Unsure
• Flag any regulatory, landlord, or finance constraint that would stop a rollout in your primary target territory. Options: Regulatory approvals, Landlord restrictions, Franchise financing, Franchisor legal hold, No known constraints, Unsure

If the pilot proves, what accelerates the decision

• If a pilot proves the unit economics and franchisee performance you expect, what would stop you from signing within that month?
• Choose up to three acceptance criteria that must be met to begin full delivery. Options: Signed franchise agreement, Pilot AUV target met, Qualified franchisee pipeline, Site control in priority markets, Financing commitments, FDD finalized, Training materials complete
• Choose your preferred payment structure timing for launch costs and development fees. Options: Milestone-based, Upfront, Mix of upfront and milestones, Revenue share component
• List the people who must approve commercial terms before signature and typical approval timelines.
• Should pilot results miss targets by 10%, what corrective outcome would make you proceed anyway?
• Pick your ideal timing for the first franchisee to be signed and operational. Options: Within 3 months, 3-6 months, 6-9 months, 9-12 months, Over 12 months
• Would you commit to a short-binding pilot if we agreed to a scoped plan and two named resources within 14 days? Options: Yes, No, Need internal approval

• Franchise Model Walkthrough

• You confirm the current-state statement and accept the quantified consequences as accurate.
• Orientation, the end-to-end path from sign to go-live
• Run a sample territory model for your top three target markets using provided unit sales and deliver the results before the next session.
• Confirm the current state and quantify the cost
• You confirm that the demonstrated disclosure, territory, vetting, site, and training approaches materially reduce the identified risks to an acceptable level.
• Share three highest-performing unit P&Ls and a prioritized list of target territories to enable the sample modeling.
• Deliver a draft outline of the franchise disclosure document and an estimated completion timeline within five business days.
• You identify the remaining evidence or deliverables needed to move to commercial commitment.
• Proof, disclosure documents and regulatory controls
• Identify the internal decision-makers and the approval timeline for franchise program launch decisions.
• Proof, territory planning and unit-economics model
• Proof, candidate profile and vetting workflow
• Proof, site selection, build-out budgets, and risk guardrails
• Proof, training and post-launch support tied to early KPIs
• Validate this maps to what you need

• Franchise Model Walkthrough, Live
• Solution Experience Deck
• Solution Brief — Franchise Model Walkthrough

• meeting
• slides
• document

• Prepare Franchise Disclosure Document
• File State Franchise Registration Packets
• Draft and Negotiate Franchise Agreement
• Develop Franchise Operations Manual
• Deliver Trade-Area Demand Modeling and Territory Maps
• Produce Site Selection Reports and Lease Term Guidance
• Create Store Build-out Cost Estimate and Vendor Bid Package
• Develop New-Owner Training Program and Curriculum
• Deliver Grand Opening Operations and 90-Day Coaching
• Qualify and Approve Franchise Applicants
• Create Unit Economics Model and Franchisee P&L Templates
• Build Approved Supplier List and Supply-Chain Onboarding Kit
• Deliver Franchise Compliance Checklists and Audit Templates

Prepare Franchise Disclosure Document

• Do you already have an FDD draft or will we prepare it from scratch? Options: Draft exists, Need full preparation, Partial update
• How recent are the financial statements you will include in Item 21 (month/year)?
• Which jurisdictions' specific state registration disclosures must you include (list states)?
• Who on your team will provide the signatures and officer attestations for the FDD?
• Provide your desired delivery milestones for FDD draft, review, and final (dates or weeks).
• What acceptance criteria will you use to validate the FDD is ready for filing (attorney signoff, complete exhibits, dated financials)? Options: Attorney-signed FDD, Complete exhibit list, Dated financial statements included, County-level disclosures attached

File State Franchise Registration Packets

• Specify which states require registration filings or exemptions for your rollout
• Have you established existing state counsel relationships or do you require counsel referrals for registration? Options: We have counsel, We require referrals, Undecided
• List the exhibits your target states require beyond the FDD (e.g., fees, translations, power of attorney).
• Identify any registration deadlines or priority filing windows relevant to your target states.
• Estimate your filing fee budget per state (range)? Options: Less than $2,500, $2,500 - $10,000, More than $10,000
• When do you plan to commence franchising activity in registered states (quarter / year)?

Draft and Negotiate Franchise Agreement

• Describe material contract provisions you require (e.g., exclusivity, development quotas, royalty holdbacks).
• Which renewal, termination, and cure timelines do you prefer to negotiate into franchise agreements?
• Who on your team will be authorized to negotiate and sign redlines to franchise agreements?
• Indicate whether you need custom schedules included: territory map, equipment list, and opening milestones. Options: Territory map, Equipment list, Opening milestones
• Specify the fee and royalty structure you want reviewed (initial franchise fee, royalty %, marketing contribution %).
• List non-compete or post-termination covenants you expect to include and your proposed durations.

Develop Franchise Operations Manual

• Name the person or role on your team responsible for reviewing operational procedures and approving final manual chapters.
• For which operational areas do you need step-by-step SOPs (front-of-house opening, back-of-house food prep, inventory receiving)? Options: Front-of-house opening, Back-of-house food prep, Inventory receiving, Cleaning and sanitation
• How many manual formats do you require (PDF, searchable knowledge base, video modules)? Options: PDF only, PDF + searchable knowledge base, Knowledge base + video, All formats
• State any health and safety standards you want referenced in the manual (e.g., HACCP plan, local health code).
• Estimate the number of standard operating procedures (SOPs) you expect to include in your manual. Options: Less than 25, 25 - 50, More than 50
• Identify your requirements for version control and distribution to franchisees (update cadence, push notifications).

Deliver Trade-Area Demand Modeling and Territory Maps

• Do you have historical point-of-sale or unit-level sales data we can use for trade-area modeling? Options: Yes - POS export available, Yes - summarized sales by unit, No data available
• Choose which demographic or mobility datasets you want prioritized in trade-area models (population, daytime employees, household income). Options: Population, Daytime employees, Household income, Traffic counts
• Provide your target radius or drive-time thresholds for primary and secondary trade areas (e.g., 3-mile / 10-minute).
• Exclude any protected or reserved territories from consideration that you want removed from maps (corporate, existing pipeline, competitor exclusivity).
• Define the acceptable customer penetration rate or weekly sales threshold you require for an economically viable unit.
• Select which map deliverables you want (shapefiles/GeoJSON, static PDFs, interactive map link). Options: Shapefiles/GeoJSON, Static territory PDFs, Interactive map link

Produce Site Selection Reports and Lease Term Guidance

• Are there local landlord or market constraints we should know about for your rollout (preferred landlords, retail parks, mixed-use developments)? Options: Yes - preferred landlords, Yes - market constraints, No known constraints
• Include the site-level metrics you want in each report (traffic counts, nearby operator mix, projected sales per square foot).
• Choose how you prefer lease term guidance presented: checklist with red flags, financial impact model, or annotated lease draft. Options: Checklist with red flags, Financial impact model, Annotated lease draft
• Declare the acceptance criteria you will use to confirm a site selection report is approved for lease negotiations (projected unit economics, landlord concessions, traffic >= threshold). Options: Projected unit economics met, Required landlord concessions secured, Traffic threshold met
• State the target store size range and preferred unit frontage or seating capacity you expect.
• Note any minimum tenant improvement allowances or build-out caps you need for feasibility.

Create Store Build-out Cost Estimate and Vendor Bid Package

• Define the expected build-out scope per site (turnkey, landlord-specified shell, full MEP work). Options: Turnkey build-out, Shell with MEP allowances, Full MEP and finishes
• Name the person or role on your team who will approve contractor bids and final vendor selections.
• Select core vendor disciplines to include in the bid package (general contractor, HVAC, refrigeration, signage, POS install). Options: General contractor, HVAC, Refrigeration, Signage, POS install
• Indicate a target cost per square foot or overall budget ceiling for build-out.
• Attach or reference any landlord tenant improvement drawings or engineering reports you want included.
• Describe required vendor insurance, bonding, or warranty terms you want included in bid instructions.

Develop New-Owner Training Program and Curriculum

• What training formats do you require (in-person classroom, virtual instructor-led, on-site, e-learning)? Options: In-person classroom, Virtual instructor-led, On-site training, E-learning modules
• Require certification for which roles before opening (manager, chef/head cook, operations lead)? Options: Manager, Chef / head cook, Operations lead, No certification required
• Outline the number of training days you plan for managers and hourly staff for a first-store opening. Options: 1-3 days, 4-7 days, More than 7 days
• Set the assessment methods for competency you want to use (checklists, observed shifts, written exams) and passing thresholds. Options: Checklists, Observed shifts, Written exams, Practical demonstration
• Include the training materials you expect us to deliver (trainer guides, trainee workbooks, video modules, checklists). Options: Trainer guides, Trainee workbooks, Video modules, Operational checklists
• Assign the designated trainer or training manager on your team we will coordinate with on scheduling.

Deliver Grand Opening Operations and 90-Day Coaching

• When do you expect a typical grand-opening date after lease execution (weeks)?
• Outline the scope of grand-opening support you desire (opening-day staffing, initial marketing, on-site operational coaching). Options: Opening-day staffing, Initial marketing, On-site operational coaching, Remote support
• Pick the coaching cadence you prefer for the first 90 days. Options: Daily first week then weekly, Three on-site visits total, Bi-weekly remote coaching
• Detail the performance KPIs that will trigger escalated coaching (sales variance, ticket time, inventory shrink) and supply thresholds.
• Allocate the budget you expect for grand-opening marketing and any promotional discounts.
• Designate who on your team will be the single point of contact for day-of-opening logistics.

Qualify and Approve Franchise Applicants

• Require minimum financial thresholds for applicants (net worth, liquid assets) and specify the values you require.
• Outline non-financial qualifications you require (restaurant experience, multi-unit experience, managerial background).
• Confirm who will conduct background and credit checks and which checks are required (criminal, civil, credit reports).
• Declare the measurable criteria you will use to define an approved applicant (exact net worth, liquid assets, minimum experience, signed disclosure acknowledgement).
• Mark which buyer types you allow (area developer, multi-unit buyer, single-unit operator, flexible). Options: Area developer, Multi-unit buyer, Single-unit operator, Flexible
• Give the expected timeline from application submission to your approval and any decision gates.

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Payment Milestones Addendum
• Acceptance Criteria & Handover Checklist
• Franchise Documentation Delivery Agreement
• Change Order Agreement
• Payment Authorization & Escrow Instructions
• Data Processing Addendum (DPA)

• Go-live Health Check (Weeks 1-4)
• First Performance Measurement (Weeks 4-10)
• Acceptance Gate Review (Around Day 90)
• Quarterly Franchise Performance Review (Ongoing Quarterly)

• Create a prioritized enhancement roadmap for the next quarter and circulate for stakeholder comment.
• Restate acceptance criteria and numeric targets
• Produce a documented acceptance decision that records pass or fail for each acceptance criterion recorded in the Mutual Commit stage.
• If any criteria failed, capture a timebound remediation plan and the buyer signatory who will confirm final acceptance once remediation completes.
• Ensure the evidence package required for final acceptance is complete and stored in the shared workspace.
• Publish the acceptance decision record with criterion-level pass/fail status and buyer signatory confirmation.
• If applicable, publish the remediation plan with owners, milestones, and a target date for re-evaluation.
• Archive the evidence package supporting the decision in the shared workspace and link it to the acceptance record.
• Performance trends versus targets
• Confirm whether average monthly sales per franchisee and franchisee compliance incident rate remain within tolerance versus the targets recorded in the Mutual Commit stage.
• Ensure the open-issue backlog has named owners, target resolution dates, and priority levels for the next quarter.
• Agree a focused coaching plan for underperforming franchisees with measurable improvement milestones.
• Publish the quarter backlog with priority, owner, expected completion date, and acceptance criteria for each item.
• Schedule and document targeted coaching sessions for the identified underperforming franchisees with improvement milestones.
• Reconfirm success criteria and owners
• Confirm that core deployment items are complete or have named remediation actions to reach completion within the next 30 days.
• Surface and prioritize any regulatory, vendor, or build blockers that could prevent go-live stability.
• Ensure training and site readiness checklists show sufficient early adoption signals to proceed to first measurement.
• Publish consolidated blocker log with resolution dates and single accountable owner for each item.
• Complete outstanding site readiness checklist items for each open site and report completion status in 7 days.
• Distribute training completion roster and plan targeted make-up sessions for any franchisee gaps.
• Present first-window performance data
• Determine whether average weekly sales per site and unit-level contribution margin are trending toward the targets recorded in the Mutual Commit stage.
• Agree a corrective action plan with milestone dates to resolve the top 2 root causes within the acceptance window.
• Confirm evidence deliverables required at the acceptance gate and owners responsible for each deliverable.
• Produce a site-level variance report showing actual versus target for average weekly sales and contribution margin for each open site.
• Create a remediation playbook for the top two identified root causes, including steps, timing, and expected metric impact.
• Schedule targeted coaching sessions for underperforming franchisees and document expected improvement milestones.
• Present outcome data against each criterion
• Diagnose root causes for any gaps
• Deployment and site readiness validation
• Issue and risk burn-down
• Recurring coaching and governance cadence
• Early adoption and onboarding signals
• Document pass/fail per criterion and formal acceptance decision
• Agree corrective actions and owners
• Enhancement requests and backlog prioritization
• Blockers and open issues
• Confirm timeline to acceptance gate
• Agree remediation plan for failed criteria
• Operational housekeeping and shortening criteria
• Agree immediate remediation actions