Franchise Growth Support For Networks Preparing To Scale

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The 10–50 unit phase is where most franchise networks experience increasing pressure on leadership capacity, operational consistency, field support, culture and decision-making. What worked in the early growth phase often stops working at this point. This programme is designed specifically for franchisors who have achieved initial success and now want to scale with greater structure, alignment and leadership maturity. 

At this stage, growth decisions have long-term consequences for culture, performance and franchisee relationships. We work future-back by first clarifying what you want the network to achieve, in terms of scale. We then agree a realistic timeframe to achieve the goal, before working on what the business will need in pace to make the goal the reality — including leadership structure, support model, capability and behaviours — then work backward to define what needs to change now to make that future achievable.

This helps franchisors move from reacting to growth → intentionally leading it.

Many franchisors reach 10–50 units with strong commercial momentum — but uneven capability, inconsistent franchisee experience, or over-reliance on a few key leaders. The Healthcheck provides an objective view of where the network is genuinely ready for further scale, and where growth would increase strain without the right foundations in place.

It protects both the brand and future performance.

At this stage of growth, meaningful change doesn’t happen in isolated projects or one-off workshops. The retainer model allows work to unfold at the right cadence alongside day-to-day operations — supporting reflection, capability development, course-correction and execution over time.

The franchisor sets the level of monthly engagement required, and we shape the rhythm of work around the realities of the network.

By working through the three phases, franchisors often experience shifts such as:

• clearer leadership roles and shared accountability
   
• a stronger decision-making rhythm
   
• greater alignment between franchisor, franchisees and field teams
   
• more consistent performance expectations
   
• reduced reliance on founder presence or intervention
   

The aim is not just to grow the network — but to build a stronger organisation as it scales.

That outcome is sometimes the most valuable result.

If the diagnostic shows that growth would increase strain or risk, we focus on strengthening the right areas first — so when expansion continues, it does so from a position of confidence, capability and structural readiness.

Scaling slows down temporarily — but improves significantly in the long term.

Both; they are developed in parallel.

For franchisors in the 10–50 unit stage, growth rarely pauses completely. Expansion continues, but the risk is that it happens faster than the leadership structure, operating rhythm and capability beneath it. This programme supports franchisors to continue growing while strengthening the foundations that enable scale to be sustainable, consistent and better aligned to the long-term vision.

Where the Healthcheck confirms that the core foundations are stable, we work on growth and organisational maturity side-by-side — ensuring the network doesn’t simply become larger, but becomes stronger as it expands.