November 11, 2025 | Nashville, TN — The 2025 Emerging Franchisor Conference opened with an energizing town hall focused on “Lessons in Leadership,” setting the tone for learning and connection among franchise founders and executives navigating the critical early years of growth.

Moderated by Shane Evans, CFE, Co-Founder and CEO, Heights Wellness Retreat, the session featured a powerful panel of franchise veterans—Mary Kennedy Thompson, CEO, BNI; Sam Ballas, CEO and Co-founder, East Coast Wings + Grill and Sammy’s Sliders; and Gary Robins, Multi-Unit, Multi-Brand Franchisee and President of The G & C Robins Company—who shared lessons from both the franchisor and franchisee perspectives on scaling responsibly, empowering people, and protecting the model that drives opportunity across America.

IFA President and CEO Matt Haller kicked off the event by underscoring why IFA exists: “The IFA was really built for people like you—founders, entrepreneurs—starting your journey,” he said. He reminded attendees that 27 franchise mentors with more than 600 years of combined experience were in the room to help guide them, and that “this event exists to protect and grow the business model for brands that are emerging today and growing for many years to come.”

Here are five key takeaways from the Town Hall that every franchisor can learn from.

1. Smart Growth Starts with Self-Awareness

Moderator Shane Evans opened by challenging founders to “grow in a smart way that protects the franchisees, the brand, and everyone involved.” Panelist Sam Ballas, who came from a finance background, reflected that his biggest transition as a founder was learning to let go. “My biggest transition was to allow others to help me scale,” Ballas shared. “I wanted to learn everything and do it myself first. It took time to learn how to trust and empower the team to help me scale.”

Evans emphasized that while legal documents provide protection, long-term success is grounded in relationships—not contracts. As Gary Robins noted, “If you have to pull out the franchise agreement all the time, it’s over.” The message: sustainable growth begins with founders who are willing to evolve as leaders, trust others to help scale their vision, and focus on their relationships with their franchisees.

 

2. Build a Leadership Team that Complements, Not Clones

When asked how brands can scale effectively, Mary Kennedy Thompson pointed to the importance of diversity in leadership. “You have to find someone who has the same values but is not like you,” she advised.

She encouraged founders to reflect on their own strengths and weaknesses and bring in people who fill those gaps. Thompson also cautioned that as systems grow from 30 to 100 units, leaders must make hard decisions about who can adapt to the company’s next chapter. “You must be brave enough to know who you can change for a growing company—and who you can’t, even if it’s hard.”

 

3. Franchise Success Flows from Franchisee Success

A consistent theme among panelists was that emerging franchisors must focus relentlessly on franchisee profitability and satisfaction. Evans put it plainly: “You’re not going to grow if you don’t have franchisees who are happy and profitable.”

Robins, who has invested in multiple emerging brands, shared what he looks for in strong systems: “It’s OK to hire and fill knowledge gaps, but the model and the leadership character are the biggest keys for growth. The franchisors who know that when they make their franchisees successful, they will be successful, are the ones who last.” He added that the best franchisors “treat franchisees like customers.” When franchisees feel heard and supported, they are far more likely to expand within the system—a leading indicator of brand health.

 

4. Invest in Systems and Coaching That Drive Performance

Thompson emphasized the operational side of scaling, especially for founders transitioning from “doing” to “leading.” She recommended emerging franchisors invest early in business coaches to help franchisees grow.

“Learn your ratio—how many coaches you need per franchisees,” she said. “Have an effective franchise development process and understand the key expense drivers for franchisees.” She also highlighted the importance of listening to “successful, engaged” franchisees for feedback and inviting “successful but disengaged” owners into task forces or projects where their insights can add value. Robins echoed the systems message: “Franchisees don’t rise to your goals—they fall to your systems.”

 

5. Lead with Purpose, Serve with Integrity

In the final moments of the Town Hall, the conversation turned to values and vision. Ballas urged founders to define their why early on: “What’s your 3–5 year goal? What’s your role in the business? My why is simple – franchisees being happy and making money.” Thompson connected leadership back to her time in the Marines, where she learned that true leadership is about duty and inspiration. “I promised myself to be a student of leadership,” she said. “Leadership is truly about inspiring others—it’s what I look to do every day.” Robins closed with a reminder that trust and loyalty are earned over time: “Our success flows from the success of people. Your greatest asset—or your greatest liability—will be your relationship with your franchisees.”

 

Bonus: IFA’s Call to Action

Matt Haller used the Town Hall to spotlight IFA’s ongoing advocacy work, including the progress on the American Franchise Act, which he described as “the most important piece of legislation ever to protect the franchise model.”

He also announced the launch of IFA’s “Franchise Means Local” campaign, aimed at helping consumers, media, and policymakers understand that franchise businesses are small businesses deeply rooted in their communities.

“This is free PR for you and your brands,” Haller said. “Every month, more than 200,000 people visit Franchise.org looking for franchise opportunities—this is your chance to tell your story.”

 

The Takeaway

The Town Hall reinforced that franchising’s greatest strength lies in its people—founders who evolve, teams that complement each other, and systems built to serve franchisees first. As Gary Robins summed up: “You’re either creating value or consuming value. Great franchisors create more than they take.”