Franchise development is often treated as a numbers game of more leads, more markets, and more units.

But in Las Vegas at the 2026 International Franchise Association Convention’s “Franchise Development Strategic Growth Workshop,” four speakers argued that growth goes well beyond volume.

The workshop featured James Stapleton, CFE, strategic sales advisor and VP of franchise development, Caring Transitions; Bobby Kelley, CFE, VP of franchise development, Home Helpers Home Care; Erica Tarnowski, director of franchise development, Aroma Joe’s; and Andy Peat, chief brand and product officer, Lift Brands.

Together, their perspectives formed a four-part blueprint for strategic growth: mindset, candidate discipline, measurable planning, and smart expansion. Each speaker tackled a different piece of the development equation, building from the personal to the operational to the global.

Mindset Drives Performance

Stapleton focused on a simple but forceful idea that high achievement starts internally before it ever shows up on a scoreboard.

He challenged attendees to define what they personally wanted, arguing, “Nobody is in this room right now to make their company money. We’re here to make ourselves money.” The goal should be tangible and emotionally charged because, as he put it, “Your emotions control everything.”

From there, he framed performance through three emotional states, indifference, fear, and excitement, reminding the audience that growth often happens in the lows. Early in his career, he faced a series of cascading challenges, which reinforced his belief that difficult times shouldn’t stop progress. “The goal does not change because of the circumstances I’m surrounded with,” he said.

Stapleton also shared a limiting label placed on him and urged attendees to discard theirs. “Someone’s opinion of you does not have to become a reality,” he said. He emphasized the power of self-definition. “One of the most powerful phrases in the English language is I am,” he said, adding that people can choose labels that represent who they are and what they want to achieve.

Candidates Over Leads

Kelley’s message centered on a disciplined shift in franchise development to stop chasing leads and start prioritizing candidates. He argued that while leads kept teams busy, the right candidates drove “human economics” and determined the long-term health of the brand.

At the core of his approach was a four-part grid: territory, timing, finance, and fit. Instead of relying on a multi-step awarding process, Kelley challenged brands to evaluate whether those four boxes were checked. If they were, the partnership made sense. If not, it didn’t. Among them, fit stood above the rest. Kelley said that behavioral alignment matters more than financial qualification alone.

He also emphasized speed and clarity in a marketplace reshaped by AI and better-informed candidates. Today’s prospects arrive highly educated about franchising, and Kelley insisted brands had to adapt. “Whoever makes it easy, wins,” he said.

Data Tops Emotion

Tarnowski argued in favor of bringing clarity and realism to franchise development strategy. She began by addressing the gap between expectations and reality. While leadership might assume highly qualified inquiries would convert consistently, she reminded the audience that industry close rates typically hovered around 1% to 2%. Development isn’t a guarantee; it’s a probability-driven process that requires disciplined forecasting.

She also challenged how goals were created and communicated. In recounting an executive meeting, she pushed back on being asked how she felt about hitting projections, emphasizing that forecasts should be rooted in data, benchmarks, and available resources. Tarnowski warned that goals established in a vacuum could demotivate teams if they remain perpetually out of reach.

Her framework relied on a “benchmarking trifecta” of internal data, industry standards, and competitive comparisons. She urged leaders to pinpoint qualitative drivers, including policy shifts, economic pressures, and other headwinds or tailwinds, that influence outcomes.

Translate, Don’t Transplant

A New Zealand native, Peat discussed international development, saying that expansion should be centered on discipline, structure, and cultural intelligence.

First, he urged brands to dominate locally before chasing global growth. Founders often dream of world domination, but sustainable expansion starts with strong unit-level economics and a repeatable model. Large pipelines mean little if units don’t open or generate lasting value. Growth must build wealth, not just headlines.

Second, structure and partnership matter. Whether using master franchisees, area developers, joint ventures, or corporate ownership, the choice could determine long-term scale. Peat noted that strong multi-unit operators don’t automatically become strong master franchisees. The wrong partner could cap growth; the right one could multiply it.

Finally, cultural fit outweighed brand power. Global recognition does not guarantee success abroad. Through examples like Starbucks in Australia and KFC in Japan, Peat showed that brands must adapt to local behaviors, payment cultures, and consumer expectations. Expansion requires protecting core economics while thoughtfully translating the concept.

Scott Morris is the manager, editor at Franchise Update Media.

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