Behind the scenes of multi-unit franchising
By Kym Wolfe
Multi-unit franchising is a growing segment of the franchise landscape. If you have the time and resources to operate more than one location, there will be benefits … but there are, of course, challenges as well. Franchise Canada spoke to franchisees and a master franchise holder to gain more insight into their experiences and thoughts about multi-unit ownership.
McDonald’s Restaurants of Canada
Alexander Hermann jumped right into multi-unit franchising when he purchased four existing McDonald’s quick service restaurants in Regina, Saskatchewan—two drive-thrus and two located in Walmart stores. Although it meant relocating the family from Vancouver, British Colombia where he and his wife both grew up, in some ways for Hermann, it was a return to his past. “My first job, 20 years ago, was with corporate McDonald’s,” he says.
Hermann had been working as a franchise specialist with a commercial bank and had gotten to know many franchise operators. With a long-time interest in owning his own business, he says, “I looked at franchising to limit the risk as a new entrepreneur.”
They purchased the first four stores in 2023 (all within a 30-minute drive), then another in 2024 and a sixth location in 2025. While staff turnover can be common with new ownership, Hermann says it was minimal for them. “Don’t change everything day one,” he cautions those buying existing franchise locations. “Take the time to listen and learn about your people, make small changes, celebrate the wins.” His operation has since grown to more than 240 staff, 50 managers, a full-time market operations supervisor, and a human resources (HR) manager.
“I love leading teams, and having multiple locations allows scale,” says Hermann. They can shift staff members to accommodate seasonal changes in sales and employee availability at each location; if one store runs low on supplies they can easily access what they need from another; and when a walk-in freezer stopped working, they could quickly move perishables to another restaurant until the repair was made.
Operating multiple stores also meant they could afford a strong leadership team—a benefit, but also a challenge, Hermann explains. Before hiring the operations supervisor and HR manager, he says, “running four locations was very challenging—it feels like you are just scratching the surface and can’t get ahead.” Afterwards, “Every day I was able to hand off a little more so I could focus on the big picture. You can’t be everywhere at once, but delegating is hard. Coaching and feedback are key. You have to trust others to maintain your standards when you’re not watching.”
More locations adds more complexity, says Hermann. “Every day is dynamic and different. I live by my calendar. It’s important to stay organized; time management becomes a bigger challenge. Learn to let go and trust your team.”
Oxygen Yoga & Fitness
Husband and wife team Sean Bannerman and Sherry Bureau opened Ontario’s very first Oxygen Yoga & Fitness franchise in Oshawa in 2018. In 2019 they became the master franchise holder (MFH) for their area of south-central Ontario, overseeing new franchisees’ development as well as opening and operating two more Oxygen studios themselves.
While they were experiencing success both as franchisees and MFHs, they reached a point where it became too challenging to wear both hats. They grew their area to 19 locations and currently have an additional 13 in development. “As we got busier with growth and development, our home studios suffered. We were spread too thin during our rapid expansion. We needed to grow our systems and our team,” says Bannerman. “This led us to sell all three studios, so we could excel at supporting our current and future franchisees.”
That support includes being onsite at each new franchise location for the initial two weeks of operation, and being available afterwards nearly 24/7. “We are the boots on the ground; we’re the first person they call, and if we can’t provide what they’re looking for we know who can,” says Bannerman. Day to day, Bureau and her team provide operational support while Bannerman connects with each prospective and new franchise owner as they are onboarded into the Oxygen system, find a location, and build their studio.
Oxygen differentiates its brand by delivering yoga and fitness classes in far infrared heated studios. Bannerman says that 99 per cent of their area’s new franchise owners were either clients or instructors first, and they bring with them a passion for the brand and its health benefits. He began practicing yoga himself after injuring his back, and is a testament to the fact that you can come from a very different background and still succeed if you are willing to put in the time and effort to learn, and if you respect the franchise’s systems.
“Franchisees who are considering expanding into additional locations should embrace that each location will have unique elements. While past success is a great foundation, each new location is a chance to apply what you’ve learned and continue growing, bringing the same level of passion and commitment into each one,” Bannerman says. Equally important is the ability to delegate—trusting the systems in place and the support around you allows you to scale effectively.”
Tommy Gun’s Original Barbershop
Arlene Wyryha had worked in the hair styling and barbering industry for 40 years. She’d started as a shampoo girl at age 12; applied for a government grant to put herself through cosmetology school shortly after graduating Grade 9; cut hair in a barbershop at age 16 (she was offered a hairstylist job while still in school!); and worked for a nationwide hair salon chain. When her position as an area supervisor disappeared with corporate restructuring, she began to research salon franchises because, she says, “I wanted to stay in the hair industry, but I wanted greater structure than being on my own.” This led her to open Winnipeg’s first Tommy Gun’s Original Barbershop in 2014.
From the beginning, Wyryha says she attracted clients from all over Manitoba and northern Canada, from Ontario to Nunavut. “I had to grow. I couldn’t keep up with wait times due to overwhelming guest demand. My plan was always to expand the brand to become a multi-unit owner.” In April 2026 she opened her sixth location.
For the first three and a half years, Wyryha managed two locations on a daily basis by herself. That meant opening one location at eight a.m., working throughout the day, closing one location later on, and typically ending her work day at 11 p.m. For the third shop she hired a manager and team leaders, and with each subsequent new location has made a practice of filling leadership positions from within. “I looked for highly motivated team members that showed engagement, excitement, passion, and who loved Tommy Gun’s.”
She is still a hands-on owner-operator, working long hours seven days a week, on call 24/7. “I do everything I would expect my staff to do and then some, from scrubbing and cleaning to showing hair techniques,” she says. “Being able to prioritize tasks is key.”
One advantage of having multiple locations is that she can shift employees to accommodate high demand traffic in any location. Each shop has between eight and 12 chairs, with 15 to 20 staff including barbers and guest services. “I work very closely with all team members,” says Wyryha. “It takes a whole team to be successful, everyone is valued and important to me from front to back end.”
The franchise tracks sales revenue on a 12-month rolling basis, and Wyryha is happy to report that four of her stores have hit the $1 million revenue mark, and the fifth location made franchise history this year as the first member of Tommy Gun’s $2M club.
