Four BIPOC franchisees share their experiences as business owners and highlight the importance of diversity in the franchising industry
By Kym Wolfe
Canadians value diversity—as evidenced by Statistics Canada’s Social Identity surveys—and are proud of the country’s cultural mosaic. We see this appreciation reflected in the local business owners operating franchises in communities from coast to coast to coast. We spoke to four individuals who self-identify as BIPOC and asked about their experiences as franchise owners, and what diversity in franchising means to them.
A&W Food Services Canada
A&W is an iconic Canadian burger chain with more than 1,000 restaurants across the country. Preet Pandher owns nine of those locations in New Brunswick and Newfoundland, and is on track to open four more this year. This is especially impressive because of the speed at which he’s grown, having opened his first restaurant in 2023.
From the beginning, Pandher says, “Mentorship from experienced operators and franchisor leadership was critical. Our Business Manager—our main point of contact with the franchise for all aspects of our business—has worked alongside us since day one. The franchisor focuses heavily on capability and leadership development, ensuring all franchisees have access to the same tools, resources, and opportunities to succeed.”
“Equally important was building a strong internal leadership team from early on. That foundation allowed us scale quickly and sustainably, growing to over 200 employees, nine operating locations, and over $20 million in annual revenue within three years.”
Pandher’s mother is part-owner in his business, and some established employees have also been offered the opportunity to buy a stake in the restaurants where they work. Pandher made an early decision to invite some managers to invest in their own stores, which he says makes sense in terms of connecting to the local community. In Bathurst, N.B. for example, the community is 60 percent francophone, and his former-employee-turned-franchise-partner is bilingual.
Pandher was born and raised in Alberta by entrepreneurial parents who operated independent dry cleaning and gas station businesses. “I saw their struggles and challenges,” he says, and that experience was one reason that he chose to purchase a franchise. “It reduces the number of hats you have to wear, and it comes with instructions when you wear them. The systems have already been created, and A&W offers really good training. I just need to focus on execution and guest experiences.”
“Mentorship from experienced operators and franchisor leadership was critical.”
– Preet Pandher
Something he appreciates is the flexibility to test new ideas in his stores. When he lived in Alberta he worked at an A&W that was open late and used a third-party delivery service. “I brought those ideas to Atlantic Canada,” says Pandher, and they’ve proven successful. Now all his stores offer drive-thru and delivery services 24/7.
As a person of colour, Pandher feels that opportunity, mentorship, and leadership need to be genuine. “Across Canada franchising has evolved to become more inclusive, with systems that allow people from all backgrounds to succeed. Diverse franchisees strengthen brands by bringing new perspectives while operating within consistent, high-performance frameworks.”
Beyond the Classroom
A tutoring business that follows Ontario’s JK to Grade 12 curriculum, Beyond the Classroom’s child-centred approach focuses on the whole student. Academic struggles don’t happen in isolation, and this franchise addresses challenges that impact learning, from self-confidence to anxiety to sleep issues.
“Our programs recognize that success in school is deeply connected to well-being,” says franchise owner Rosemarie Reid-Julien, who works in the school system as a guidance counselor, and was drawn to the franchise because its approach is to see each child as an individual who learns in their own way. “We create a program that is conducive to the needs of each student, providing them with one-on-one instruction that is often missing in today’s schools.”
Tutors are the backbone of the business and are primarily experienced teachers or students attending teachers’ college. Reid-Julien says continuous recruitment and retention strategies are important. Two years ago she was financially able to engage a hiring manager for the initial interviewing, screening. and onboarding of new tutors. This allowed her to focus on connecting with parents, matching students with their ideal tutor, and community outreach and administrative work, putting in 15 to 20 hours each week in addition to her full-time job. New franchisees can expect to put in longer hours, she says, and they don’t need to have classroom experience if they’re willing to learn, adapt, build good relationships, and are community focused.
“Franchising appealed to me because I wanted to build something meaningful while having proven systems and support in place. There is ongoing training, access to resources, and open communication that allows franchisees to share challenges and best practices,” shares Reid-Julien. “This franchisor is very intentional about support, collaboration, and inclusion. For BIPOC franchisees, there is a genuine effort to listen, amplify lived experiences, and remove barriers where possible. “
“This franchisor is very intentional about support, collaboration, and inclusion. For BIPOC franchisees, there is a genuine effort to listen, amplify lived experiences, and remove barriers where possible.”
– Rosemarie Reid-Julien
When she first purchased her franchise six and a half years ago, Reid-Julien says, “I was reluctant to put a picture of myself on the website, because racism is a very real thing. I wasn’t sure if some people might not want to support a Black woman in business. [Founder Cathy Thompson] listened and understood my concerns, and said that the last thing she would want me to do is hide who I am, and that I do not need the business from those who would discriminate against me.”
It’s important for people of diverse backgrounds to get involved in franchising, says Reid-Julien, because “they bring new perspectives, lived experiences, and solutions that better reflect the communities being served.”
Just Like Family Homecare
A business with a purpose, Just Like Family Home Care (JLF) is a female-led certified social enterprise, majority-owned by Canadian charities. Most of its profits are reinvested into its social missions related to Canadian seniors and their families. Franchisees are selected based on values, not just resumes; two-thirds of their franchisees are women.
Franchise co-owners Michelle Clarke and Dr. Nicola Harris both have backgrounds in social work and social services. They learned about JLF through their work with the Afro Caribbean Business Network and were drawn to the franchise based on its shared values and relational approach. While one lives in Brampton and the other in Caledon, after doing their research they decided to purchase their franchise in Guelph. To build visibility and relationships with local stakeholders, the women organized a successful Seniors Fair that brought together organizations and community members, and helped them establish their presence in the Guelph market.
The long-time friends run a consulting firm together, have their own separate careers, and now they’re operating a franchise as well. Clarke and Harris say that as new franchise owners who don’t live in the Guelph community and have no experience in the home care space, they’ve found the training and support provided by JLF invaluable, from the comprehensive initial training and operations manuals to the continuous support helping them launch and scale their business. “JLF’s CEO is very accessible and approachable and has spent countless hours coaching and supporting us,” they share.
“Diversity in franchising means opening the doors wider so more people can take part, lead, and benefit from the franchise world.”
– Michelle Clarke and Dr. Nicola Harris
JLF also provides opportunities for franchisees to network and share best practices, including regular national and provincial calls, workshops, and “buddy system” peer learning. As Black women, Clarke and Harris have appreciated opportunities to meet with other BIPOC franchise owners and discuss specific issues related to being a member of the BIPOC community. “This was very important to us as we have experienced specific challenges that are racially based and it is very helpful to discuss with other franchisors who have had similar experiences. Peer learning is important.”
“Diversity in franchising means opening the doors wider so more people can take part, lead, and benefit from the franchise world,” say Clarke and Harris. “It’s about making sure minority groups who have been left out in the past because of race, gender, immigration status, income or other factors have fair access to owning franchises, taking on leadership roles and getting the support they need. The goal is to change who has access and opportunity, and to make franchising better reflect the communities it serves.”
