Franchisors Lift the Lid on ‘Talking Money’ with Prospective Franchisees.

Franchisors from the UK and US have offered a rare, behind-the-scenes look at how they handle one of the most sensitive topics in recruitment: money.

In a recent webinar hosted by Smappen and led by Phil Mowat of Ashtons Franchise, franchisors Jenna Wilson (Little Dreams Consulting) , Lee A. Park (Augusta Lawn Care) and Stephen Hopper (Plan Burrito) shared how they approach discussions around costs, earnings and financial expectations with potential franchisees – revealing a careful balance between transparency, education and ethical responsibility. Watch a recording of the session below.

Shifting the Focus from Price to Value

A central theme of the discussion was the need to shift focus away from headline numbers to the long-term value that franchisees will get.

Phil started by saying, “Prospective franchisees often lead with ‘How much will I make?’,” “But the real goal is finding people who are buying into the brand and its story – not just making a decision based on £25,000 versus £50,000.”

For many franchisors, that means introducing financial information early, but not leaving out the context. Jenna Wilson explained that her business shares costs upfront through a brochure. Thus ensuring candidates understand both the investment and what they receive in return.

“Most people don’t really understand franchising,” she said. “It’s about education first – helping them see the value before focusing purely on price.”

Different Markets, Different Approaches

The webinar also highlighted key differences between markets. In comparison with the UK, US franchise systems are governed by stricter disclosure requirements. Therefore detailed financial data is usually publicly accessible.

Lee A. Park explained that many American brands publish their figures through platforms such as the “Franchise 500,” making transparency unavoidable.

“Our numbers are already out there,” he said. “If someone asks, we’ll always answer directly – but the real conversation is about why that investment makes sense and whether it aligns with their goals.”

In contrast, UK franchisors operate with fewer legal requirements, placing greater emphasis on self-regulation and ethical practice.

Affordability and Accessibility

For Stephen Hopper, who operates in the food and beverage sector, being open about costs is actually a competitive advantage.

“We never hide the figures,” he said. “People often assume franchising is out of reach, but when they understand financing options and total investment levels it becomes far more accessible.”

He added that showing the full financial picture, including funding options and realistic ways to get started, can help bring in candidates who might otherwise rule franchising out altogether.

Managing Expectations Around Earnings

When it comes to earnings, all three speakers agreed on one thing: avoid making promises.

Instead, franchisors rely on averages, projections and real-world examples to help candidates build their own financial understanding.

“In the US, we can’t say ‘this is what you’ll make,’” Lee explained. “But we can share averages, benchmarks and connect prospects with existing franchisees.”

Jenna agreed with this cautious approach, noting that many candidates require guidance even with basic financial concepts.

“Some people are coming from employment and have never thought about working capital or cash flow,” she said. “We take a slow, educational approach to help them understand what’s realistic.”

The Role of Existing Franchisees

One of the most powerful tools in the process is peer validation. In the US in particular, prospective franchisees are encouraged – or even required – to speak directly with current operators.

“It’s part of the vetting process,” said Lee. “We want them to hear the reality from people already in the system. And equally, our franchisees help us assess whether the candidate is a good fit.”

This two-way process helps protect the brand’s culture while also making sure candidates are properly informed before they decide.

Beyond Profit: Purpose Still Matters

While financial return is a primary motivator, particularly for investors, the panel highlighted that not all franchisees are just driven by profit.

In sectors such as childcare and education, purpose and ‘making a difference’ can play a significant role.

“People do want to make money,” Jenna said. “But they also want flexibility, purpose and something they can be proud of.”

A Delicate Balance

Ultimately, the webinar showed just how tricky financial conversations in franchising can be. Focusing too much on earnings can create unrealistic expectations, while not being open enough can put serious candidates off.

As Phil concluded, the key lies in balance: “It’s about being ethical and professional – giving people enough information to make informed decisions without overpromising.”

For franchisors looking to grow, getting that balance right can be just as important as the numbers.