Across the country, tradespeople, veterans and even former corporate managers are looking for ways to take the skills they already have and build something of their own. Many aren’t interested in the uncertainty of starting a business from scratch; they want proven systems, back-office support and a clear path to scale. For a growing number, franchising is filling that gap.

And, the numbers back it up. Franchise growth was projected to rise 2.4% in 2025, contributing about $860 billion to the U.S. economy, according to the International Franchise Association. Veterans alone now make up roughly 14% of all franchise owners — a testament to how strongly the model resonates with people who value structure, teamwork and mission-driven work.

Service-based brands, in particular, are riding that wave. Companies like Z PLUMBERZ, redbox+ Dumpsters, Chem-Dry and COOL-BINZ are attracting owners who come from hardworking, blue-collar backgrounds and want a business that aligns with the kind of work they already know: hands-on, community-centered and always in demand.

Beth Toenies, VP of franchise development at BELFOR Franchise Group, says that trend is accelerating — and the people driving it are often those who’ve spent years in the field and now want to build wealth on their own terms. I spoke with her regarding the rise of blue-collar franchise ownership, and what it means for long-term career stability.

What’s driving the trend?

The rise in blue-collar and service-based franchising isn’t happening in a vacuum. It’s being driven by a mix of economic forces and workforce realities that are reshaping how tradespeople think about their long-term careers.

One of the biggest drivers is the ongoing skilled labor shortage. Demand for residential and commercial service work continues to climb, but the supply of trained technicians hasn’t kept pace; creating opportunity for those already in the field. Beth Toenies explained, “There’s a huge demand for quality work, but not enough skilled people to go around… many are rethinking their future.” For experienced tradespeople, the shortage is a sign that they can leverage their expertise into ownership.

The post-2020 labor landscape has added even more momentum. The “great reshuffle,” or people looking for positions that don’t just pay the bills, but that they are fulfilled by, pushed many to reevaluate what they want from their work life. After years of navigating unpredictable schedules and employer-driven priorities, Toenies says many of these individuals realized “they want more control over their schedule, their income and their long-term path,” prompting them to explore business ownership in a way they may not have considered before.

For tradespeople who understand operations, logistics and customer service, franchise ownership offers the chance to step into a business with a solid foundation rather than starting from zero. Proven operating systems, established marketing platforms and built-in recruiting support reduce the risks that often deter would-be entrepreneurs. According to Toenies, that’s exactly why so many are choosing service-based brands within BELFOR Franchise Group — it allows them to take the skills they’ve spent years honing and “plug them into a proven model” backed by ongoing support.

In a tight labor market, these advantages are especially appealing. Workers who’ve spent their careers answering service calls are now seeing a viable pathway to owning the company that dispatches them.

So, why are blue-collar workers a good fit for franchise ownership? According to Toenies, “Tradespeople tend to have instincts you can’t just teach overnight. They know how to work hard, get the job done right, and solve problems on the fly.”  Tradespeople are accustomed to solving problems in real time. Whether it’s diagnosing a failing water heater or coordinating a multi-day mechanical install, they’re used to assessing variables quickly and making the decisions that keep work moving. “In a franchise system, that experience gives them a real head start. Former technicians often reach profitability faster because they already know how to deliver great work and lead a team that does the same.

Veterans and franchise ownership

According to VetFran, veterans make up about 14% of all franchise owners nationwide. Why is that? Veterans are often a particularly strong fit for service-based franchises, in part because the traits that they honed in the military — discipline and mission-focused leadership to name a few — translate directly to business ownership. They enter the franchise system accustomed to following structured procedures, holding themselves and their teams accountable, and executing tasks efficiently even under intense pressure.

“If you think about it, it runs on the same principles they’re used to: a clear mission, strong leadership, teamwork and proven processes. They know how to follow a system, make quick decisions and lead people toward a common goal. That’s exactly what owning a franchise is all about.”

Servant leadership is another key advantage. Veterans often lead by example, modeling the behaviors they expect from their teams while keeping the organization focused on a common goal. Cohesion and teamwork, second nature in military units, carry over to the workplace, allowing veteran franchisees to quickly build and maintain motivated, high-performing crews. As Toenies explains, “Veterans know how to lead by example and keep their teams focused on the mission.”

This combination of discipline, operational savvy, and leadership experience allows veteran franchisees to hit the ground running. They are not just owners; they are managers, mentors, and standard-bearers who can instill a culture of accountability and excellence from day one. In service-based industries where customer satisfaction and consistent quality drive growth, these qualities often translate into stronger performance, higher retention, and faster paths to profitability.  

The biggest misconception

Despite its reputation, franchise ownership is far from a “set it and forget it” solution. Many aspiring owners assume that buying into a proven brand guarantees instant success, but the reality is much more nuanced. “While the systems, marketing and operations support are there, franchise owners still need to be engaged every day, managing people, driving quality and building the reputation of the business in the community.”

Systems, marketing, and operational support exist to guide them, but they do not replace active leadership. For technicians transitioning from the field, this often means a steep learning curve: shifting from completing jobs to managing a business, leading teams, and driving growth.

The first year is particularly transformative. As Toenies notes, “Our best-performing franchisees move from technician to business leader within the first year.” This shift requires hands-on involvement, strategic decision-making, and a commitment to mastering business fundamentals — the same diligence that drives long-term success in any service-based enterprise.

In short, franchising offers a framework for success, but it is not a shortcut. It rewards those willing to work hard, adopt new skills, and embrace the responsibilities of ownership.

For tradespeople weighing the leap from employee to business owner, success in franchising often starts with clarity and preparation. Toenies emphasized that prospective franchisees need to be intentional about what they want their business to become.

The first question is simple: Do you want to remain hands-on in the field, or do you want to build a business that can operate without you managing every job? Your answer shapes the type of franchise you pursue, as well as how you allocate time, hire staff, and prioritize responsibilities.

Equally important is recognizing the value of systems. Toenies explained, “As a tradesperson, you’ve probably mastered your craft. As a business owner, you’ll need to direct your focus toward leading your team, sales, and operations.” Franchising provides the tools, training, and operational frameworks to bridge that gap, but success requires engaging with them fully. Understanding processes, marketing, recruiting, and workflow management is as essential as technical skill in the field.

Finally, she stressed the importance of leveraging the franchise network itself. Support systems, training programs, and coaching are there to ensure no owner feels isolated, especially in the first year. By bringing a strong work ethic, a pride in your craftsmanship and – perhaps most importantly – a willingness to learn, tradespeople can maximize the resources available and accelerate their path to profitability. As Toenies noted, “If you bring your work ethic, pride, and willingness to learn, our comprehensive training programs and ongoing business coaching are designed to set you up for success.”

Ultimately, the transition from employee to franchise owner is about mindset as much as mechanics. Tradespeople who embrace leadership, systems, and the full scope of business management are the ones who not only survive but thrive — turning years of field experience into a sustainable, scalable business.