Who We Serve · Franchises
Franchise finance has rules a standalone business doesn’t — royalties and fees off the top, franchisor reporting standards, and unit economics that make or break expansion. We keep FDD-aware books and build the per-unit visibility that tells you whether to open the next location.
Franchise accounting means keeping books that correctly handle royalties and marketing fees, map to the franchisor’s chart of accounts and reporting standards, and track profitability per unit — then turning that into the unit economics and cash visibility that drive expansion decisions. The franchisor’s Item 19 is a benchmark, not your numbers; clean per-unit books are what tell you your real economics.
We handle the bookkeeping and tax, and give multi-unit operators the consolidated-yet-per-unit view they need to grow profitably.
The segments within this space we work with — each with its own financial texture.
First-location franchisees getting the books, royalties, and tax right — and learning their true unit economics.
Owners of several units who need per-unit P&Ls plus consolidated reporting, and shared overhead handled correctly.
QSR and restaurant franchises with food cost, labor, and inventory as the core margin drivers.
Membership and prepaid revenue, deferred revenue, and churn — a subscription-style model.
Trampoline parks and FECs with capital intensity, event deposits, and seasonality.
Preschool and tutoring franchises with prepaid tuition, enrollment, and staff-ratio economics.
The attributes a generalist bookkeeper misses — and that shape how a franchise should be accounted for.
A percentage off the top that has to be tracked and reconciled against the franchise agreement.
Books that map to the franchisor’s required chart of accounts and reporting cadence.
Per-unit profitability — the number that actually tells you whether to expand.
Per-unit P&Ls with shared overhead above, and a clean consolidated view.
The franchisor’s benchmark — useful, but not a substitute for your own clean books.
Deferred membership, prepaid tuition, or event deposits, depending on the concept.
The measures that tell an operator whether the units — and the expansion — actually work.
Want the deeper how-to, not the service?
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A 20-minute call, no obligation. We’ll tell you honestly whether we can help — and what real unit economics would change for your next expansion decision.
Talk to an expertFranchises carry royalties and marketing fees off the top, have to map their books to the franchisor’s required chart of accounts and reporting, and live or die on per-unit economics. A generalist who ignores the franchise agreement and reports only blended numbers misses what actually drives a franchise business.
Yes. Multi-unit operators need a per-unit P&L for each location, shared overhead handled correctly above the units, and a clean consolidated view — so you can see which units work and whether to open the next one. Reading only consolidated numbers hides the units that are struggling.
Yes. We structure the chart of accounts and reporting to match your franchisor’s standards, so franchisor reporting is straightforward and your internal management view still gives you real unit economics.
Yes — food and beverage, wellness and fitness, entertainment and experiential, and childhood education franchises each have distinct revenue models, and we have dedicated expertise and resources for each.