Mandates, outcomes and the parts that went wrong
Client names are withheld where the engagement is under confidentiality. Every number below comes from client-reported data at the close of the mandate.
Four mandates in detail
South Indian QSR chain — 6 outlets to 74 in 31 months
The brief was aggressive national expansion. Our diagnostic found kitchen output varied 22 percent between outlets because prep was not standardised, so we spent the first two months on a central prep specification before touching the franchise structure.
We designed a FOFO model with a mandated commissary supply, built the agreement and manuals, and ran the first two partner cohorts. The network reached 74 units with a median unit payback of 16 months. Nine units closed in the period, seven of them from the first cohort signed before the commissary was fully operational.
Diagnostics collection network — regulated FOCO rollout
A pathology brand wanted franchise collection centres, but clinical liability sat with the brand regardless of who owned the unit. FOFO was the wrong answer and we said so in week three.
We structured a FOCO model where partners fund the site and the brand employs the phlebotomist and centre staff. Forty-one centres opened across two states. Partner returns were funded from unit contribution rather than promised as a fixed yield, which is why none of the returns were renegotiated in year two.
Apparel retailer — the mandate we recommended against
A regional apparel brand with eleven outlets asked for a 200-store franchise plan. Our unit economics showed store contribution was positive only because inventory was funded on 120-day credit that a franchisee would never receive.
We recommended against franchising and delivered a remediation list covering inventory turns, markdown discipline and vendor terms. They returned nineteen months later with corrected numbers, and the system build is now in its documentation phase.
Preschool network — master franchise for two states
The client had a strong academic model but no capacity to manage distant units. We structured master franchise rights for two states with opening-schedule obligations and an academic governance overlay the master could not dilute.
Thirty-eight centres opened in 26 months. One master territory underperformed its schedule by 40 percent; the enforcement clause we drafted allowed a renegotiated schedule rather than a costly termination, which is the outcome the client wanted.
In their words
They told us not to franchise. It was the most expensive advice we ever received for two and a half lakh, and it saved us a great deal more.
Founder
Regional apparel retailer · Ahmedabad
Your mandate starts with a diagnostic
Bring twelve months of outlet data and we will tell you what is franchisable, what is not, and what it would take.