A Day in the Life of a Franchise Owner

If you’re kicking the tires on starting a franchise, you may have asked yourself what a day in the life of a franchise owner looks like. It’s often assumed that it’s like running any business, but the reality is that it is pretty different, and there is even more nuance depending on what type of franchisee you are.

In this guide, we’ll walk you through a day in the life of a franchise owner, broken down by franchisee type, with real insights from real franchisees to help you better understand what to expect.

A Day in the Life of a Franchise Owner

A day in the life of a franchise owner tends to look like this:

While the backbone is common, what changes the most is how much of it you personally touch. A first-time owner might be on the floor all day, while a multi-unit operator (who can’t be in dozens of places at once) is reviewing key performance indicators (KPIs) with a director of operations (DOO) or scouting news sites. There are many variables at play, but here’s how a typical week shifts by owner archetype.

Franchise Owner Daily Schedule Comparison Example*

*Ranges are directional, not guarantees. They reflect estimated averages across concepts and owner interviews.

The First-Time Owner

Typical day in the life:

• In the store almost every day, often 8–10 hours.
• Learning by doing: everything from payroll to mopping floors.

Best fit for: Hands-on owners who want full control and are ready to lead by example alongside their team.

The Semi-Absentee Owner

Typical day in the life:

• Works another job while owning a franchise.
• Depends heavily on a general manager for daily operations.
• Works 3–4 hours per day reviewing reports, checking in, and handling issues by exception.

Best fit for: Investors seeking supplemental income or long-term asset building.

Case Study: Tyler Clinton (Bruster’s, Torrance, CA)

Tyler owns a Bruster’s ice cream franchise in Torrance, CA, while maintaining a separate full-time job. His experience proves that franchise ownership doesn’t mean abandoning your current career, nor do you have to dedicate your entire day to it. However, it isn’t entirely hands-off and will require smart systems and effective labor delegation.

“Every week, I’ll stop by the shop and bring my kids. That’s become something I know they’ll remember—‘We used to go to Bruster’s every week with Dad.’ It’s part of the community now, and it’s a cool thing to show off a little.”

Tyler’s Daily Schedule

Tyler says his success stems from hiring a strong in-store lead who handles the day-to-day operations. “It’s supplemental income now–we cover the family property mortgage and invest the rest for the long term.” He says that his store generates consistent profits while requiring minimal direct involvement from himself.

Tyler’s Key Systems

• Documented procedures for all operational tasks
• Trusted manager with hiring and scheduling authority
• Clear escalation protocols for issues requiring owner involvement
• Regular peer network consultations for best practices

The Hands-On Single-Unit Owner

What they’re like:

First-time owners are usually in the field with their employees. They’re on site 5.5 to 7 hours per day, often doing a little bit of everything: payroll, scheduling, customer service, maybe even mopping the floors after close. The work is very hands-on, sometimes humbling, but almost always rewarding in a unique way because they’re also engaged in the fastest way to understand the business.

Best fit for: Career changers or entrepreneurs who want control and independence and are willing to work long days upfront to build a foundation.

Case Study: John Jack (Bruster’s, Richmond, VA)

John Jack spent over 30 years in the food industry before purchasing two Bruster’s stores in Richmond, VA. What appealed to him was the stability he could achieve by leveraging his existing industry knowledge and experience.

“I think it's buying an opportunity with whatever segment you're in, and then you have to look at how you implement the strategies that they provide... Bruster’s particularly gives real options.” John Jack

As a first-time franchisee, John took a hands-on approach while establishing a structured team. He works about 4.5 to 5 hours per day, splitting time between 3 to 3.5 hours in the stores and 1.5 to 2 hours on administration. He’s focused on giving employees the tools to succeed and mentoring the 75–80 young staff who rotate through his shops yearly.

John’s Daily Schedule

John says, “I think it’s buying an opportunity with whatever segment you’re in, and then you have to look at how you implement the strategies that they provide.”

John’s Key Systems

• Three-tier management: GM → store managers → assistants
• Seasonal menu rotation to fight seasonality
• Tech reinvestments (DoorDash, kiosks, drive-thru modernization)
• Staff mentorship and empowerment as a cultural cornerstone

The Multi-Unit Operator

What they’re like:

Multi-unit operators are much more like CEOs in how they manage their business. They rarely get hands-on simply because they have to pull back and manage multiple locations, unlike single-unit operators, who will be very hands-on. They spend more time on sites, leaders, dashboards, and capital. Store operations live with managers and area leaders. The job is based on building a network that can stand independently.

Common challenges: Hiring enough good people, keeping culture consistent across locations, delegating instead of grabbing the wheel, and managing a web of locations.

Best fit for: Owners who think in systems, enjoy building leaders, and want scale.

Case Study: Al Rodriguez (Sport Clips, Western PA & NE Ohio)

Al Rodriguez spent decades in corporate sales before deciding to leave the rat race and take a stab at franchising his own businesses after landing a $65 million contract for his company, only to end up in a six-month battle over commissions.

“I was kind of done with corporate America. I wanted to do what was right, and I didn’t get treated the way I wanted to be treated. The values at Sport Clips really resonated with me. I took my first commission check and put it down on five licenses.” - Al Rodriguez

Al’s Daily Schedule

Al’s Key Systems

• Build manager-led teams
• Promote from within
• Stick to the systems that work
• Lean on peers: “It’s kind of like a brotherhood of people who wear red and the Sports Clips logo. Some of my best friends work for Sports Clips.”

Common Success Factors Across All Scales

No matter the industry or unit count, top-performing owners tend to run their business on virtues like discipline, development, and staying close to a working playbook. As Bill Riff, a former air traffic controller turned owner of 4 Sports Clips locations in Lancaster, PA, puts it, “Whether it’s 30 planes into 17 airports or four stores, it’s the same: prioritize the critical few and run the plan.”

What They All Get Right

Discover What A Day in Your Life as a Franchise Owner Could Be

A day in the life of a franchise owner looks different for everyone. You might be hands-on at a single location, balancing ownership with another career, or running multiple units with a leadership team. What’s consistent is that the right franchise shapes your daily routine, financial outcomes, and long-term lifestyle.

Franchise.com makes it easier to find the right fit. We connect aspiring owners with brands that match their goals and values because choosing a franchise isn’t just buying a business; it’s entering a partnership that can last decades.

If you’re ready to see what your day in the life of a franchise owner could look like, start with Franchise.com and find the opportunity that fits you best.

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