Multiple units, multiple sets of books, a franchisor on one side and a lender on the other, and you in the middle holding all of it. Most advisors treat that like one business with extra locations. It isn't. It's a small platform with its own structure, its own financing rhythm, and its own way of eventually being sold. We work with multi-unit owners across that whole arc — because it's the arc we're on ourselves.
Franchisees running two or more units — and thinking about the next one. The math that got you your first location doesn't answer the questions you have now: how the entities should be arranged as the count grows, how to finance the next acquisition without over-leveraging the ones you have, how much of your net worth should sit inside a single brand, and what it will take to one day sell a portfolio rather than a job. If your whole picture is a stack of LLCs, a franchisor agreement, an SBA note or two, and a personal guarantee tying it all back to you — you're who this page is for.
Every unit you add multiplies something — books, payroll, sales tax across jurisdictions, another guarantee, another line on the balance sheet. Left alone, that complexity quietly costs you: tax you didn't need to pay, entities structured for the first unit instead of the tenth, financing that made sense in isolation and doesn't in aggregate. We run the whole platform as one financial system — the same integrated model we bring to every owner, applied to the specific shape of a multi-unit operation.
Two relationships define franchising and most advisors understand neither: the franchisor and the lender. The franchise agreement governs what you can sell, to whom, and on what notice — including the franchisor's approval rights and, often, a right of first refusal when you exit. The financing side governs how fast you can grow and how exposed you are if one unit softens. We keep both in view when we plan, so growth decisions and exit decisions are made with the actual rules of your system on the table — not discovered at the worst moment.
And because most of your net worth is concentrated in one brand, in one industry, tied to your own personal guarantees, the outside picture — your investments, your household liquidity, your personal plan — has to be built around that concentration honestly. That's the ordinary KFG work. It just matters more when the concentration is this sharp.
How the LLCs, any holding company, and the operating agreements are arranged as you scale — for liability, for tax, and for the day a buyer or the franchisor looks at how it's all put together. Structured for the platform you're building, not the single store you started with.
Clean, consolidated numbers across every unit — the source of truth that tax, financing, and valuation all stand on. Run by the same team, so the picture is one picture and not a reconciliation project every quarter.
Modeling the next unit before you sign — how it's financed, what it does to your total leverage and your guarantees, and whether the timing serves the platform or just the opportunity. We help you see the whole balance sheet, not one deal in isolation.
Entity elections, owner compensation, and multi-jurisdiction exposure worked year-round. The more units and the more states, the more the choices made quietly in structure decide what you keep.
Your household plan built around the reality that your wealth is concentrated in one brand and pledged against your own signature. Distribution, savings, and personal liquidity decisions made with the operating reality of the units in view.
A multi-unit exit is its own animal — franchisor transfer approval, buyers who have to be approved operators, and valuation mechanics that reward a portfolio built to run without you. We do that work early, and it connects directly to our Transition practice.
Running multiple units and wondering what the whole thing is really worth? Let's talk.
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