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Tag: investment

  • US Tech Giants Race to Spend Billions in UK AI Push

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    Microsoft and Nvidia have unveiled plans to invest up to $45 billion dollars into the UK economy, in a move that will bolster the building of more data centers as well as research and development into artificial intelligence.

    The investment comes as US President Donald Trump travels to Britain, where he is expected to announce a US-UK tech deal alongside UK prime minister Keir Starmer.

    As part of the agreement, Microsoft has committed to invest $30 billion in AI infrastructure over the next four years. The company claims this is the largest financial commitment it has ever made in the UK and will make up more than two thirds of the total investment announced into the UK this week, timed to Trump’s visit.

    “We are focused on British pounds, not empty tech promises,” Brad Smith, Microsoft’s vice chair and president, told journalists in a virtual briefing ahead of the announcement today. “We will be good for every cent of this investment.” Half of the money will go to capital expansion— “all new money, all new investments,” Smith claimed—whereas the other half will go to efforts like a partnership with the data center business Nscale, to finance and use its facilities.

    Nvidia, for its part, has pledged to spend up to $15 billion on AI-related R&D efforts in the UK. The chipmaker will not invest directly into building out the infrastructure, instead acting through its partners CoreWeave and Nscale.

    This announcement comes alongside a new joint venture from Nvidia, Nscale, and OpenAI today, which plans to “strengthen the UK’s sovereign compute capabilities” through an AI infrastructure partnership called Stargate UK. OpenAI CEO Sam Altman and Nvidia CEO Jensen Huang traveled with Trump to the UK during his state visit this week.

    “Stargate UK ensures OpenAI’s world-leading AI models can run on local computing power in the UK, for the UK,” said OpenAI in a statement. OpenAI will provide up to 8,000 GPUs in the first quarter of 2026 with the potential to scale to 31,000 GPUs over time. As part of the agreement, OpenAI says Nscale is set to significantly expand its capacity across a number of sites in the UK, including Cobalt Park in Newcastle, which will be part of a newly designated AI Growth Zone in the North East.

    “This historic commitment from Nscale shows how the UK can build the future of AI, together with our partners from the US,” Nscale CEO Josh Payne said in a statement. “It’s only by building world-class AI infrastructure that we will stay competitive in the global race.”

    When asked to characterize Microsoft’s relationship with Nscale, Smith said simply, “we write the check, and they spend the money.”

    Smith was quick to claim that the company did not get a request from the Trump administration to make an investment announcement. “We have had many conversations with the UK government, including with folks at Number 10, as you would expect, and those have been going on for months,” he said.

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    Natasha Bernal

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  • Trump wants to end a half-century-old mandate on how companies report earnings | Fortune

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    President Donald Trump wants corporations to “no longer be forced” to report earnings every quarter.

    In a Truth Social post on Monday, he said companies should instead only be required to post earnings every six months, pending the U.S. Securities and Exchange Commission’s approval. This change would break a quarterly reporting mandate that’s been in place since 1970. 

    “This will save money, and allow managers to focus on properly running their companies,” Trump wrote.

    Trump added that China has a “50 to 100 year view on management of a company,” as opposed to U.S. companies required to report four times in a fiscal year. China’s Hong Kong Stock Exchange (HKEX) allows companies to submit voluntary quarterly financial disclosures, but only requires them to report their financial results twice a year.

    During his first term, Trump publicly asked the SEC on X, then still known as Twitter, to study shifting company disclosures from a quarterly to semiannual basis, stating business leaders felt less frequent reporting would allow for greater flexibility and long-term planning. 

    He told reporters at the time that he got the idea from CEOs.

    “It made sense to me because, you know, we are not thinking far enough out,” Trump said in 2018. “We’ve been accused of that for a long time, this country. So we’re looking at that very, very seriously.”

    No change came from the SEC.

    A revived debate

    “President Trump has revived an old idea emphasizing the costs of quarterly filings, the distraction from long-term goals, and how they reinforce Wall Street’s obsession with beating short-term expectations,” Usha Haley, a professor at the Barton School of Business at Wichita State University, told Fortune.

    For his part, SEC Chair Paul Atkins has explicitly called for more transparency as he’s taken control of the regulatory body this year.

    But companies keep pushing back. Last week, the San Francisco-based Long Term Stock Exchange said it planned to petition the SEC to end its quarterly reporting requirement. The exchange lists companies focused on long-term goals.

    Critics of the move argue that it might reduce transparency for investors.

    Chad Cummings, a CPA and attorney at Cummings & Cummings Law, told Fortune semiannual reporting enables companies to hide “red flags” like deteriorating cash flows or abrupt changes in auditor language, which can lead to unsavory practices like concealment of liquidity crises, accounting fraud, and whistleblower retaliation.

    “Removal of quarterly earnings sabotages valuation models and tilts power to insiders,” Cummings, who has active bar admissions in the U.S. Tax and Bankruptcy courts, added.

    SEC approval would face internal resistance, statutory barriers, and potential litigation, as the SEC’s investor protection mandate requires “reasonably current” disclosure, Cummings said.

    If regulators stopped requiring companies to report earnings every quarter without having clear legal authority, the decision could be challenged in court under the Administrative Procedure Act, a federal law that governs how U.S. administrative agencies create regulations, he warned.

    Meanwhile, Haley also said Trump’s nod to China’s financial disclosure mandates misses the point.

    “The United States is not China,” she said. “Our markets derive their strength and global dominance through transparency, investor protections, and a long tradition of disclosures… Weakening those guardrails, while invoking efficiency risks, undermines investors’ confidence, the foundation of U.S. capital markets, which China does not have.”

    Fortune Global Forum returns Oct. 26–27, 2025 in Riyadh. CEOs and global leaders will gather for a dynamic, invitation-only event shaping the future of business. Apply for an invitation.

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    Nino Paoli

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  • Convenience Giant RaceTrac Bets Big on Sandwich Chain | Entrepreneur

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    Atlanta-based convenience store operator RaceTrac has agreed to acquire fast-casual sandwich chain Potbelly Sandwich Works in an all-cash transaction valued at approximately $566 million. The deal is expected to close in the fourth quarter of 2025, pending regulatory approvals and other closing conditions, according to Potbelly.

    Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

    Ambitious growth plan

    Potbelly, founded in Chicago in 1977, ranked # 336 on the 2025 Franchise 500 and currently operates about 445 locations across the United States, with a mix of company-owned and franchised units. Under the new ownership, the brand has set its sights on a much larger footprint, with ambitions of growing to 2,000 stores nationwide. In recent years, Potbelly has worked to modernize its operations through updated menu items, refreshed store designs, stronger digital ordering channels and investments in operations and support systems.

    RaceTrac, a family-owned business, operates more than 800 RaceTrac and RaceWay convenience stores across 14 states, in addition to approximately 1,200 Gulf-branded sites it acquired in 2023. The company has emphasized that Potbelly will keep its distinct identity after the purchase, while benefiting from RaceTrac’s experience in real estate, marketing and food innovation.

    Why RaceTrac is making this move

    For RaceTrac, the acquisition marks a strategic push deeper into food service. Convenience retailers have increasingly looked beyond fuel sales and packaged goods, recognizing that prepared food and beverages deliver stronger margins and customer loyalty. By adding a recognizable restaurant brand, RaceTrac can diversify its revenue, attract new customers and compete with other convenience chains that have leaned into fresh food.

    Potbelly brings a well-known national name and a menu that fits neatly into RaceTrac’s existing retail footprint. It also provides a franchising platform that RaceTrac can leverage to grow outside its traditional Southeast U.S. stronghold. The company has already shown an appetite for expansion with its 2023 Gulf acquisition, and Potbelly gives it another avenue for growth at a time when scale and brand recognition are critical in the quick-service segment.

    Related: Anna Harman explains how her company has reimagined ear piercings and jewelry for Gen Z and millennial customers.

    A broader trend

    The agreement is the latest in a series of major moves reshaping the sandwich and fast-casual franchise landscape. In 2024, private equity giant Blackstone acquired a majority stake in Jersey Mike’s in a deal estimated at roughly $8 billion, including debt.

    Also in 2024, Roark Capital purchased Subway, one of the world’s largest restaurant chains by unit count, in a deal worth nearly $10 billion.

    And in 2021, Restaurant Brands International (the parent company of Burger King, Tim Hortons and Popeyes) purchased Firehouse Subs for $1 billion.

    Taken together, these transactions highlight a clear trend: Established but evolving restaurant brands are becoming attractive targets for large investors and strategic buyers. The Potbelly-RaceTrac deal adds a new dimension, as it marks not another private equity purchase but a convenience retailer moving deeper into the restaurant business — a signal that new types of buyers may increasingly shape the future of franchising.

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    Carl Stoffers

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  • High-speed rail project slated to received $20 billion in state funding

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    California’s high-speed rail project is slated to receive $1 billion a year in funding through the state’s cap-and-trade program for the next 20 years — a relief to lawmakers who had urged the Legislature to approve the request as billions of dollars in federal funding remain in jeopardy.

    State leaders called the move, which is pending a final vote from the Legislature, a necessary step to cementing investments from the private sector — an area of focus for project officials. And the project’s chief executive, Ian Choudri, said the agreement is crucial to completing the current priority — a 171-mile portion from Merced to Bakersfield — by 2033.

    “This funding agreement resolves all identified funding gaps for the Early Operating Segment in the Central Valley and opens the door for meaningful public-private engagement with the program,” Choudri said in a statement. “And we must also work toward securing the long-term funding — beyond today’s commitment — that can bring high-speed rail to California’s population centers, where ridership and revenue growth will in turn support future expansions.”

    The project was originally proposed with a 2020 completion date, but so far, no segment of the line has been completed. It’s also about $100 billion over the original $33 billion budget that was originally proposed to voters and has received considerable pushback from Republican lawmakers and some Democrats. The Trump administration recently moved to pull $4 billion in funding that was slated for construction in the Central Valley; in turn, the state sued.

    Still, advocates of the project believe it’s crucial to the state’s economy and to the nation’s innovation in transit.

    “We applaud Governor Newsom and legislative leaders for their commitment and determination to make High-Speed Rail a success,” former U.S. Secretary of Transportation and Co-Chair of U.S. High Speed Rail Ray LaHood said in a statement. “The agreement represents the most important step forward to date for this transformational project.”

    State Sen. Dave Cortese (D-San Jose), who chairs the Senate’s Transportation Committee, said the Legislature “must act quickly to pass this plan and keep California on track to deliver America’s first true high-speed rail.”

    Construction on the project has been limited to the Central Valley. Choudri has said that the project could take decades to connect the line from Los Angeles to San Francisco and it’s unclear when construction would begin elsewhere in the state. A recent report from the authority proposed next alternatives for the project that would connect the Central Valley to Gilroy and Palmdale. In those scenarios, regional transit would fill in the gaps to San Francisco and Los Angeles.

    L.A.-area lawmakers recently requested an annual $3.3-billion investment in transit from the state’s cap-and-trade fund, acknowledging that although high-speed rail is a state priority, L.A. County should not be overlooked when it comes to increasing more immediate transit investments in the state’s most populous county. Citing equity, health and climate needs, the delegation pushed for greater investment in bus, rail and regional connectors.

    According to a recent report from the Southern California Assn. of Governments, L.A. County accounts for 82% of Southern California’s bus ridership. Although public transit use is high, lawmakers and transit leaders have said that expansion and improvements are necessary.

    “Millions of Los Angeles County residents already depend on Metro bus and rail, Metrolink, and municipal operators. Yet service has not kept pace with need: transit ridership is still 25-30% below pre-pandemic levels, even as freeway traffic has nearly fully rebounded,” the delegation’s letter stated. “Without significant investment, super commuters from the Valley, South LA, and the Inland Empire remain locked into long, expensive car trips.”

    Funding commitments for L.A. County transit were maintained from the last budget, but the delegation’s request for billions in cap-and-trade funds has yet to come through.

    “The state budget deal in June 2025 restored $1.1 billion in flexible transit funding from the GGRF, which benefits transit operations statewide, including L.A. County,” Sen. Lola Smallwood-Cuevas’ (D-Los Angeles) office said.

    Smallwood-Cuevas said the point of the request was to ensure that transit needs of the Los Angeles region aren’t lost.

    “We recognize what it means when folks in L.A. County get out of their cars and onto public transit — that is the greatest reduction that can happen,” she said. “We fully intend to see an opportunity where we can address some of that ridership and look at ways to ensure an equitable opportunity that invests in our regional transit public transit, while we also work to build what I call the spine of our transit, a high speed rail program that will run up and down the state and connect to our regional public transit arteries.”

    State Sen. Henry Stern (D-Los Angeles) said that the state’s investments toward wildfire recovery in Pacific Palisades and Altadena “does not mean that you should leave the largest segment of drivers anywhere in the world languishing in traffic forever.”

    “It’s not that there’d be nothing [for transit funding],” Stern said. “It’s just that we think there should be more.”

    The Los Angeles area isn’t facing the same state funding hurdle of the Bay Area, where lawmakers have scrambled to obtain a $750-million transit loan, warning that key services like BART could be significantly affected without the funds.

    Roughly $14 billion has been spent on the high-speed rail project so far, which has created roughly 15,000 jobs in the Central Valley. Theoretically, the train will eventually boost economies statewide.

    Eli Lipmen of MoveLA believes that the investments will help transit in the Los Angeles region by expanding access, long before there’s a direct high-speed rail connection.

    “Wer’e building an incredible transit system with LA Metro, but we need that regional system to get out to Orange County, San Bernardino, Riverside, Ventura County,” Lipmen said.

    “So we’re making those investments even if high-speed rail doesn’t come here right away to improve those connections for constituents. That’s a good thing.”

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    Colleen Shalby

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  • Is Your Business Ready to Franchise? Here’s How to Tell. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    It’s not enough to have a great business idea that you think can be scaled up and replicated as a franchise. Your great idea must be a proven success, with a track record spanning at least a year. The whole idea of buying a franchise is that the company has figured things out and made most of the mistakes already, so you don’t have to. The McDonald brothers had a winning new idea for serving hamburgers quickly and inexpensively, but what if they had just started franchising their restaurant without first coming up with a consistent menu and processes that would succeed anywhere a restaurant was built? Instead of buying franchise rights from the brothers, Ray Kroc might have passed right by them and looked for another golden opportunity.

    Not every business is going to go from a successful independent to a thriving franchise. The best way to determine if your business is franchisable is to bring in an experienced third party who can meet with the founder and conduct a comprehensive assessment to evaluate the business’s viability. Passing that test is the first step in a lengthy and detailed process.

    My story is very different from others in the franchise industry; I was raised in it. My dad, Roy Titus, started Minuteman Press, and I worked there for years before the two of us started Signarama. I was 23 years old, running a sign shop on Long Island for a year and then we opened another location in Florida to prove it could work outside New York. We founded Signarama with a plan to start franchising once we proved the business model worked and learned a lot of the lessons needed to franchise.

    Even with all I already knew about franchising, it still took about three years before we could consider Signarama a successful franchise. Here’s some of what I’ve learned:

    Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

    Document everything

    Write down how you did everything, who was in charge, problems that arose and how you solved them — anything that goes into the operation. This will ultimately lead to the creation of an owner’s manual and training agenda.

    Don’t DIY it. Bring in an experienced executive or team. You will need a new website, audited financials, and an understanding of a myriad of issues: how to sell locations to franchisees; how to train, set up, and support them; how to collect royalties and so much more. It can be overwhelming if you don’t hire someone to help walk you through it all. It can take 90 to 180 days for an outside company to complete the process from start to finish—and a full year if you try to figure everything out and do it yourself. Even then, it may not be right.

    Know your numbers and your market. As you monitor your business for franchise potential, make sure you have a strong profit and loss statement to show. Research your competitors and find out what differentiates you from them. This is another good reason to work with an experienced team; they can assist with market research and help find the best locations for your specialty.

    Consult a qualified attorney

    Consult an attorney for all legal paperwork. The required filings are highly detailed and take a lot of time and expertise to prepare, especially if you will be operating in several states with different regulations. It’s best to hire a professional for requirements like the franchise disclosure document, which enables the company to operate in all the states where you want to do business. We get a lot of clients who have had their documents done by someone else, and we have to correct or tweak a lot of them. My advice is to do it right the first time and pay a little more to a company that has done it before.

    Money is not the only object. The cost of franchising varies, ranging from attorneys who will perform individual tasks for $15,000 or $20,000 to companies that specialize in it and charge $50,000 to $125,000 for the entire package. Don’t use price as the only factor in whom you hire; “you get what you pay for” applies here. Elements of the packages also vary greatly, as some will provide new websites, produce videos, secure trademarks and include other services in their fees.

    Related: After Decades of Hard Work, This Couple Is Living the Entrepreneurial Dream. Here’s How They Achieved Generational Wealth

    Make the commitment

    No business runs itself, and that includes franchises. Even those owned by the franchisor will not run themselves. Either do it 100% or have a manager in charge. Franchising is a different business than the one you’re in, even though it might be in the same industry. A full commitment is needed. Above all, remember that you will only be as good as your franchisees. Your customer is not the person who comes into one of your stores or restaurants; it’s the person running that location. When they are successful, you are successful.

    It’s not enough to have a great business idea that you think can be scaled up and replicated as a franchise. Your great idea must be a proven success, with a track record spanning at least a year. The whole idea of buying a franchise is that the company has figured things out and made most of the mistakes already, so you don’t have to. The McDonald brothers had a winning new idea for serving hamburgers quickly and inexpensively, but what if they had just started franchising their restaurant without first coming up with a consistent menu and processes that would succeed anywhere a restaurant was built? Instead of buying franchise rights from the brothers, Ray Kroc might have passed right by them and looked for another golden opportunity.

    Not every business is going to go from a successful independent to a thriving franchise. The best way to determine if your business is franchisable is to bring in an experienced third party who can meet with the founder and conduct a comprehensive assessment to evaluate the business’s viability. Passing that test is the first step in a lengthy and detailed process.

    My story is very different from others in the franchise industry; I was raised in it. My dad, Roy Titus, started Minuteman Press, and I worked there for years before the two of us started Signarama. I was 23 years old, running a sign shop on Long Island for a year and then we opened another location in Florida to prove it could work outside New York. We founded Signarama with a plan to start franchising once we proved the business model worked and learned a lot of the lessons needed to franchise.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Ray Titus

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  • Hyundai ICE raid in Georgia leaves Asian executives shaken by Trump’s mixed signals

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    SEOUL — The immigration raid that snatched up hundreds of South Koreans last week sent a disconcerting message to companies in South Korea and elsewhere: America wants your investment, but don’t expect special treatment.

    Images of employees being shackled and detained like criminals have outraged many South Koreans. The fallout is already being felt in delays to some big investment projects, auto industry executives and analysts said. Some predicted that it could also make some companies think twice about investing in the U.S. at all.

    “Companies cannot afford to not be more cautious about investing in the U.S. in the future,” said Lee Ho-guen, an auto industry expert at Daeduk University, “In the long run, especially if things get worse, this could make car companies turn away from the U.S. market and more toward other places like Latin America, Europe or the Middle East.”

    The raid last week, in which more than 300 South Korean nationals were detained, targeted a factory site in Ellabell, Ga., owned by HL-GA Battery Co., a joint venture between Hyundai and South Korean battery maker LG Energy Solutions to supply batteries for electric vehicles. The Georgia factory also is expected to supply batteries for Kia, which is part of the Hyundai Motor Group. Kia has spent hundreds of millions of dollars on its factory in West Point, Ga.

    “This situation highlights the competing policy priorities of the Trump administration and has many in Asia scratching their heads, asking, ‘Which is more important to America? Immigration raids or attracting high-quality foreign investment?’” said Tami Overby, former president of the American Chamber of Commerce in Korea. “Images of hundreds of Korean workers being treated like criminals are playing all over Asia and don’t match President Trump’s vision to bring high-quality, advanced manufacturing back to America.”

    A protester wears a mask of President Trump at a rally Tuesday in Seoul against the detention of South Korean workers in Georgia. The signs call for “immediate releases and Trump apology.”

    (Ahn Young-joon / Associated Press)

    South Korea is one of the U.S.’ biggest trading partners, with the two countries exchanging $242.5 billion in goods and services last year. The U.S. is the leading destination for South Korea’s overseas investments, receiving $26 billion last year, according to South Korea’s Finance Ministry.

    Trump is banking on ambitious projects like the one raided in Georgia to revive American manufacturing.

    Hyundai is one of the South Korean companies with the largest commitments to the U.S. It has invested about $20 billion since entering the market in the 1980s. It sold 836,802 vehicles in the U.S. last year.

    California is one of its largest markets, with more than 70 dealerships.

    Earlier this year, the company announced an additional $26 billion to build a new steel mill in Louisiana and upgrade its existing auto plants.

    Hyundai’s expansion plans were part of the $150-billion pledge that South Korea made last month to help persuade Trump to set tariffs on Korean products at 15% instead of the 25% he had earlier announced.

    Samsung Electronics announced that it would invest $37 billion to construct a semiconductor factory in Texas. Similarly large sums are expected from South Korean shipbuilders.

    Analysts and executives say the recent raid is making companies feel exposed, all the more so because U.S. officials have indicated that more crackdowns are coming.

    “We’re going to do more worksite enforcement operations,” White House border advisor Tom Homan said Sunday. “No one hires an illegal alien out of the goodness of their heart. They hire them because they can work them harder, pay them less, undercut the competition that hires U.S. citizen employees.”

    Many South Korean companies have banned all work-related travel to the U.S. or are recalling personnel already there, according to local media reports. Construction work on at least 22 U.S. factory sites has reportedly been halted.

    The newspaper Korea Economic Daily reported Monday that 10 out of the 14 companies it contacted said they were considering adjusting their projects in the U.S. due to the Georgia raid.

    It is a significant problem for the big planned projects, analysts say. South Korean companies involved in U.S. manufacturing projects say they need to bring their own engineering teams to get the factories up and running, but obtaining proper work visas for them is difficult and time-consuming. The option often used to get around this problem is an illegal shortcut like using the Electronic System for Travel Authorization, or ESTA, a nonwork permit that allows tourists to stay in the country for up to 90 days.

    Unlike countries such as Singapore or Mexico, South Korea doesn’t have a deal with Washington that guarantees work visas for specialized workers.

    “The U.S. keeps calling for more investments into the country. But no matter how many people we end up hiring locally later, there is no way around bringing in South Korean experts to get things off the ground,” said a manager at a subcontractor for LG Energy Solution who asked not to be named. “But now we can no longer use ESTAs like we did in the past.”

    Trump pointed to the problem on his social media platform, posting that he will try to make it easier for South Korean companies to bring in the people they need, but reminding them to “please respect our Nation’s Immigration Laws.”

    “Your Investments are welcome, and we encourage you to LEGALLY bring your very smart people … and we will make it quickly and legally possible for you to do so,” the post said.

    Sydney Seiler, senior advisor and Korea chair at the Washington-based Center for Strategic and International Studies, said that the timing of the raids was an “irritant” but that South Korean companies eventually would adjust.

    “Rectifying that is a challenge for all involved, the companies, the embassies who issue visas, etc.,” Seiler said, adding that the raids will make other companies be more careful in the future.

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    Max Kim, Nilesh Christopher

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  • A CEO’s Take on Long-Term Franchise Incentives | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    After two decades in franchise development, I’ve learned that the most successful franchise organizations aren’t built on quick wins or short-term revenue spikes. They’re built on perfect alignment between what we want as franchisors, what our franchisees need to thrive, and what our team members are incentivized to achieve.

    Too many development executives get caught up in the numbers game — how many units can we sell this quarter; how quickly can we expand into new markets. But when you optimize for long-term success across all stakeholders, everything else follows naturally.

    Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

    Aligning Team Compensation with Long-Term Success

    Here’s where most franchise development companies get it wrong: they treat their sales and marketing teams like short-term hired guns, paying them to hit immediate targets without caring about what happens after the ink dries. That’s not just shortsighted—it’s destructive.

    I’ve restructured our entire compensation philosophy around a simple principle: if our team members’ biggest payday comes from the long-term success of the brands they’re building, they’ll make decisions that prioritize long-term success.

    We give equity in the franchise brands to our sales and marketing representatives working on those brands—not token amounts, but meaningful stakes that make them think like owners. When our VP of Franchise Development for a fast-casual concept has equity in that brand, they’re not just trying to sell as many franchises as possible this quarter. They’re thinking about franchisee quality, market development strategy, and brand protection because their biggest financial upside is tied to the brand’s long-term growth.

    This approach lets me trust that my team won’t cut corners or cheapen our portfolio brands’ long-term success. They’re not incentivized to sell a franchise to an unqualified candidate just to hit their monthly number—that candidate’s potential failure would directly impact their equity value.

    Related: After Decades of Hard Work, This Couple Is Living the Entrepreneurial Dream. Here’s How They Achieved Generational Wealth

    Equity for Contributors Who Deliver Value

    We extend equity opportunities to our 1099 franchise brokers when they’ve proven their value. These are the brokers who bring in quality deals, understand our brand standards, and contribute to the long-term health of our systems. When a broker has helped us build a brand from 50 units to 100+ units with high-quality franchisees, they become more than transaction facilitators — they become brand ambassadors who are financially invested in quality over quantity.

    We also loop marketing representatives into equity when they deserve it. Marketing is a brand-building function that directly impacts long-term value. When our marketing professionals have skin in the game, they think differently about campaign strategies, brand messaging, and market positioning.

    Related: A.I. Could Destroy the Power of Video Marketing — But Only If We Allow It

    Pay So Well They Stay and Excel

    Most companies pay what they think it takes to keep an employee. I’ve flipped that equation: What if you paid an employee so well that they not only stayed but excelled beyond what you thought possible?

    When I hire a VP of Franchise Development, I offer high compensation, incredible benefits and meaningful equity so their goals align completely with the long-term success of the brands they’re working on. A VP thinking like an owner will make better long-term decisions than one thinking like an employee.

    Franchising is fundamentally about building wealth by helping others build wealth. That philosophy should extend to our employees too.

    Related: How the IFA Plans to Strengthen the $800 Billion Franchise Industry in 2025

    Traditional Franchise Models vs. The Alignment Model

    Traditional franchise models often create incentives throughout the organization. Franchisors make money on initial fees and royalties regardless of individual unit performance. Sales teams are rewarded for volume regardless of franchisee quality. Marketing teams are measured on lead generation rather than brand building. All of these groups are optimizing for different outcomes, creating tension and suboptimal results.

    The alignment model flips this dynamic. When everyone — from franchise brokers to marketing managers to VPs of Franchise Development—has equity in the brands they’re building, everyone optimizes for the same outcome: long-term brand value and sustainable growth.

    We still measure short-term performance metrics, but we structure compensation so that the biggest rewards come from long-term success. This creates a system where doing the right thing for the brand is also the most profitable thing for each team member.

    Related: After 14 Years as an RN, She Opened the Business She Always Wanted to See — And Reached $1.3 Million

    Why This Approach Isn’t More Common

    If this approach is so effective, why don’t more franchise development companies use it? Many franchise development executives want to capture as much value as possible for themselves and their immediate stakeholders. They see equity as something to be hoarded rather than strategically shared. They think of team members as costs to be minimized rather than partners in value creation.

    This approach might maximize short-term extraction, but it doesn’t build valuable, lasting enterprises. It creates franchise systems that are fragile, team cultures that are transactional, and brands that struggle to compound value over time.

    Related: How I Turned a Failing Business Into a $1 Million Powerhouse in Just 6 Months

    Building the Franchise Company of the Future

    The franchise industry is evolving rapidly, and development executives who cling to old models of misaligned incentives will find themselves managing declining systems. The future belongs to companies that understand how to create genuine alignment between all parties involved in building franchise brands.

    This doesn’t mean being soft or giving away equity carelessly. It means being strategic about how we structure relationships, measure success, and deploy resources. It means recognizing that the people who help build valuable brands should participate in the value they help create.

    In my experience, companies that embrace this philosophy don’t just build larger franchise systems — they build more valuable ones. They create brands that team members are proud to build, franchisees are excited to operate, and investors are eager to back.

    The choice is clear: We can continue optimizing for short-term extraction and build companies that eventually hit growth ceilings, or we can optimize for aligned long-term success and build franchise development organizations that compound value for decades.

    Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success.

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    Dan Rowe

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  • Here Are the Top 10 Burger Franchises in 2025 | Entrepreneur

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    Are you hungry for business? Burger franchises are sizzling hot, offering entrepreneurs a slice of one of the most enduring — and profitable — sectors in the food industry. From iconic, time-tested staples to bold newcomers flipping the script on fast-casual fare, the burger game is as competitive as it is delicious. What connects the biggest winners? Consistency, strong brand appeal and operations that can be replicated coast-to-coast — and even around the world.

    In this ranking, we’ve rounded up the top 10 burger franchises lighting up the scene this year, based on the 2025 Franchise 500. Whether you’re craving the comfort of a beloved classic or chasing the next up-and-coming smash hit, these burger brands bring more than flame-grilled meat — they deliver scalable systems built to stand the heat.

    This article will help you decide whether these burger giants — and rising stars — are serving up the right opportunity for you.

    Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

    1. Culver’s

    • Founded: 1984
    • Franchising since: 1988
    • Overall rank: 7
    • Number of units: 1,020
    • Change in units: +17.1% over 3 years
    • Initial investment: $2,642,500 – $8,573,000
    • Leadership: Julie Fussner, CEO
    • Parent company: Culver Franchising System LLC

    Culver’s isn’t just slinging burgers — it’s crafting a cult following, one ButterBurger at a time. Born in Wisconsin and steeped in Midwestern hospitality, the brand has grown steadily to more than 1,000 units, thanks to its focus on quality, community and crinkle-cut fries done right. Under CEO Julie Fussner’s leadership, Culver’s has embraced calculated growth, posting a 17% unit increase over the past three years — not to mention a top 10 ranking in the 2025 Franchise 500. With an investment starting at just over $2.6 million, franchisees are buying into a system designed to last, backed by a brand that still feels like family.

    Related: The Culver Family Opened Their First Restaurant in 1984 — Now Culver’s Has 1,000 Locations. What’s Its Secret?

    2. Wendy’s

    • Founded: 1969
    • Franchising since: 1971
    • Overall rank: 8
    • Number of units: 7,282
    • Change in units: +5.8% over 3 years
    • Initial investment: $310,095 – $2,828,707
    • Leadership: Kirk Tanner, president & CEO
    • Parent company: Wendy’s

    Explore Wendy's Franchise Ownership

    Wendy’s brings bold flavors and bigger ambitions to the quick-service burger game. Known for square patties, Frosty treats and fast-food snark, the brand continues to evolve with modern store formats and a push into digital ordering and global markets. Its relatively low entry point for a legacy brand — paired with strong consumer recognition and a multibillion-dollar support system — makes Wendy’s a compelling option for franchisees who want scale and staying power.

    Related: From ‘Where’s the Beef?’ to the Metaverse — Here’s How Wendy’s Keeps Innovating Fast Food

    3. McDonald’s

    • Founded: 1955
    • Franchising since: 1955
    • Overall rank: 22
    • Number of units: 42,406
    • Change in units: +7.6% over 3 years
    • Initial investment: $1,471,000 – $2,728,000
    • Leadership: Chris Kempczinski, CEO
    • Parent company: McDonald’s

    Explore McDonald's Franchise Ownership

    McDonald’s reigns as the unrivaled titan of quick-service burger franchising. Its iconic Golden Arches are backed by a proven, scalable model and powerful real estate strategy. To own a slice of its legacy, franchisees must navigate a seven-figure investment alongside a $45,000 franchise fee and have at least $500,000 in liquid assets. But the payoff is baked in: McDonald’s strong brand, operational rigor and global footprint offer unmatched scale — and profitability — for those able to match its ambition.

    4. Burger King

    • Founded: 1954
    • Franchising since: 1961
    • Overall rank: 53
    • Number of units: 19,732
    • Change in units: +2.5% over 3 years
    • Initial investment: $2,064,200 – $4,730,500
    • Leadership: Chris Elias, senior director, business development and franchising
    • Parent company: Restaurant Brands Int’l.

    Explore Burger King Franchise Ownership

    Burger King — originating in 1953 and franchising since 1959 — offers a storied license into fast-food royalty with a typical investment of $1.8 to $4.2 million and a $50,000-$55,000 franchise fee. Under the umbrella of Restaurant Brands International, Burger King is undergoing a bold transformation — acquiring its largest franchisee for $1 billion and rolling out a sweeping remodel plan dubbed “Reclaim the Flame.” The chain aims to modernize nearly 90% of U.S. outlets by 2028, blending heritage with sleek, high-tech efficiency.

    Related: Burger King’s Owner Is Buying the Chain’s Biggest Franchisee for $1 Billion

    5. Sonic Drive-In

    • Founded: 1953
    • Franchising since: 1959
    • Overall rank: 56
    • Number of units: 3,521
    • Change in units: -0.11% over 3 years
    • Initial investment: $1,714,200 – $3,370,900
    • Leadership: Jim Taylor, brand president
    • Parent company: Inspire Brands

    Explore Sonic Drive-In Franchise Ownership

    Sonic Drive-In has carved out a lane all its own in the burger world — where roller skates meet cherry limeades and carhops still matter. Launched in 1953 and franchising since 1959, the brand now boasts more than 3,500 locations nationwide. Backed by Inspire Brands, Sonic offers flexible formats, from full-scale drive-ins to nontraditional locations, with startup costs ranging from roughly $669,000 to over $3.6 million. Franchisees need strong financials — typically $1 million in net worth and $500,000 in liquid assets — and pay ongoing royalties and marketing fees. It’s not just nostalgia on wheels — Sonic is evolving fast, backed by serious tech, bold flavors and a fiercely loyal fan base.

    6. Freddy’s Frozen Custard & Steakburgers

    • Founded: 2002
    • Franchising since: 2004
    • Overall rank: 59
    • Number of units: 531
    • Change in units: +30.8% over 3 years
    • Initial investment: $897,836 – $2,753,566
    • Leadership: Chris Dull, president & CEO
    • Parent company: N/A

    Explore Freddy's Frozen Custard & Steakburgers Franchise Ownership

    Founded in 2002 and named after a WWII veteran, Freddy’s Frozen Custard & Steakburgers has become a fast-casual standout with over 500 units across the U.S. and strong systemwide sales near $1 billion. Franchisees invest between $786,000 and $2,750,000 up front, with typical minimum asset requirements of $850,000 net worth and $250,000 liquidity. Acquired by Thompson Street Capital Partners in 2021, Freddy’s is accelerating expansion — targeting Canadian provinces and opening locations like Beaumont, Texas, later this year. With strong growth and proven AUVs, Freddy’s remains a compelling franchise opportunity.

    Related: Fried, Fast and Franchised — These Are The Top 10 Chicken Franchises in 2025

    7. Habit Burger & Grill

    • Founded: 1969
    • Franchising since: 2013
    • Overall rank: 107
    • Number of units: 379
    • Change in units: +10.2% over 3 years
    • Initial investment: $1,026,000 – $2,859,000
    • Leadership: Jonathan Trapesonian, head of franchising and development
    • Parent company: Yum! Brands

    Explore The Habit Burger & Grill Franchise Ownership

    Habit Burger & Grill started as a fast-casual restaurant called The Habit in Goleta, California, in 1969, and didn’t open its second location until 1996. It started franchising in 2013, and in 2020, Yum! Brands purchased the company and expanded it to more than 350 locations worldwide. The fast-casual chain is known for its charburgers, chicken and ahi tuna sandwiches. Franchisees interested in opening a Habit Burger & Grill must have a net worth of $3 million and a cash requirement of $1 million.

    Related: This Is the Most Important Thing You Can Do to Improve Your Business, According to the Co-Founder of a $32 Billion Company

    8. Jack in the Box

    • Founded: 1951
    • Franchising since: 1982
    • Overall rank: 182
    • Number of units: 2,178
    • Change in units: -1% over 3 years
    • Initial investment: $1,910,500 – $4,032,100
    • Leadership: Van Ingram, CDO
    • Parent company: Jack in the Box Inc.

    Explore Jack in the Box Franchise Ownership

    Founded in 1951 in San Diego, Jack in the Box began franchising around 1982 and now operates nearly 2,200 restaurants across 22 states. Aspiring franchisees face an upfront investment ranging from about $2 to $4 million, alongside a $50,000 franchise fee. Ongoing fees include a 5% royalty and 5% marketing contribution. You must have at least $1.5 million in net worth and $500,000 in liquid capital to open a Jack in the Box franchise. The brand is expanding into new markets like Georgia and Chicago, but is also streamlining operations: under its “Jack on Track” strategy, including closing underperforming locations to sharpen its long-term performance.

    9. Carl’s Jr.

    • Founded: 1945
    • Franchising since: 1984
    • Overall rank: 187
    • Number of units: 1,719
    • Change in units: +2.6% over 3 years
    • Initial investment: $1,486,000 – $3,176,500
    • Leadership: Joe Guith, CEO
    • Parent company: CKE Restaurant Holdings, Inc.

    Explore Carl's Jr. Franchise Ownership

    Carl’s Jr. has come a long way from its 1941 origins — franchising since 1984 and now operating around 1,700 U.S. restaurants. If you’re aiming to own one, be prepared for a startup cost between approximately $1.3 and $3.4 million, plus a franchise fee of nearly $25,000. Ongoing obligations include a royalty of around 4% of sales and marketing fees of about 6%. Candidates generally must have a net worth of at least $1 million and liquid capital between $300,000 and $500,000. The brand’s premium image and franchisor support make it a solid bet for seasoned operators.

    Related: 3 Lessons I Learned Selling My Billion-Dollar Company

    10. A&W Restaurants

    • Founded: 1919
    • Franchising since: 1925
    • Overall rank: 193
    • Number of units: 848
    • Change in units: -5% over 3 years
    • Initial investment: $298,899 – $1,639,906
    • Leadership: Betsy Schmandt, CEO
    • Parent company: A&W Restaurants

    Explore A&W Restaurants Franchise Ownership

    A&W is a storied icon of American fast food — founded in 1919 and franchising since 1926, it’s the nation’s oldest restaurant franchise still thriving today. With around 460 U.S. locations (and nearly as many worldwide), A&W has been fully franchisee-owned since 2011. Initial investments range from approximately $300,000 for compact formats to over $1.6 million for freestanding outlets, plus a $30,000 franchise fee (discounted for veterans). Ongoing costs include a 5% royalty and marketing fee. Franchisees need at least $500,000 in net worth and $250,000 in liquid capital.

    0425_Franchise_Article Franchise Quiz Ad Unit vC

    Are you hungry for business? Burger franchises are sizzling hot, offering entrepreneurs a slice of one of the most enduring — and profitable — sectors in the food industry. From iconic, time-tested staples to bold newcomers flipping the script on fast-casual fare, the burger game is as competitive as it is delicious. What connects the biggest winners? Consistency, strong brand appeal and operations that can be replicated coast-to-coast — and even around the world.

    In this ranking, we’ve rounded up the top 10 burger franchises lighting up the scene this year, based on the 2025 Franchise 500. Whether you’re craving the comfort of a beloved classic or chasing the next up-and-coming smash hit, these burger brands bring more than flame-grilled meat — they deliver scalable systems built to stand the heat.

    This article will help you decide whether these burger giants — and rising stars — are serving up the right opportunity for you.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Carl Stoffers

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  • The White House says Trump’s tariffs have raised $8 trillion in revenue. That’s not even close.

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    The White House celebrated Labor Day by announcing that President Donald Trump’s “protectionist trade policies have helped drive more than $8 trillion in new U.S. investment.” The accompanying photo refers to “$8 trillion in tariff revenue.” There’s a difference between $8 trillion in U.S. investment and $8 trillion in tariff revenue, but Trump’s trade policies have achieved neither.

    The second claim is easier to refute. The Bipartisan Policy Center (BPC) calculates the gross tariff and excise tax revenue generated from January 1 to August 28 to be $158.8 billion, according to the Treasury Department’s Daily Treasury Statements. The customs and excise taxes collected from January 20, when Trump took office, to August 28 amount to about $156 billion.

    According to the Treasury Department’s own data, the president’s policies have clearly not raised anywhere near $8 trillion; they’ve raised 2 percent of this figure. The Congressional Budget Office estimates that the tariffs Trump has implemented since January will generate an estimated $3.3 trillion over 10 years—significantly less than the $8 trillion that the White House is claiming the tariffs have already raised.

    Gross tariff revenue isn’t even the most relevant statistic; net tariff revenue is. The BPC explains that the latter “removes ‘certain other excise tax revenue’ and accounts for refunds of tariffs,” i.e., the tariff revenue that stays in federal coffers. Although net tariff revenue is not available in the Daily Treasury Statements, the BPC was able to determine that net tariff revenue was $135.7 billion from January through July 31 using the Treasury’s Monthly Treasury Statements, which account for tariff refunds. Net tariff revenue as a percentage of total imports jumped from about 2.4 percent in March to 5.73 percent in April, reflecting the impact of Liberation Day’s “reciprocal tariffs,” and climbed to 10.31 percent in June.

    Still, the net tariff revenue of $135.7 billion amounts to 1.7 percent of the White House’s claimed $8 trillion in tariff revenue. (That’s neglecting the fact that the Joint Committee on Taxation estimates that “$1 of excise tax revenue will lead to a $0.25 decline in income and payroll tax revenue,” according to the BPC.)

    The first claim is more slippery; it’s unclear what the White House means by saying Trump’s policies “helped drive” investment. One interpretation is that it is crediting Trump’s reciprocal tariffs and hostile negotiations for producing more foreign direct investment (FDI) in the U.S. than would have otherwise existed. Even assuming that all FDI since January is the direct result of Trump’s protectionist policies, it is completely inconceivable that $8 trillion has been raised as a result.

    The Global Business Alliance, a trade association that “actively promotes and defends an open economy that welcomes international companies to invest in America,” reported $52.8 billion in FDI in the first quarter of 2025—a 34 percent decrease from 2024’s fourth quarter—citing the Bureau of Economic Analysis (BEA). The BEA has not released data for the second or third quarter of 2025, but, even if we generously assume a quarter-to-quarter doubling, meaning $100 billion in the second quarter and $200 billion in the third (of which a month remains), we reach a grand total of a little over $350 billion: 4.4 percent of Trump’s touted $8 trillion in “new investment.”

    The Labor Day post also credited Trump with “creating hundreds of thousands of jobs.” Total nonfarm employment increased by 597,000 from January 2025 to July 2025, according to the Bureau of Labor Statistics’ July 2025 report. However, total nonfarm employment increased by 1,073,000 from January 2024 to July 2024. If the White House is crediting Trump’s policies with changes in the economy, then it should recognize that they added nearly half as many jobs to the economy as the Biden administration did over the same time period last year.

    Later on Sunday, the White House said to “Trust in Trump,” sharing a screenshot of Trump’s Truth Social post where he refers to “all of the TRILLIONS OF DOLLARS we have already taken in” with tariffs. The data show that you should reject this fictitious figure, as well as his other claims that tariffs are good for the United States.

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    Jack Nicastro

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  • How Former Teachers Became Multi-Unit, Multi-Brand Franchise Owners | Entrepreneur

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    Chad and Tiffany Mussmon went from teachers to franchise owners in 1997, building from one The Little Gym (#198 on the Franchise 500) to seven locations across Maryland and Virginia — and adding two Snapology (#394 on the Franchise 500) territories along the way. This spring, they opened a co-branded Little Gym and Snapology hub in Leesburg, Virginia, giving parents one stop for physical development and STEAM. In this Q&A, they trace the journey, systems and family handoff behind that growth.

    Responses have been edited for length and clarity.

    Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

    Image Credit: Unleashed Brands

    What made you take the leap from employee to owner back in 1997?
    Chad: We were both teachers with a young family coming out of college and didn’t really have capital right away — we just worked our way through with sweat equity and put a business plan together. I didn’t come from an entrepreneurial family, but my uncle was an entrepreneur, and I loved his approach to mentoring people and creating his own destiny. Franchising was new to me — I knew McDonald’s, but I didn’t realize how widespread franchising was as a 23-year-old. We just started shifting our mindset from employee to ownership, with the awesome responsibility that comes with that.

    In the early years, what was the hardest challenge, and how did you deal with it?
    Chad: Back then, multi-unit ownership wasn’t common outside of the big guys. There wasn’t a lot of strategy for a single-unit operator moving to multiple locations. We had a mentor who gave us great real estate contacts. Local banking contacts were a big part of our ability to capitalize on growth.

    Related: A.I. Could Destroy the Power of Video Marketing — But Only If We Allow It

    What did Covid-19 change for your business?
    Chad: With Covid, we had a rough time — we closed a bunch — and my entrepreneurial spirit was crushed. I told Tiffany I’d never open another business. But my spirit recovered, and we opened four in 18 months. We saw numbers in the aftermath of Covid we’d never seen. We never had a million-dollar revenue location before Covid-19; then, in the two years after, five out of six locations were million-dollar locations. Things are leveling off now, and the D.C. economy has its challenges, but we have become stronger. We also learned a lot about dealing with landlords — some worked with us, some didn’t. It was a learning curve.

    What told you it was time to keep expanding and hiring management?
    Tiffany: We saw the need locally — our county is one of the fastest-growing in America — and there was a big need for a non-competitive gymnastics program.

    Chad: We knew we couldn’t do it by ourselves, nor did we want to work 60-70 hours a week. I was probably one of the first Little Gym people to step away from day-to-day operations. I’m still very active, just not day-to-day. I was able to do that by focusing closely on the type of quality instructors, directors and managers running our facilities.

    How have parents responded to combining both brands under one roof?
    Chad: It’s been phenomenal. For parents, it’s about the ease of bringing multiple children to one place. Some kids are more athletic, some are more into coding or STEM. The preliminary results are that parents love doing multiple activities under one roof — it really helps the modern family with their lifestyle.
    Tiffany: Snapology goes perfectly with The Little Gym. Both concepts believe in the same thing — building confidence for kids. We even have kids doing both — two classes at The Little Gym and a class at Snapology — in one place.

    Your kids now help manage the co-branded location. What does that look like?
    Chad: They’re the new generation of that blood, sweat and equity. Their ownership will come based on the success of the location — they have an equity stake.
    Tiffany: We’re mentoring them like we were mentored. It’s probably our favorite location now because we spend time with them. They’re both young parents, and we spend most of our time there.

    How do you keep quality consistent across multiple units and brands?
    Chad: It’s a challenge. I’ve been a “systems guy” for 20 years. I’m big on creating documented ways of doing things. Even in franchising, you still get discrepancies. But when systems are in place, we can direct things back to the right way when issues come up.

    What’s next — more co-branded sites, new markets or a pause?
    Chad: We’ll consider some markets in our territories over the next 12 to 18 months for The Little Gym. At some existing locations, as space becomes available, we may talk to landlords about adding Snapology. Some other concepts on the Unleashed platform are appealing, but I think we’re taking a pause to catch our breath.

    0425_Franchise_Article Franchise Quiz Ad Unit vC

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    Carl Stoffers

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  • This Franchise Will Give You Up to $100,000 to Start a Business | Entrepreneur

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    For many aspiring entrepreneurs, the most significant barrier to franchise ownership isn’t ambition, work ethic or even finding the right brand — it’s access to capital. Firehouse Subs, the Jacksonville-based sandwich chain founded by two firefighter brothers (and ranked #120 on the 2025 Franchise 500), is tackling that hurdle head-on with a new set of financial incentives designed to lower the entry cost for franchisees and accelerate growth nationwide.

    “It’s all driven around how do we drive return on investment for our franchisees,” says Kelly Crummer, senior director of franchising at Firehouse Subs. “We wanted to do something that would motivate franchisees to build. For a long time, people had been coming into the system via acquisition and then not building anything new. This whet their appetite to build new restaurants.”

    Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

    Incentive programs

    The brand has announced its 2026 Development Incentive Program, which offers $75,000 in cash for opening a single new restaurant and $100,000 per location for those who commit to opening two or more restaurants. The program is open to both new and existing franchisees, giving seasoned operators as well as first-time entrepreneurs the chance to scale more quickly with Firehouse Subs.

    In addition, Firehouse Subs is extending its Veteran and First Responder Development Incentive Program through 2026. First launched in 2024, this initiative provides up to $100,000 in cash per restaurant for qualified franchisees with military or first responder backgrounds. The idea is to honor the brand’s service-focused roots while making it easier for veterans and first responders to enter franchising.

    Related: A Billionaire Who Operates More Than 2,400 Franchises Knows These Types of Franchisees Make the Most Money

    Lowering barriers

    Firehouse Subs’ incentives are among the most generous in the quick-service restaurant space. By offering direct cash to offset early costs — including buildout, equipment and staffing — the company hopes to not only attract new owners but also to fuel multi-unit expansion.

    The strategy reflects a broader industry trend. According to the International Franchise Association‘s 2024 Franchisee Survey of 8,200 franchise owners, 43% of franchises are operated by multi-unit owners — a share that is expected to rise as operators pursue efficiencies across multiple locations and brands. Firehouse Subs is tapping into that momentum with programs designed to support franchisees who want to expand their portfolios.

    Elliot Goldsmith operates 10 Firehouse locations — with another under development — in South Carolina. Although not a veteran or first responder, he’s been a Firehouse owner for 23 years and has seen the effect the pro-first-responder policies have had on the overall system.

    “It’s a fantastic program to help offset the initial cost,” Goldsmith says. “Everything is getting more expensive today. And Firehouse and Restaurant Brands International helping people open these restaurants without taking on too much debt removes a big barrier.”

    Related: I Walked Away From a Corporate Career to Start My Own Small Business — Here’s Why You Should Do the Same

    Mission-driven brand

    While many restaurant chains talk about purpose, Firehouse Subs has built its identity around community service. Its Firehouse Subs Public Safety Foundation has awarded more than $100 million in lifesaving equipment and resources to first responders and public safety organizations across the U.S. and Canada.

    That mission remains central to its franchising strategy. By making it easier for veterans and first responders to own restaurants, the brand is directly connecting its heritage with its future growth.

    “Veterans and first responders make great franchisees — they’re proven leaders, proven team players, and they thrive under process,” Crummer says. “That’s ultimately what being a franchisee is all about.”

    Firehouse Subs also benefits from being part of RBI, the global quick-service giant that owns Burger King, Popeyes and Tim Hortons. This backing gives the sandwich chain access to world-class resources in operations, marketing and supply chain — key advantages as it continues to scale.

    “It’s that perfect recipe where RBI has three other brands that have been there, done that,” Crummer tells Entrepreneur. “We can take those learnings and apply them while staying authentic to who we are.”

    Related: Fried, Fast And Franchised — These Are The Top 10 Chicken Franchises in 2025

    For many aspiring entrepreneurs, the most significant barrier to franchise ownership isn’t ambition, work ethic or even finding the right brand — it’s access to capital. Firehouse Subs, the Jacksonville-based sandwich chain founded by two firefighter brothers (and ranked #120 on the 2025 Franchise 500), is tackling that hurdle head-on with a new set of financial incentives designed to lower the entry cost for franchisees and accelerate growth nationwide.

    “It’s all driven around how do we drive return on investment for our franchisees,” says Kelly Crummer, senior director of franchising at Firehouse Subs. “We wanted to do something that would motivate franchisees to build. For a long time, people had been coming into the system via acquisition and then not building anything new. This whet their appetite to build new restaurants.”

    Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

    The rest of this article is locked.

    Join Entrepreneur+ today for access.

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    Carl Stoffers

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  • VVater Awarded Multi-Million Dollar Water Reuse Project for a $1.5B Multi-Use Real Estate Development in South Austin

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    Innovative water technology leader to deliver sustainable, high-purity drinking water solutions for one of Central Texas’s most ambitious new communities.


    AUSTIN, Texas, August 18, 2025 (Newswire.com)
    –
    VVater, the world’s premier innovator in advanced water treatment solutions, has been awarded the Direct Potable Reuse (DPR) & Water Reuse project for the highly anticipated multi-use development in South Austin. This milestone positions VVater at the forefront of sustainable water innovation for one of the region’s most significant master-planned communities.

    With award-winning technologies recognized by both the CES Best of Innovation Award and the World Future Award, VVater has built a global reputation for redefining water purity, safety, and resilience. Its selection for this development reflects a commitment to ensuring the development’s residents and businesses have access to safe, sustainable, and exceptional quality drinking water, recycled and repurposed through advanced treatment to meet or exceed all potable standards.

    “This project is a powerful example of where forward-thinking developers and city leadership meets proven water innovation. This new multi-use development is being built to last for generations, and we are proud to deliver water solutions that set it apart as a model for sustainable growth in Texas and beyond. As we see more Direct Potable Reuse and Indirect Potable Reuse projects come to life throughout Texas & California, it provides additional capacity with extremely high-quality water for water-restricted areas.” said Kevin Gast, Chairman & CEO of VVater.

    Located in South Austin, this development is designed as a vibrant, multi-use destination blending residential living, recreation, and community amenities. The developer has committed to integrating water infrastructure that supports long-term sustainability, with VVater’s DPR system playing a central role in achieving that vision. As water becomes more scarce, more developers are looking to utilize DPR & IPR solutions to offset costs and ensure future capacity, with VVater seen as one of the leading entities in the US providing such solutions.

    More details will follow as this highly anticipated multi-use real estate development is officially announced in the next few months. VVater is also positioned to receive additional orders for the development, including providing all aquatic water treatment for a large aquatic facility, managing wastewater treatment facilities, and supporting other advanced water infrastructure projects within this development.

    Source: VVater LLC

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  • VVater Steps-in to Develop 4-Acre VVater Beach for Leander Springs and City of Leander

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    Local innovation brings an exclusive beachfront oasis to Leander, balancing sustainability and community trust.


    LEANDER, TX, August 14, 2025 (Newswire.com)
    –
    VVater, Central Texas’s leader in artificial beaches and aquatic facilities with advanced water treatment solutions, has stepped in to develop the 4-acre “VVater Beach” at the iLand Developments site in the City of Leander known as Leander Springs. The revitalized project is designed to address past concerns head-on by ensuring water responsibility, financial stability, and open communication from day one. VVater has won numerous awards, including the CES Best of Innovation Award 2025 & World Future Award 2025 for its sustainability innovation and advanced water treatment technologies.

    Once anchored by a different amenity, the original project became mired in delays and financial setbacks, including persistent water sourcing concerns from residents and city officials alike. Community feedback has been vocal, with many questioning “where the water will come from” and demanding accountability before public support could be restored.

    “VVater Beach is about delivering more than a stunning coastal experience; it’s about trust, transparency, and responsible innovation,” said Kevin Gast, Chairman & CEO of VVater. “VVater Beach will be built and maintained with the same award-winning technology we’ve deployed for cities, industries, and disaster relief worldwide, but with Leander’s needs at the center. While the developer will use an approved well source in the interim, VVater will actively work with the city to explore the use of reclaimed water. We live and work in Austin; this is our community and our people, and we want to ensure that the utmost and best solutions are considered. We aim to ensure this project strengthens, not strains, our local resources.”

    The partnership ensures that VVater can actively engage with city leaders to explore reusing treated discharge water from Leander’s wastewater treatment facility, an initiative that significantly enhances the project’s ecological viability. This proactive collaboration addresses longstanding public concerns over water scarcity and long-term sustainability.

    VVater’s commitment stands apart. It is an Austin-based company dedicated to investing in the region, elevating both quality of life and environmental stewardship. VVater has reiterated that it has only been contracted to handle the Beach, but is working with the developer to assist with funding and investment..

    “This is a reinvention in every sense of the word,” said Andrey Derevianko of iLand Development. “A VVater Beach renews our promise to Leander: to deliver a safe, award-worthy development that reclaims community confidence and raises the bar for intentional progress. We know this project has had significant challenges, especially during the COVID period. With VVater on board and with the assistance of the City of Leander, including the community, we want to ensure this development is world-class and draws a significant amount of economic drive.”

    With VVater leading the Beach’s development, Leander Springs is set to transform past challenges into a model of progress. The project combines world-class design, proven sustainability practices, and homegrown leadership to deliver an amenity that inspires pride, fuels economic growth, and reaffirms Leander’s place as a forward-thinking community.

    Source: VVater LLC

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  • VVater Chosen as Exclusive Water Treatment Partner for the Ultra-Private Long Island Crest Surf Club

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    Award-winning innovation meets elite luxury as VVater sets the new gold standard for aquatic experiences at one of the most prestigious members-only clubs in the world.


    AUSTIN, Texas, August 13, 2025 (Newswire.com)
    –
    VVater, the world’s premier innovator in advanced aquatic water treatment solutions, announced today that it has been exclusively selected to handle all water treatment for Crest Surf Club’s iconic flagship location on Long Island, NY. This partnership unites two leaders of excellence, innovation, and luxury.

    With a reputation cemented by winning both the CES Best of Innovation Award and the World Future Award, VVater is globally recognized for redefining what’s possible in water quality, safety, and sustainability. The company’s involvement in the Crest’s project is a definitive alignment of two established names synonymous with distinction and performance.

    “Crest embodies a standard of living where every detail matters, and we’re honored to help bring that vision to life. The US’s first private member surf club demands nothing less than perfection, and VVater delivers a level of aquatic purity and performance that cannot be matched. For those fortunate enough to experience it, there is simply no substitute,” said Kevin Gast, Chairman & CEO of VVater.

    Located just minutes from the Hamptons, Crest New York is a private sanctuary where world-class waves meet refined luxury. Every detail of the club’s creation speaks to its dedication to refinement, from architecture and amenities to the quality of the water itself. By selecting VVater, Crest ensures its members experience nothing short of perfection.

    “Every detail at Crest is designed with precision, and the water quality is no exception. VVater gives us the confidence that our surf environments are as exceptional as the waves themselves,” Brett Portera, Founder of Crest Surf Clubs.

    The alliance between VVater and Crest Surf Clubs is a confluence of vision and performance. This collaboration positions the Crest as an elite destination where membership is more than a privilege; it is an entry into a world of rare access.

    About Crest Surf Clubs:

    Crest Surf Clubs is redefining surf culture through a first-of-its-kind, private-membership model that blends world-class wave technology, luxury amenities, and an exclusive community. Its flagship location, Crest New York, features a custom-engineered surf pool that delivers perfect waves year-round, a 9,000-square-foot clubhouse with dining, wellness, co-working spaces, and sustainable on-site energy and water systems. Founded by Chris and Brett Portera, the company has already reserved over half its memberships before launch. It plans nationwide expansion to bring its unique fusion of sport, real estate, and lifestyle to premier destinations across the U.S. and beyond.

    Source: VVater LLC

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  • Parenting 101: 4 Money rules to raise millionaires

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    According to a recent Bankrate study, children who were raised with a strong financial education are significantly more likely to build healthy money habits and negotiate higher salaries as adults.

    No wonder parents today aren’t willing to leave financial success up to chance. Gamblizard reports that Google searches for “how to teach kids about money” have skyrocketed 92% in the past month alone.

    With Teach Children to Save Day coming up on April 27, personal finance strategist Jamie Wall has four essential money skills every parent should teach early.

    Teach kids to negotiate early

    Helping children learn to negotiate teaches them confidence and critical thinking. This skill doesn’t just help with salaries, it also builds resilience and self-advocacy across various life situations. Start small by encouraging your kids to explain their reasoning during decisions or budget trade-offs. Let them make their case for a new toy by suggesting ways to save for it or what they’d be willing to give up. Role-play common scenarios, like asking for a later bedtime or a larger allowance, so they get comfortable presenting their viewpoint and backing it up with logic.

    Introduce investing concepts early

    Investing might seem like an “adult” topic, but kids as young as 10 can grasp basic ideas like risk, growth, and diversification. Start simple: offer 1 toy now or 3 if they wait a week. It’s an easy way to introduce patience and the idea of long-term rewards. With older kids, try playing a stock market game or tracking shares of a brand they like to make investing fun and relatable. Encourage them to follow the performance of their chosen stocks over time and discuss how the value goes up and down. This hands-on approach teaches patience, the importance of long-term growth, and the power of small, consistent investments.

    Encourage budgeting with allowances

    Giving kids a regular allowance tied to specific responsibilities helps them learn to manage money hands-on. According to the AICPA, the average allowance is $30 per week, and children earn around $6.11 per hour for completing chores. That’s a real income they can learn to manage. Encourage them to split their money into categories: save, spend, and give. This introduces budgeting in a way that’s personal and meaningful, building a habit that can last into adulthood.

    Encourage entrepreneurial ventures

    Letting your child run a mini business, like selling handmade crafts, mowing lawns, or even creating digital content, can teach practical lessons about money, time, and value creation. In a national survey by Junior Achievement USA, 60% of teens said they would prefer to start their own business rather than work a traditional job. This shows a strong interest in entrepreneurship among youth, and early practice gives them a head start. They learn budgeting, setting prices, marketing, and even coping with failure — all within a safe, supportive environment.

    – JC

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    By: Jennifer Cox The Suburban

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  • VVater Unveils Water Innovation Lab to Accelerate R&D and Strengthen Industry Leadership

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    Dr. Tayler Hedtke to lead VVater’s new research lab, advancing the next generation of water treatment solutions


    AUSTIN, Texas, April 15, 2025 (Newswire.com)
    –
    VVater, a next-generation water technology company revolutionizing water treatment through its innovative Farady Reactors, today announced the launch of The VVater Research Institute (VRI) VVater’s state-of-the-art research and development laboratory. This key milestone will enhance the company’s ability to innovate, refine, and scale its breakthrough water treatment technology.

    The VVater Research Institute in Austin provides the company with dedicated resources for rapid internal testing, accelerated R&D cycles, and immediate analytical capabilities. This empowers VVater to expedite technology advancements and customer solution validation. While VVater will continue to utilize accredited, independent laboratories for third-party validation of results, the VRI dramatically shortens the internal feedback loop for optimizing its proprietary, award-winning Farady Reactor technology for diverse customer needs.

    “This lab is a critical investment in VVater’s future and a powerful engine for innovation,” said Kevin Gast, Co-founder, Chairman, and CEO of VVater. “Having these advanced capabilities allows us to accelerate our R&D at an unprecedented pace, generate deeper technical insights, and provide clients with rapid, tailored analysis for their specific water challenges in real-time. We are solidifying our position as the leader in sustainable water treatment, and this research facility will drive the next phase of our company’s growth and our mission to provide Clean Water for Humankind.”

    Beyond R&D acceleration, the lab will redefine how VVater engages with potential customers. Instead of waiting weeks for third-party lab results, customers can now send water samples directly to VVater. There, they will receive immediate insights on contamination levels and see, in real time, how VVater’s technology can solve their most pressing water treatment concerns.

    The lab will be spearheaded by Dr. Tayler Hedtke, a globally recognized expert in advanced water treatment techniques. Dr. Hedtke, who spent five years at Yale University specializing in electrode disinfection, oxidative purification, and materials design, brings unparalleled expertise in advancing electrically driven water treatment technologies.

    “This facility represents a significant step forward, centralizing and enhancing our advanced research capabilities to push the boundaries of water purification,” said Dr. Hedtke, VVater’s Research Engineer. “This allows us to iterate our designs faster and rapidly refine configurations based on direct analysis of real-world customer samples. We can continue developing world-class technologies that eliminate contaminants at a molecular level using advanced electro-chemical techniques.”

    VVater’s Farady Reactor technology has already made headlines for its disruptive, chemical-free approach to water treatment, recently earning the CES 2025 Best of Innovation Award. The opening of the VVater Research Institute further cements the company’s status as an industry leader, offering scalable, efficient, and sustainable water treatment solutions for commercial, municipal, and residential applications.

    Source: VVater LLC

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  • Crazy Pita Corp Officially Launches Crowdfunding Campaign to Scale Its 3 Brands Nationally

    Crazy Pita Corp Officially Launches Crowdfunding Campaign to Scale Its 3 Brands Nationally

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    LAS VEGAS, NV, October 7, 2024 (Newswire.com)
    –
    Crazy Pita Corp Launches National Crowdfunding Campaign to Expand Its Three Renowned Brands Across the U.S., Offering Investors an Exciting Growth Opportunity

    Crazy Pita Corp, a leader in the fast-casual dining industry, has officially launched a Crowdfunding Campaign to scale the business Nationally, With a multi-brand portfolio that includes Crazy Pita, Chicken Genius, and Salad Madness, the company is poised to take these concepts nationwide. These three brands offer unique, fresh options in the fast-casual space and are already recognized by consumers as go-to spots for healthy, high-quality meals. Crazy Pita Corp was recently recognized as one of the top 100 fast-casual restaurants in the U.S.

    The company will host investor events in key markets across the country connecting with potential investors and local restauranteurs who are eager to join Crazy Pita Corp in its next chapter of growth. Investors are particularly excited about the company’s diversified portfolio, Crazy Pita Corp’s crowdfunding link is here, to view the Investment Deck please click the link below.

    www.crazypitainvestments.com

    “Our expansion is built on years of operational excellence, and we are excited to bring these fresh concepts to new markets,” said Mehdi Zarhloul, CEO and Founder of Crazy Pita Corp. “Our three brands offer something for everyone, and we’re confident that investors and consumers alike will embrace what we have to offer.”

    Check out our YouTube Video with Mehdi Zahrloul >>>>>>> HERE

    Crazy Pita Corp is concurrently running a Regulation D 506 (b) alongside the Reg CF “Crowdfund” for Accredited Investors. Please click the link to View our Investor Deck and Crowdfunding Offer. Review the Deck Here

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements are based on current expectations and are subject to risks and uncertainties that may cause actual results to differ materially from those anticipated. Crazy Pita Corp undertakes no obligation to publicly update any forward-looking statement, whether as a result of new information, future events, or otherwise.

    Contact Information

    Eden Miller
    Director of Investment Relations
    eden@crazypita.com
    702-466-2574

    SOURCE: Crazy Pita Corp

    Source: Crazy Pita Corp

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  • Celebrating Hispanic Heritage Month: PepsiCo Foods North America and LNESC Partner to Bridge the Digital Literacy Divide

    Celebrating Hispanic Heritage Month: PepsiCo Foods North America and LNESC Partner to Bridge the Digital Literacy Divide

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    PLANO, Texas – PepsiCo Foods North America (PFNA) is proud to announce a $150,000 investment to enhance digital literacy training across the nation through its partnership with LULAC National Educational Service Centers (LNESC). This initiative comes as a critical response to a staggering statistic: 32 million Americans lack essential digital skills. [1]

    To address this gap, PFNA’s investment emphasizes the importance of fostering digital skills from an early age and across generations to unlock educational and economic opportunities, in line with its key business priorities. Since 2022, PepsiCo has donated over $500,000 to LNSEC’s Pathways to Uplift and Empower through Novel Technology and Education Services (P.U.E.N.T.E.S.) program, which provides vital training and educational support for families equipping them with the skills, resources, and tools needed to be successful in a digital environment.

    With PFNA’s support, the P.U.E.N.T.E.S. program has reached 450 participants across six U.S. cities, creating transformative learning environments that equip families with essential technology skills – including a San Antonio family whose six-year-old son is part of the bilingual program. Melody Urbina found it not only helped from an education standpoint, but it created new opportunities for her to bond with her son and strengthened the family’s connections with the school and their community.

    According to Urbina, “The program is about more than just technology. We’ve created a strong network with other families. The program has facilitated communication across different cultures and generations, which is especially important in Hispanic communities.” Through the program, families participate in cohorts, encouraging intergenerational involvement and creating a safe space to learn valuable computer skills. Families gain familiarity with the digital tools needed to engage with and monitor their child’s academic progress, empowering them to practice new skills together at home.

    Alongside fostering a sense of community and belonging, the program is demonstrating measurable impact. Upon completion of the program, results show:

    • Over 90% of participants have increased confidence with technology.
    • Over 90% of participants feel comfortable using technology to learn new skills.
    • 92% of participants feel comfortable using an electronic device to perform basic computer functions (e.g., email, office applications, etc.).

    “As someone who immigrated to the U.S. from Venezuela, I am incredibly proud of our partnership with LNESC and our shared passion to create sustainable economic opportunities for underserved communities,” said Antonio Escalona, SVP, Emerging Business at PepsiCo Foods North America. “Putting people and their experiences at the forefront is essential to our business success. We take great pride in our efforts to enhance digital literacy, and we’re excited to continue supporting this impactful initiative.”

    This newfound digital literacy opens doors to economic opportunities and enables parents to interact effectively with school officials and other community stakeholders.

    Participants are granted access to the vast world of opportunity available through technology, bridging the digital divide and enriching lives in previously unattainable ways.

    “Continuing this partnership with PFNA means so much for our students and families,” said LNESC Executive Director Richard Roybal. “Hearing stories from participants of how they’ve benefitted from these resources is what it’s all about. Together, we’re making a transformative impact on so many families, and we’re excited for what’s to come.”

    To learn more about LNESC and the P.U.E.N.T.E.S. program, go to www.LNESC.org/programs/puentes. 

    About PepsiCo  
    PepsiCo products are enjoyed by consumers more than one billion times a day in more than 200 countries and territories around the world. PepsiCo generated more than $91 billion in net revenue in 2023, driven by a complementary beverage and convenient foods portfolio that includes Lay’s®, Doritos®, Cheetos®, Gatorade®, Pepsi-Cola®, Mountain Dew®, Quaker®, and SodaStream. PepsiCo’s product portfolio includes a wide range of enjoyable foods and beverages, including many iconic brands that generate more than $1 billion each in estimated annual retail sales.

    Guiding PepsiCo is our vision to Be the Global Leader in Beverages and Convenient Foods by Winning with pep+ (PepsiCo Positive). pep+ is our strategic end-to-end transformation that puts sustainability and human capital at the center of how we will create value and growth by operating within planetary boundaries and inspiring positive change for planet and people. For more information, visit www.pepsico.com, and follow on X (Twitter), Instagram, Facebook, and LinkedIn @PepsiCo.

    About LNESC

    LULAC National Educational Service Centers, Inc. (LNESC) was established in 1973 by the League of United Latin American Citizens (LULAC) to provide educational programming to high-need students throughout the U.S. and Puerto Rico. Throughout 16 education and technology centers, LNESC has served over 621,000 students, sent 160,000 students on to college, and awarded nearly $31 million in scholarships. LNESC’s results are made possible by a network of dedicated field staff, top-notch teachers, over 90 school partners, and the support of LULAC – the nation’s largest membership-based Latino organization. LNESC works to change lives and build Latino communities, one student at a time.  www.LNESC.org

    [1] DigitalUS Coalition, 2020

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  • AE Ventures and 90 Degree North Holdings Co-Lead $10 Million Investment in SEMPRE to Advance Resilient Infrastructure Solutions

    AE Ventures and 90 Degree North Holdings Co-Lead $10 Million Investment in SEMPRE to Advance Resilient Infrastructure Solutions

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    Strategic investment accelerates development of resilient infrastructure solutions for commercial and defense markets.


    COLORADO SPRINGS, Colo., September 16, 2024 (Newswire.com)
    –
    SEMPRE, a leading innovator in resilient and secure digital infrastructure, announces a $10 million funding round co-led by AE Ventures, the venture capital platform of AE Industrial Partners, LP, and 90 Degree North Holdings (90N). This investment accelerates the company’s mission to protect vulnerable operations through advanced infrastructure resilience across both commercial and defense markets. 

    The co-lead investment brings together two powerful entities to drive SEMPRE’s growth and technological advancements in critical infrastructure solutions. AE Ventures, which has a strategic partnership with The Boeing Company, focuses on early-stage investments in transformative technologies across national security, aerospace and industrial markets. 90N, a strategic investment and advisory firm, brings extensive global relationships and expertise in technology, space logistics and critical infrastructure. 

    Tommy Hicks, Jr., CEO of 90 Degree North Holdings, commented, “Co-leading this investment with AE Ventures underscores our confidence in SEMPRE’s vision for resilient infrastructure. Their technology has the potential to fundamentally reshape the digital infrastructure landscape, much like how AWS transformed cloud computing. Our extensive relationships across various sectors, combined with AE Ventures’ aerospace leadership, create a powerful ecosystem to support SEMPRE. We’re excited to help accelerate the development and deployment of SEMPRE’s solutions to redefine how organizations approach secure and resilient operations.”

    SEMPRE has also recently signed a Memorandum of Understanding (MOU) with Boeing Global Services (BGS), a division of The Boeing Company that supports both public and private sector clients. The collaboration aims to explore the potential of SEMPRE’s technology to strengthen BGS’s capabilities, particularly in contested logistics scenarios. 

    “We look forward to this partnership with SEMPRE and exploring ways to meet warfighter’s needs together,” said Torbjorn “Turbo” Sjogren, vice president of government services for Boeing Global Services. “By investing in SEMPRE, we’re not just supporting a promising technology – we’re investing in a solution that can significantly improve our ability to serve customers in contested and remote locations.”

    SEMPRE’s “Anywhere Edge” solution redefines resilient infrastructure by combining advanced software and hardened hardware into a comprehensive system. This all-in-one, stand-alone and transportable solution offers a fully independent 5G cellular network, enterprise-level hybrid cloud with high-performance compute capabilities, and multi-redundant satellite gateways. It also provides real-time decision-making support and zero-trust architecture for resilient security.Deployable in minutes and capable of integration with existing networks, SEMPRE’s EMP-hardened, tamper-resistant design delivers secure, survivable communications in digital deserts and emergency situations.

    “This funding marks a significant milestone for SEMPRE,” said Rob Spalding, CEO of SEMPRE. “It enables us to accelerate product development, enhance scalability, and expand our market reach. We’re now better positioned to address the growing global demand for resilient, secure communication and compute solutions in even the most challenging environments.”

    Source: SEMPRE.ai

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  • Iowa Department of Education Selects EPS Learning to Offer Elementary Schools Free Access to AI-Powered Literacy Solution

    Iowa Department of Education Selects EPS Learning to Offer Elementary Schools Free Access to AI-Powered Literacy Solution

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    EPS Learning, the leading provider of PreK-12 literacy solutions, has been selected by the Iowa Department of Education through a competitive bid process to offer fully funded access to its AI-powered EPS Reading Assistant for all elementary school teachers and students through the summer of 2025. Iowa’s $3 million investment is part of a state-wide initiative to improve reading outcomes for all elementary school students across 365 public school districts and 145 accredited nonpublic schools.

    Firmly grounded in the science of reading, EPS Reading Assistant is an online literacy program that uses sophisticated speech recognition and safe artificial intelligence (AI) to listen, assess, and tutor students in foundational reading skills at each student’s just-right level. In turn, educators are equipped with actionable performance data, guiding them to where their instruction will matter most.

    “We believe EPS Reading Assistant can significantly enhance instructional effectiveness and transform the reading experience for students,” said Steven Guttentag, CEO of EPS Learning. “We’re proud to be a trusted partner of the State of Iowa in helping kids of all levels develop strong literacy skills: capabilities that open them up to a world of possibilities. Our goal is to ensure that every educator in Iowa has the tools they need to make this difference in their classrooms.”

    EPS Reading Assistant launched in March 2024 in partnership with Amira Learning, the developer of the first AI-powered reading assistant which has helped millions of students with reading fluency and comprehension. When coupled with other EPS Learning solutions like S.P.I.R.E.—the reading intervention program used in 20% of districts nationwide including 36 Iowan school districts—EPS Reading Assistant has been proven to accelerate student achievement in foundational reading skills, including in phonemic awareness, phonics, decoding, vocabulary, and comprehension. Independent academic research out of Carnegie Mellon University, Johns Hopkins University and other R1 institutions has confirmed the efficacy of EPS Reading Assistant’s technology powered by Amira: users in the studies have achieved two to three times greater progress in reading ability compared to non-users.

    “At Amira, we’ve developed the world’s most sophisticated speech recognition solution for early learners, helping millions of students improve their reading skills,” said Mark Angel, CEO of Amira Learning. “EPS Learning is a well-established company known for delivering high-quality literacy solutions, and we’re proud to partner with them to bring Amira’s groundbreaking technology to even more classrooms and make a real difference in the lives of children.”

    Iowa public and nonpublic educators will have EPS Reading Assistant licenses available for the 2024-25 academic year and 2025 summer school, as well as access to synchronous and asynchronous training and support from EPS Learning.

    For Iowan educators interested in obtaining free EPS Reading Assistant licenses for their classrooms or learning more, visit:https://www.epslearning.com/iowa.

    For more on EPS Reading Assistant, visit: https://www.epslearning.com/products/eps-reading-assistant.

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