How to evaluate if an emerging franchise is right for you

On this episode of Atlanta Franchise Today, Leslie Kuban speaks with Ryan McCann, owner of Koala Insulation in central Atlanta, about his franchise’s first two years of success and his plans for its future.

Before purchasing his own franchise, McCann worked for Coca-Cola for more than 15 years. During his stay, he had experience working with QSR franchise businesses, which piqued his interest in taking control. McCann notes that the decision to look into the insulation company came about as a result of changing from working in sales and the food and service industries.

During the unknowns of COVID, McCann explains how he was looking at the financial advancements, long-term benefits, and taking control aspects that made the transition from Coke to Koala almost seamless. 

The key elements of switching from Coke to Koala:

  1. The first thing McCann looked into was the industry. He became interested in the insulation market after learning that it generated over $11 billion in revenue and was expected to increase by five to eight percent despite rising energy costs. 90% of single-family homes are actually under-insulated, so McCann continued to think about the opportunity for growth now and in the future.
  2. Secondly, McCann searches for a younger brand with unlimited growth potential. He didn’t want the plant to be limited for him. Or to put it another way, McCann didn’t want to spend a lot of money on resources for workers who wouldn’t be open-minded.
  3. The third thing he looks for is a leadership team having previous franchise experience. The prior franchise experience will help McCann make a solid investment in terms of resources. He would prefer that his staff members wish to reinvest those funds into his company. 

Pryor to McCann pioneering his own franchise, he states he got comfortable. “It’s just a matter of finding strategies to reduce the learning curve while competing with brands that already have a solid track record”, he declares. In order to manage a new franchise, you must be able to take in as much information as you can, be prepared to put in the time, and conduct the necessary research.

Overall, McCann asserts that “we must take pride in the work we perform in order to attain exceptional customer satisfaction. We handle our clients the way we want to be handled. In addition to treating our clients well, our business culture enables our staff to be well-cared for.


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