United Franchise Group, the West Palm Beach-based franchising company, has reported a first half of 2026 that underscores just how global the franchise business has become. The company signed 148 individual franchise agreements, welcomed 105 new locations, and inked seven development agreements representing 19 future locations in the first six months of the year, according to an announcement released in mid-September.
The more telling number, however, may be ten: the number of new international master franchise agreements UFG signed during the half, extending five of its brands into markets across North America, South America, Europe, and Asia. For entrepreneurs considering franchising as a path to business ownership, the announcement is a snapshot of where the industry's growth is coming from, and how it is structured.
The half-year in numbers
The headline figures cover domestic and international activity across UFG's portfolio. The 105 new locations opened during the half represent the physical expansion of the network, while the 148 individual franchise agreements reflect the pipeline of entrepreneurs committing to open units. The seven development agreements, representing 19 future locations, are commitments by developers to open multiple units over time, a structure that gives franchisors predictable growth and gives operators scale.
Master franchise agreements work differently. Under a master franchise arrangement, a single partner acquires the rights to develop an entire country or region, recruiting and supporting individual franchisees within it. It is the vehicle of choice for cross-border expansion, because it places the burden of local market knowledge, regulatory compliance, and franchisee recruitment on a partner who knows the territory.
The master franchise map
UFG's ten new master agreements span five brands and a striking range of markets:
- Exit Factor, the business brokerage and consulting concept, signed master agreements for the Czech Republic, Ireland, and Japan.
- Graze Craze, the charcuterie and catering brand, expanded into England and Guyana.
- Signarama, the sign and graphics franchise, added Germany.
- The Great Greek Mediterranean Grill secured rights covering the Caribbean, including Antigua, the Bahamas, Barbados, the Dominican Republic, Guyana, Jamaica, Suriname, and Trinidad and Tobago.
- Transworld Business Advisors extended its international network through agreements covering Canada, including New Brunswick and Prince Edward Island, as well as Portugal and Spain.
The list illustrates a pattern visible across the franchise industry in 2026: growth is increasingly cross-border, and it is increasingly organized around well-capitalized local partners rather than single-unit deals. For a brand entering Japan or Germany, a master franchisee who understands local commercial real estate, labor law, and consumer tastes is worth more than any headquarters playbook.
"This is a result of the high priority we place on developing our teams. We don't just sell franchises and sit back while owners 'figure it out' on their own. We work hard to mentor our entrepreneurs so they can be as successful as possible, and this is the result. We look forward to seeing what the next six months bring." — Michael White, Chief Development Officer and Director of Global Franchising at United Franchise Group
White's emphasis on mentoring over mere deal-making points to the support infrastructure UFG says underpins its growth: Discovery Days for prospective franchisees, a dedicated training facility, ongoing business education, networking opportunities, and conferences designed to connect franchise owners with resources across the network.
Why support infrastructure matters to buyers
For anyone evaluating a franchise opportunity, the franchisor's support system is one of the most consequential and least glamorous parts of the decision. The franchise model sells a proven system, but the system only works if the franchisor actually transfers the know-how: site selection, hiring, marketing, operations, and the inevitable troubleshooting when reality diverges from the manual.
Industry veterans advise prospective franchisees to validate those claims independently, speaking with existing franchisees, reviewing the franchise disclosure document, and understanding total investment, royalties, and renewal terms before signing. A franchisor's growth numbers describe the system's momentum; they do not guarantee any individual unit's performance.
The home-care signal
UFG's announcement is not the only recent data point on franchise momentum. In mid-September, Home Matters Caregiving, a national in-home senior care franchise headquartered in Beaverton, Oregon, announced it had been named to the 2026 Inc. 5000 ranking of America's fastest-growing private companies, placing No. 925 nationally and No. 111 among all U.S. healthcare companies, after posting 374 percent revenue growth from 2022 to 2025.
The company describes itself as the fastest-growing in-home care franchise organization on this year's list, and the placement marks its second consecutive year in the ranking, climbing 281 positions from No. 1,206 in 2025. It now operates 46 franchise locations serving aging adults across 18 states, and ranks as the 8th fastest-growing private company in Oregon.
"Growth is a byproduct of the care model, not the goal. We believe in serving our caregiving team, the clients that they provide care for, and leveraging technology with nurse-guided oversight to achieve the highest standard of care." — Jeffrey Giedt, CEO of Home Matters Caregiving
Chief Operating Officer Heidi Rowell added that the company's commitment remains to improving care outcomes, "allowing aging adults to age in place successfully for as long as is possible."
The home-care example matters because it illustrates where franchise demand is structurally driven. Aging populations in the United States, the United Kingdom, Canada, Australia, and much of Western Europe are creating durable demand for in-home care services, and the franchise model, with its combination of local ownership and systemized operations, has proven well suited to delivering them.
What aspiring franchisees should weigh
The franchise announcements of September paint an industry in expansion mode, but expansion is not the same as opportunity for every buyer. A few principles hold regardless of the brand:
- Validate with existing owners. Talk to current franchisees, including some the franchisor did not introduce you to, about earnings, support quality, and surprises.
- Read the disclosure document carefully. Investment ranges, fees, litigation history, and turnover rates are all disclosed for a reason.
- Match the business to your skills. A food franchise and a home-care franchise demand very different temperaments, schedules, and management styles.
- Plan for the ramp. Most franchises take time to reach steady profitability; ensure your financing covers the ramp, not just the opening.
- Remember that past growth is not a promise. A franchisor's half-year deal count describes corporate momentum, not your unit's future results.
Franchising remains one of the most structured on-ramps to business ownership, and 2026's numbers suggest the model is finding new owners in new markets at a healthy pace. The entrepreneurs who do best in it tend to be the ones who chose the system with the same rigor the system used to choose its markets.
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