Trisha DuVivier on Bridging the Franchisor–Franchisee Divide with Workhero and “Franulate”

After recognizing the growing tension and misalignment within franchise systems, Trisha DuVivier and her team shifted Workhero’s focus to support emerging franchisors with tools designed to strengthen relationships at scale. Through initiatives like Franulate and the Franchise Relationship Reality Check, she’s helping brands move from conflict to collaboration — addressing communication gaps, operational friction, and expectations before they escalate. At the core of her work is a simple belief: successful franchise systems thrive not on control, but on partnership, adaptability, and shared purpose.

Trisha, what prompted the shift from general consulting into focusing specifically on emerging franchisors with Workhero, Inc.?
One of WORKHERO’s co-founders, January Swiderski, has been in the franchising space in various roles for about 15 years, most recently as a Franchise Development Manager for an emerging Pilates brand in the U.S. January had been saying since 2024 that we could really add value to the franchise space and should bring WORKHERO to emerging franchisors. However, we were so busy in the private sector space that we couldn’t give developing a WORKHERO Franchise program the time it deserved. In mid-2025, we started discussing it again and decided to make the leap.

“Franulate” is a unique concept. What gap in the franchise space did you see that inspired you to create this program?
Thanks! We love Franulate. When we discussed the value we could bring to the franchise space and our target market within it, we began to examine the natural gaps and frictions that exist between franchisors and franchisees. Franchises are often attractive to people who want to be their own boss and are typically fleeing corporate America (known as “corporate refugees” in the franchise space) but they don’t want to start a business from the ground up. Franchises are essentially “Businesses in a box” that you can buy and run as a franchisee. However, you are your own boss, but also not, because the franchisor still acts as a ‘boss’. That creates an interesting relationship dynamic with high financial stakes. We didn’t see anyone addressing everything that comes with that dynamic, and failing to handle it correctly is incredibly costly on all levels.

The “Franchise Relationship Reality Check” sounds like a powerful tool. What are some of the most common issues it uncovers between franchisors and franchisees?
It is an incredibly powerful tool for something that only takes a few minutes to complete! The most common issues it uncovers between franchisors and franchisees are organizational design and communication issues. From its headquarters, a franchisor has their own standards and ideas for how the brand and business should operate, but the franchisee does too. We see many issues around misalignment of expectations, operational bottlenecks, and natural issues that arise in a multigenerational franchisor and franchisee relationship. Communication can be hard when you’re stressed and passionate about what you’re doing. Franulate helps franchisors and franchisees navigate these issues, returning them to a spirit of partnership rather than policing.

You started with a mission to make work feel less like a battlefield. How does that philosophy show up in your work with franchise systems today?
In a franchise system, it’s incredibly easy for both the franchisor and franchisee to become alienated from one another feel unsupported, and feel unheard, which unfortunately, causes them to forget that they are supposed to be on the same team. The franchise system is work, but it should not feel like a battlefield, and that’s always been our core philosophy and mission. We use the Franchise Relationship Reality Check and Franulate to get ahead of issues before they hurt the franchisor and the franchisee. If the issues have already spilled over, we do an amazing job reacting and saving the system from self-destructing.

As more brands look to scale through franchising, what do you think separates those that succeed long-term from those that struggle?
That’s such a great question. What separates the brands that succeed long-term from those that struggle is that the struggling brands have lost the spirit of partnership with their franchisees and vice versa. Once that happens, an unfortunate domino effect occurs that is very hard to recover from. Brands that struggle have a hard time being flexible and communicating with their franchisees. Everyone wants to be heard, and there’s a way to do that without self-destructing. Brands that successfully scale have a strong foundation, build upon it and adapt. (And, they use Workhero and Franulate!)