Remodel, garage and closets franchise finance
Averan read the 2026 FDDs of eight remodel, garage and closets brands.
The median brand here reports average revenue of $1,565,320 an unit. Percentage fees at the median brand come to 9% of sales. The median cost to open runs $164,285 to $270,650.
Find a remodel, garage and closets brand
8 brands in this guide, each from its own 2026 FDD. Open one, or pick two and compare them.
The brands in this group
Each brand has its own business model breakdown, with every figure set out against the brand’s disclosure document it comes from.
- Archadeck Outdoor Living Full P&L · Independent benchmarking P&L ending at 2.2% before owner add-backs
- Bath Tune-Uppercentile · Second territory earns the same as the first
- Closets by Designquartile · An appointment is worth $3,109, and the quarter range is appointments run
- DreamMaker Bath & Kitchenquartile · Banded royalty on the whole year against a $49
- Kitchen Tune-Uppercentile · Best margin percentage is the smallest check
- Precision Garage Door Service Eight territory-size bands measured in single-family detached homes, each with average, median, high, low and attainment - PLUS a second table giving average gross sales PER JOB by top decile, four quartiles and bottom decile, so revenue decomposes into job count times ticket
- The Tailored Closetsix-measures-average-median-75th-25th-percentile-and-middle-half-average-and-median-published-separately-for-single-territory-and-multi-territory-franchisees-across-two-years-with-territory-counts-for-each-middle-half-group · Six measures x two groups x two years
- Window Worldmarket_size · A royalty priced per window, zero brand fund, and marketing set on LAST year's sales
The figures, brand by brand
| Measure | Median | Brands | Basis |
|---|---|---|---|
| Average sales per unit | $1,565,320 | 7 of 8 | Median of each brand’s disclosed average |
| Median sales per unit | $759,995 | 6 of 8 | Median of each brand’s disclosed median |
| Initial franchise fee | $32,500 | 8 of 8 | |
| Royalty | 6% | 7 of 8 | Headline rate |
| Brand or advertising fund | 1.2% | 8 of 8 | |
| Percentage fees, all in | 9% | 7 of 8 | Royalty, funds and local marketing set as a share of sales |
| Cost to open, low | $164,285 | 7 of 8 | |
| Cost to open, high | $270,650 | 7 of 8 | |
| Profit margin | Fewer than three disclose | 1 of 8 | Each brand’s own profit line; definitions differ |
| Labor, share of revenue | 20% | 3 of 8 | |
| Building costs, share of revenue | Fewer than three disclose | 1 of 8 | |
| Unit growth, 2025 | 6.3% | 7 of 8 | (End − start) ÷ start |
| Customers lost, 2025 | 5.1% | 7 of 8 | Terminated, non-renewed, reacquired and ceased, ÷ opening units; transfers excluded |
Each figure is the median of the brands that disclose it, and the Brands column counts them.
How we calculated this
Revenue is each brand's own reported figure on its own unit basis, so the median describes the group and no single brand. Growth and customers lost are our calculations from each brand's outlet table. Where fewer than three brands disclose a figure, no benchmark is shown.
The model
The business model the top performers in remodel, garage and closets are running
What the top performers can do that others cannot
5 of the 8 brands here sell one job at a time. Rostering against demand is the constraint: wages run 20.0% of sales at the middle brand, more than any other line.
What the customer is buying
The customer buys a quoted job, usually once. At 1 of them the model is different: the customer buys a service booked when it is needed, which asks something else of the owner. A location at the middle brand sells $1,565,320 a year; the top group sells $3,650,334. The offer is the same at both ends of that range, so the difference is volume rather than product.
Who the customer is, and how often they come back
This is an acquisition business. Each job is won again, so lead flow, the close rate and what the average job is worth decide the year. A median 38% of locations reach their own brand’s average, so most of the system is below the number the brand advertises, and the gap is usually a demand gap rather than an effort gap. The top group sells $3,650,334 against $425,754 at the bottom. Trade area and site set that range before an owner takes a booking.
How the money works
Opening costs $106,930 to $654,860 across the group, and inside one brand the top of the range is typically 1.7 times the bottom. At the middle brand the cost stack runs wages 20.0%, occupancy 0.9%, cost of sales 52.4%, franchise fees 9.0% of sales. What is left runs 2.2% at the middle brand, which is $80,307 a year at the top group and $9,367 at the bottom. The percentage barely moves between them; the dollars do.
Also disclosed across this group: $0, $10,175,625, $15,653, $162,793, $338,268, $78,266, 5.6, 9.4.
Top performers
These are the things that separate top performers in remodel, garage and closets
At the typical remodel, garage and closets brand, the best group of locations sells $3,650,334 a year. The worst group sells $425,754. That is $3,224,580 more a year, 8.6 times over, for the same brand on the same agreement. Across these brands, a median of 38% of locations reach their own brand’s average. The average describes the top of a system, not the middle. 8 of the 8 brands here publish bands; the rest disclose no spread at all.
Decided before you open
- What it costs to open.Opening costs run $106,930 to $654,860 across the group, and the top of a single brand’s range is typically 1.7 times its bottom. The top group sells $3,650,334 a year against a build that tops out at $654,860, so at the heavy end of the range a location sells $5.57 for every dollar it cost to open. That build is recovered inside a year or two of sales at that end of the system.
- What a location sells.Average sales run $1,565,320 at the middle brand and $3,650,334 at the top group. Format and site decide most of that before an owner does anything, which is why the same operator produces different results in different trade areas.
- Rent is one number, and it lands twice.Occupancy runs 0.9% of sales at the middle brand, which on median sales of $1,565,320 is $14,088 of rent a year. That same $14,088 is 0.4% of sales at the top group and 3.3% at the bottom. Nobody negotiated a worse lease. The top performers move this line by putting more sales through the same square footage: longer earning hours, a second daypart, and a site picked for traffic rather than for the rate.
Live operating levers
- 5 of the 8 brands here sell one job at a time.Every job has to be won again. The owner gives a quote, some share of those quotes turns into work, and each job that lands is worth a certain amount. The top performers raise the share that closes and the size of the average job before they spend more money on leads, because buying more leads is the expensive way to get the same revenue.
- 2 of the 8 brands here run a recurring plan.A plan turns a business that waits for the phone to ring into one that knows roughly what next month looks like, and that predictability is what lets an owner staff properly. It is built by asking the customer to book the next visit before they walk out, not by spending more on marketing afterwards. They are Bath Tune-Up, The Tailored Closet.
- 2 of the 8 brands here can widen what they sell without widening the building.Selling a product alongside the service, or moving customers onto a higher tier of it, raises what an hour of the same room earns. It is the only way to lift the ceiling without spending money on more space or more hours. They are Bath Tune-Up, Kitchen Tune-Up.
- Wages. Same labor market, different result.Wages run 20.0% of sales at the middle brand and 15.0% to 28.0% across the 3 that disclose it. These brands hire from the same pool at the same rates, so a 13-point spread is not a pay-rate gap. It is scheduling and productivity: rostering against booked demand hour by hour, managing sales per paid hour as the number, and keeping enough of the pay variable that the line falls when the week is quiet. On the top group’s $3,650,334 of sales, a point of wages is $36,503 a year; on the bottom group’s $425,754 it is $4,258. The same discipline is worth more where the volume already is.
- Cost of what you sell. The line that compounds.Products and materials take 52.4% of sales at the middle brand, 42.0% to 59.8% across the 4 that disclose it. Buying on the brand program rather than locally, holding the price list instead of discounting to close, and counting waste weekly are what separate the ends of that range, and each of them compounds with volume, which is why the gap widens as a location grows.
- What is left at the end. Where the gap comes from.Of the 1 brands that publish a profit line, the middle one keeps 2.2% of sales, from 2.2% to 2.2%. The cost lines above move by a few points between the best and worst locations while sales move by multiples, so the top performers are not running a cheaper business. They are running the same cost base over more revenue. Hold that 2.2% margin steady and the top group earns $80,307 against $9,367 at the bottom, a difference of $70,941 a year that comes from volume alone.
- What the brand charges. The line that works backwards.Fees run a median 9.0% of sales across 7 brands, from 6.6% to 19.2%. Where a minimum sits underneath the percentage, the weakest location pays the highest effective rate, so the fee line costs most exactly where it can least be afforded. The top performers clear the minimum early and stop thinking about it. At $3,650,334 the fees cost $328,530 a year; at $425,754 they cost $38,318. The percentage is the same and the burden is not.
Context you underwrite around
- How many brands show a ramp.0 of 8 filings in this group show how a new location builds up. For the rest the first year has to be assumed, and the assumption is usually wrong in the same direction.
Operating levers
What each brand’s top performers actually work on
The levers the filing supports, brand by brand. Three to five each, read from that brand’s own 2026 FDD. Filter by type of business, or open a brand for the figures underneath.
8 brands
Archadeck Outdoor Living
Remodel, garage and closets
- Cost of what you sell. Products and materials take 59.8% of sales, against 2.2% kept at the end. Buying terms, price discipline and waste are where this is won, and each of them compounds at volume. Small movements here move the result more than anything else, because nothing else in the structure is that large.
- Occupancy, the line that does not flex. Rent and building costs take 0.9% of sales here. Sales per square foot and the hours the space is earning are the only two ways to move it, because the rent itself is fixed at signing.
- Jobs, the operating driver. This model bills on jobs. Every job is won again, so the owner works on how many quotes turn into work and what the average job is worth when it does. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Fees, and where the minimum bites. Fees run about 8.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
Bath Tune-Up
Remodel, garage and closets
- Cost of what you sell. Products and materials take 51.0% of sales. Buying terms, price discipline and waste are where this is won, and each of them compounds at volume.
- Jobs, the operating driver. This model bills on jobs. Every job is won again, so the owner works on how many quotes turn into work and what the average job is worth when it does. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Membership and rebooking. A recurring plan turns a high-fixed-cost business from an appointment book into a subscription, which smooths the utilisation that drives the wage line. Rebooking before the customer leaves is what builds it, not marketing spend afterwards.
- Service and retail mix. Attachment rate on retail, and the share of customers on the higher service tiers, lift what each hour earns without adding an hour or a room. It is the only lever that raises the ceiling without spending capital.
- Fees, and where the minimum bites. Fees run about 9.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
Closets by Design
Remodel, garage and closets
- Visits, the operating driver. This model bills on visits. The owner watches how many visits happen, what each one is worth, and how many customers book the next one before they leave. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Fees, and where the minimum bites. Fees run about 19.2% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
DreamMaker Bath & Kitchen
Remodel, garage and closets
- Cost of what you sell. Products and materials take 53.8% of sales. Buying terms, price discipline and waste are where this is won, and each of them compounds at volume.
- Jobs, the operating driver. This model bills on jobs. Every job is won again, so the owner works on how many quotes turn into work and what the average job is worth when it does. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Fees, and where the minimum bites. Fees run about 9.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
Kitchen Tune-Up
Remodel, garage and closets
- Cost of what you sell. Products and materials take 42.0% of sales. Buying terms, price discipline and waste are where this is won, and each of them compounds at volume.
- Jobs, the operating driver. This model bills on jobs. Every job is won again, so the owner works on how many quotes turn into work and what the average job is worth when it does. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Service and retail mix. Attachment rate on retail, and the share of customers on the higher service tiers, lift what each hour earns without adding an hour or a room. It is the only lever that raises the ceiling without spending capital.
- Fees, and where the minimum bites. Fees run about 8.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
Precision Garage Door Service
Remodel, garage and closets
- Jobs, the operating driver. This model bills on jobs. Every job is won again, so the owner works on how many quotes turn into work and what the average job is worth when it does. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Fees, and where the minimum bites. Fees run about 13.0% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
The Tailored Closet
Remodel, garage and closets
- Service calls, the operating driver. This model bills on service calls. A technician finishes only so many calls a day, so the owner works on how many of them turn into paid work and what the average ticket is worth. It is worth watching every week, because by the time it turns up in a monthly close the quarter is half gone.
- Membership and rebooking. A recurring plan turns a high-fixed-cost business from an appointment book into a subscription, which smooths the utilisation that drives the wage line. Rebooking before the customer leaves is what builds it, not marketing spend afterwards.
- Fees, and where the minimum bites. Fees run about 6.6% of sales. A minimum sits underneath the percentage, so the low-volume location pays the higher effective rate. The brand charges the weakest locations the most. Work out the sales level where the percentage overtakes the minimum and know which side of it you are on, because the answer changes what an extra dollar of sales is worth.
Window World
Remodel, garage and closets
- What you can change after opening. This filing prices none of the operating lines. Across the Home Services brands in this library that do disclose them, the largest is the cost of what you sell at a median 43.8% of sales *
Questions owners ask next
The figures above raise these, and each one is answered on its own page.
- At what level of sales does a minimum fee stop costing me more than the percentage?How royalty, ad fund and minimums actually work on a monthly statement.
- How much cash do I fund before a new location covers its own costs?A 13-week forecast for the months before break-even.
- My payroll percentage keeps climbing. Is that a payroll problem?Usually it is a revenue problem wearing a payroll costume.
- What should I be looking at every week?The handful of numbers that move before the P&L does.
- Do I need a bookkeeper, a controller, or a CFO?What each one owns, and the point at which the next one pays for itself.
Run your own numbers.
The Franchise Finance Diagnostic runs the same checks on your own numbers. It scores where you stand and compares you with Item 19 of your brand’s FDD. It works out what one location earns and spends, and builds a 13-week cash forecast. Checks whether you are ready to open another one. It is free and it runs in your browser.
Launch the diagnostic →How many jobs did you run last week?
A structured review of your unit economics, cash forecast. Reporting, built around job count, a minimum fee your brand imposes. A chart of accounts mapped to the benchmark you are being measured against.
Request the reviewWhere these figures come from
Every figure here comes from the brands' 2026 FDDs and is unaudited by us. We are unaffiliated with the brands. The medians, growth and customers lost figures are our own calculations. The figures describe past performance at other businesses. They are not a projection of your results. This page is an educational summary and is not an offer to sell a franchise or financial, legal or tax advice. All trademarks belong to their owners. How Averan reads a Franchise Disclosure Document.