Spray-Net Franchise Reviews: What You Should Know Before Buying a Franchise

How much capital do you actually need to start a Spray-Net franchise?

Our 2026 Franchise Disclosure Document estimates a total initial investment of $191,015 to $255,415 for a
single designated territory.

But there’s another number every prospective owner needs to calculate:

Your personal runway.

The working capital included in our FDD is intended to cover certain business expenses incurred before opening
and during the first three months of operation. It does not include your personal living expenses, debt service
or a salary/draw for yourself.

Our FDD also makes clear that additional working capital may be required if sales are lower or operating costs
are higher than expected.

That’s why there isn’t one magic number that guarantees someone is properly capitalized.

Someone with significant monthly personal expenses may need considerably more personal runway than someone with
very little.

And your performance matters.

If your sales close rate is lower than historical averages, you’ll generally need more marketing opportunities
to generate the same sales. If your production team operates below expected gross margins, less money remains to
cover overhead.

The first 18–24 months of building any business can be a heavy lift. Sometimes longer. You need to account for
that—not only in the business, but personally.

Our advice: don’t only ask whether you have enough money to open. Ask whether you’re
properly capitalized to build a business.

How long does it take to build a Spray-Net franchise?

We think about the first few years this way:

Year 1: Learn.

You’re learning how to sell the service, produce jobs efficiently, manage people, market locally and build a
reputation.

Nobody knows your business yet. You don’t have hundreds of local Google reviews. Your production team is new.
You’re new.

It’s usually the hardest part of the journey.

Year 2: Apply.

Now you have actual data from your business.

You know your close rate. You know your team’s gross margin. You know which marketing channels and creatives
work better in your market. You’re getting reviews, referrals and some local awareness.

The business starts becoming less theoretical and more predictable.

Year 3: Decide how to scale.

By this point, an owner who has consistently executed should have a better understanding of the economics of
their individual business.

That’s when the question becomes:

Is the foundation strong enough to turn it up?

We don’t believe in scaling a fragile foundation.

Adding overhead before you can consistently generate sales and produce jobs at the required margins can
increase your break-even point and turn growth into losses.

Our 2026 FDD provides historical performance information by business maturity. For the U.S. businesses included
in the applicable 2025 tables:

These are historical averages—not forecasts of what a new franchisee will achieve—and individual results vary.

The goal isn’t to grow as fast as possible. It’s to build something sustainably capable of scaling
profitably. That’s how you build a real business with real asset value.

What do we provide—and what is the owner’s responsibility?

This is probably one of the most important distinctions to understand.

We provide the system and infrastructure.

That includes our training, proprietary products and processes, business coaching, technology, marketing
systems and creatives, digital campaign management, and our in-house call center.

Our call center handles incoming inquiries and scheduling so you can spend more of your time selling, producing
and building your business.

Our marketing team establishes the digital infrastructure and manages the digital campaigns, while providing
the creative, tools and strategies you need to market your business locally.

But we don’t operate your business for you.

You build the local business.

You hire and manage your team.

You learn how to sell.

You make sure jobs are produced properly.

You manage your numbers.

You build relationships in your community.

And you execute the local marketing playbook.

Our Franchise Disclosure Document goes as far as legally requiring franchisees to personally participate in the
actual operation of their businesses, subject to certain provisions allowing for an approved Designated Manager.

We give you the playbook. You still have to run the plays.

Where do leads come from?

There isn’t one source.

And that’s intentional.

A healthy local marketing strategy needs to be holistic and can include:

• Google and social advertising
• Organic Google visibility (SEO)
• Google Business Profile (reviews)
• Customer referrals
• Lawn signs and job-site visibility
• Canvassing
• Direct mail
• Doorhangers
• Home shows and trade shows
• Print and other traditional advertising
• Local networking and community marketing

We coordinate the digital marketing campaigns and provide the creative assets, tools and strategies needed to
execute locally.

We also establish minimum local advertising requirements that increase as a business matures because consistent
marketing is critical to continuous business growth.

One of the biggest mistakes we see is assuming:

“You guys handle digital marketing, so I don’t need to do any marketing.”

Unfortunately, that’s not how it works.

Digital advertising becomes more powerful when the homeowner has already seen your trucks, lawn signs,
projects, reviews, direct mail or presence in the community.

And some of the most valuable marketing activities don’t require a huge media budget.

Asking happy customers for reviews doesn’t.

Putting out lawn signs doesn’t.

Canvassing around a completed project doesn’t.

Following up with customers and generating referrals doesn’t.

They require something else:

Execution.

We don’t promise franchisees a fixed number of leads. We provide a marketing system designed to combine
centrally managed digital marketing with consistent local execution.

The two together make the magic happen.

What do successful franchise owners do differently?

They learn the business before trying to remove themselves from it.

Initially, we want the owner selling.

Why?

Because it’s difficult to coach a salesperson on a process you’ve never learned yourself.

The same philosophy applies throughout the business.

Successful owners learn how jobs should be produced. They understand their margins. They understand how
customers buy. They learn what marketing works in their territory. And then they start building people around
those systems.

Eventually, the goal is to:

Replace yourself—not simply remove yourself.

There’s a big difference.

When you replace yourself, you’ve learned the role well enough to hire someone, train them, measure their
performance and coach them.

Once your production team can consistently produce quality jobs at the right margins and someone else can
reproduce your sales process, scaling becomes much more realistic.

Learn it. Systemize it. Replace yourself. Scale it.

What tends to get franchise owners into trouble?

We’ve seen three patterns repeatedly.

1. Increasing break-even too early

Hiring additional management, salespeople or adding overhead before the underlying business can consistently
support those expenses can make a difficult situation worse.

Before significantly increasing fixed costs, we want owners to understand their close rate, gross margin,
production capacity and have a consistently executed, holistic marketing strategy.

Growth without the right economics isn’t good growth.

2. Failing to build a strong production team

This is a people business.

Owners who aren’t sufficiently present while they’re building their team can struggle with culture, training
and employee turnover.

You need to build a place where good people want to work.

Equipment, technology and systems can help your team perform.

They don’t replace leadership.

3. Inconsistent marketing

This may be the biggest one.

Some franchisees rely heavily on the digital marketing we manage but don’t consistently execute the local
marketing component of the system.

Then, when digital alone doesn’t produce enough opportunities, the conclusion becomes:

“I don’t have enough leads.”

Digital marketing isn’t meant to replace local entrepreneurship.

We provide the playbook, tools and creative.

You have to execute your part of it.

Is a Spray-Net franchise seasonal?

Part of the business can be.

Exterior work is naturally seasonal in colder climates.

Kitchen cabinet refinishing isn’t.

That’s one reason we like having both service categories within the same business.

We don’t require franchisees to maintain a 50/50 mix. Some owners are heavily focused on kitchens, while others
generate the majority of their business from exterior services.

In fact, early on, concentrating on one category can make sense.

When marketing budgets are smaller, trying to promote everything simultaneously can spread those dollars too
thin. Build competency and market presence in one area, then build the other.

As the business matures, we generally believe a more balanced mix creates a healthier and more
diversified business, particularly in markets with a shorter exterior season.

Our 2026 FDD shows meaningful average job sizes in both categories. Among qualifying U.S. businesses in the
applicable 2025 data, the average exterior job was $6,604, while the average interior job was
$5,572.

And we like the markets we’re playing in.

Curb appeal and kitchens are two major drivers of how homeowners experience and improve their homes—and
we offer a differentiated, cost-effective way to renew both.

That gives our owners two significant home-improvement categories to build around.

How many employees do you need to start?

Our preferred starting structure is straightforward:

The owner handles sales, supported by a production team of approximately 3–4
people.

We generally don’t want a new owner immediately hiring someone else to do all the selling.

You need to understand how homeowners react to the service.

What objections come up?

Why do customers buy?

Why don’t they?

What does a healthy close rate look like?

Then you have something you can teach.

As the business grows, the organization can grow with it.

The objective isn’t for you to remain the salesperson forever.

It’s to understand the function well enough to eventually replace yourself with someone you can train, manage
and coach.

Is Spray-Net a passive investment?

No.

If you’re looking for a franchise where you invest money, hire a manager and wait for distributions, this
probably isn’t the right opportunity.

And, to be honest, home services in general probably aren’t what you’re looking for.

Especially during the early stages, expect to get your hands dirty.

You’ll sell.

You’ll market.

You’ll recruit.

You’ll manage.

You’ll solve problems.

And sometimes something that will eventually take an employee 20 minutes will take you two hours because you’re
doing it for the first time.

That’s building a business.

The upside is that you’re learning how the machine works so you can eventually build an organization around it.

Who should NOT buy a Spray-Net franchise?

• Someone looking for a passive investment.
• Someone who expects digital marketing on its own to build the entire business.
• Someone unwilling to sell.
• Someone unwilling to manage people.
• Someone who doesn’t want to market locally.
• Someone who expects buying a franchise to eliminate business risk.

A franchise gives you a significant head start. You’re not inventing the brand, products, systems, technology,
marketing infrastructure or operating playbook from scratch.

But your success still depends heavily on you.

We’ll train you.

We’ll coach you.

We’ll provide the technology.

We’ll provide proprietary products and processes.

We’ll manage the digital campaigns.

We’ll answer incoming calls.

We’ll give you the tools and strategies.

We’ll support you when things get difficult.

But none of that eliminates the need for an entrepreneur.

It takes a concerted effort between us and our franchisees to make a local business work.

The heavy lift locally belongs to the owner.

If it didn’t, we wouldn’t need franchisees.

What should you ask existing Spray-Net franchise owners?

You should speak with franchisees before making your decision and we host weekly calls where prospective
franchisees can speak directly with current owners and ask questions.

But understand that our franchisees are at very different stages.

An owner six months into building a business has a very different perspective from someone who’s been operating
for six years.

So don’t only ask:

“Do you like Spray-Net?”

Ask questions that help you understand what ownership is actually like:

• How difficult was your first year?
• What became easier in Years 2 and 3?
• What surprised you about owning the business?
• How much local marketing do you personally execute?
• What do we do well at HQ?
• Where could we improve? (We’re not perfect!)
• How difficult has it been to build and retain a team?
• What do your actual margins look like?
• What would you do differently if you launched again?
• Knowing what you know today, would you buy a Spray-Net franchise again?

And when you hear different answers, pay attention to the context.

One franchisee might tell you retaining employees has been incredibly difficult. Another might have built a
place where people genuinely want to work.

Why?

One owner may be present, coach their people, create a good culture and build relationships with the team.
Another may operate differently.

That’s one of the beauties—and challenges—of business ownership.

You control a lot of the variables.

We’re not looking for someone who can be convinced to buy a franchise.

We’re looking for someone who understands what they’re getting into and still wants to build one.

What does our FDD actually show about financial performance?

This is where we recommend going directly to the source.

Item 19 of our current Franchise Disclosure Document contains our financial performance representations.

For the 2025 calendar year, the FDD reports the following average Gross Sales (Production) among the disclosed
U.S. businesses:

Our Canadian network is substantially more mature.

Among the 13 Canadian businesses included in the applicable 2025 table, average time in operation was
approximately 99.8 months, average Gross Sales (Production) were $1,191,855
CAD, median Gross Sales were $1,224,451 CAD, and average Gross Margin was
60.4%.

We believe the combination of strong gross-margin characteristics and attractive average job
sizes gives owners a compelling economic foundation to build from.

But neither revenue nor gross margin tells you what you’ll take home.

Profitability is a dance between three things:

Revenue. Gross margin. Break-even.

You can have good revenue and strong gross margins, but if you’ve built too much overhead underneath them, your
net profit can still be low.

That’s why we’re so focused on owners understanding the economics of their individual businesses before
aggressively scaling.

And the numbers above require context.

Our FDD defines Gross Margin as gross sales less labor and materials, divided by gross sales. It does not
include royalties, marketing expenses or other operating expenses.

Averages are also just that:

Averages.

Some businesses perform above them.

Some perform below them.

So don’t make an investment decision based on one headline revenue or gross-margin number.

Understand the underlying numbers and how they work.

Then build your own business plan based on assumptions you’re comfortable with.

So, is Spray-Net a good franchise?

We obviously believe it is.

But that’s not really the question you need to answer.

The better question is:

Is Spray-Net the right franchise for you?

If you’re looking for something passive, probably not.

If you don’t want to sell or market locally, probably not.

If the possibility of a difficult first year is unacceptable to you, business ownership itself may not be the
right fit.

But if you want to build a local home-improvement business and are willing to learn the operation from the
ground up, build and lead a team, execute consistently and eventually replace yourself in each role as the
business grows, we believe there’s a lot to get excited about here.

We’re not another commodity home service competing exclusively on price.

We’ve built proprietary products and patented processes around a truly differentiated service offering.

We operate in large home-improvement categories.

Our average job sizes are significant.

Our mature-business data demonstrates strong gross-margin characteristics.

We have experience from having completed almost 40,000 homes across North America.

And, most importantly, homeowners genuinely love the transformations we create.

Don’t take our word for that last one.

Look at our Google reviews. Look at the before-and-afters.

And don’t make your decision because of what you read on this page.

And don’t make it because of one positive or negative Spray-Net franchise review online.

Do your homework.

Read the Franchise Disclosure Document.

Attend one of our weekly franchisee calls.

Ask us hard questions.

Speak with your own financial and legal advisors.

Understand the investment.

Understand the work.

Understand the opportunity.

Understand the risk.

Get the proper context. Then decide.

And if you still want to build a Spray-Net business after doing all of that?

That’s exactly the kind of franchise partner we’re looking for.