John T. Hewitt | CEO of Loyalty Brands

Loyalty Brands isn’t just franchising; it’s redefining what franchise ecosystems can be, and pets are at the heart of its next big chapter.

We speak with John T. Hewitt, the founder and CEO of Loyalty Brands, about how one of America’s most accomplished franchise builders is turning his sights to pet care—and creating what he calls the “Everything Pets” ecosystem. From grooming and daycare to clean-up and community, Hewitt’s approach combines decades of franchise mastery with a mission to have fun and improve lives.

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You started your career at H&R Block, where you rose quickly through the ranks before founding Jackson Hewitt. What lessons from those early years in tax preparation shaped your belief that franchising could be a vehicle for helping others succeed?

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When I started at H&R Block in 1969, I learned two lessons that have guided me for more than fifty years: people want opportunity, and systems create it.

At Block, I saw ordinary people become extraordinary business owners because they had the right training, technology, and support. That’s what inspired me to build Jackson Hewitt and Liberty Tax, to give others a path to success through franchising.

The model works when you empower people to work for themselves, but not by themselves.

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You launched Loyalty Brands in 2018 as a multi-brand franchise ecosystem. What gap in the market did you see that led you to build a platform connecting multiple franchise concepts, rather than focusing on a single vertical again?

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After building single-concept empires like Jackson Hewitt and Liberty Tax, I saw a gap: talented entrepreneurs wanted to diversify, but there wasn’t a trusted platform to help them do it efficiently.

Loyalty Brands was built to fill that gap, a multi-brand ecosystem where franchise owners can grow across complementary sectors, sharing services, technology, and expertise. It’s about multiplying opportunity, not duplicating effort.

Today, our franchisees are anxious to buy into other brands and complete a portfolio that will grow exponentially because of our shared services and synergies. The collaboration between brands is an incredible something extra that is happening right in front of me.

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The pet-care division of Loyalty Brands has expanded rapidly, especially with brands like Zoomin Groomin. What makes the pet sector such an attractive franchising opportunity, and how does scaling a service-based brand differ from your experience with retail or financial services?

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The pet industry is one of the most emotionally driven and recession-resistant markets out there.

People might delay a vacation, but they won’t skip taking care of their pets. With brands like Zoomin Groomin, we’re tapping into a service-based, relationship-driven business that mirrors what I loved about tax and accounting: you build loyalty one client at a time.

Scaling a mobile or service brand is different from retail; it’s all about logistics, consistency, and delivering care right to the customer’s door.

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You recently acquired Cooper’s Scoopers while it was still in an early stage of growth. What made you decide to bring it into the Loyalty Brands family so soon and how does it fit into your broader pet-care strategy?

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When we met the founder of Cooper’s Scoopers, we saw heart, purpose, and potential.

The brand was still young, but it solved a real environmental and community issue, keeping pet waste out of waterways and neighborhoods.

That fits perfectly with our philosophy of purpose-driven profit. We brought it in early because we believe in its mission, and we knew our systems could help it scale faster and smarter.

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Between Zoomin Groomin, Salty Dawg Pet Salon & Bakery, Hike Doggie, and Cooper’s Scoopers, you are creating what looks like a full-service pet ecosystem. How intentional was that approach, and how do you see these brands complementing or supporting one another in the years ahead?

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It’s absolutely intentional. We’re building what I call the “Everything Pets” ecosystem — from grooming and daycare to hiking and cleanup. Each brand serves a unique need, but together they create lifetime customer value and cross-marketing opportunities.

A Cooper’s Scoopers client might discover Zoomin Groomin, or a Hike Doggie customer might visit Salty Dawg for spa services. We’re connecting the dots so franchisees and pet parents both win.

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You were an early adopter of technology in tax preparation, helping develop one of the first computer-based systems for the Apple II. How is technology, from scheduling automation to AI-driven logistics, shaping the way you scale and support your pet-service brands today?

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My first software was written for the Apple II in 1982, and I’ve believed ever since that technology is a business multiplier.

Today, AI and automation are doing for our brands what early computers did for tax prep: reducing friction, simplifying operations, and improving consistency.

From route optimization for grooming vans to online scheduling and data-driven marketing, tech allows us to scale nationally without losing the local touch.

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When you consider adding a new concept to the Loyalty Brands portfolio, what specific indicators do you look for; growth rate, retention, unit economics, leadership quality, or cultural alignment — to decide if it’s the right fit?

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I’ve learned to look beyond spreadsheets. Of course, we evaluate unit economics, margins, and scalability, but leadership and culture come first. A brand with a strong mission, great people, and a repeatable model is what we want.

I always ask: can this business make someone’s life better, and can our franchisees make a great living doing it? If the answer is yes to both, it’s a fit for Loyalty Brands. Our mission statement is Having Fun. Improving Lives.

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The word Loyalty sits at the center of your brand. How do you define loyalty, not just from customers, but between the franchisor and franchisee, and how does that principle guide decision-making across your organization?

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Loyalty isn’t a slogan; it’s our foundation. It means standing by people through thick and thin. I’ve had team members and franchisees with me for over 25 years because they know I’ll fight for them. In franchising, loyalty runs both ways: franchisees trust you to lead with integrity, and franchisors trust them to uphold the brand.

Every decision we make is filtered through one question, “Is this loyal to our people and our purpose?”

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Zoomin Groomin grew from just five vans to more than 250 in only four years. Beyond the obvious cost advantages of avoiding brick-and-mortar locations, what factors most contributed to that rapid growth?

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Zoomin Groomin exploded because it hit the sweet spot between convenience, compassion, and culture.

Mobile grooming solves a problem for pet parents and franchisees alike: no rent, flexible schedules, and instant scalability. But what really fueled growth was leadership and storytelling. We created strong branding and messaging that turned everyone’s head with the van—our mobile billboards.

Franchisees saw a brand with heart and momentum, backed by a system that knows how to grow national networks. That combination is powerful.

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Looking forward, what other categories within the pet industry are you watching closely, and where do you see the next major opportunity for franchising innovation?

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We’re watching everything from holistic wellness and nutrition to pet-friendly travel and senior pet care. The next wave will combine technology with empathy—think AI-enabled health monitoring or subscription wellness plans.

Wherever there’s love, loyalty, and repeat business, there’s opportunity. Our goal is to stay ahead of the curve and keep building brands that make life better for pets, their owners, and the entrepreneurs who serve them.

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