0 units closed in the most recent FDD period (5 were forced terminations). Ask franchisees: what actually drove those closures — was it market conditions, operations, or franchisor decisions?

Franchisees who left voluntarily vs. those terminated. Any pattern by region, years in system, or franchisee profile.

How responsive is your franchisor rep — do they actually help when you have a problem, or are they just checking boxes?

Specific stories (not just vague positives). Ask about a time they needed help urgently — response time matters.

If you decided to sell your franchise tomorrow, how easy would that be? Has the franchisor ever blocked or delayed a transfer you wanted?

Transfer fee surprises, right-of-first-refusal complications, or franchisor demanding upgrades before approving a sale.

The Item 2 business experience section doesn't show prior franchise system experience in leadership. Ask: how does the corporate team support franchisees who are struggling operationally?

Whether they have franchise-specific field support, franchise advisory councils, or prior experience navigating the franchisor-franchisee relationship.

Item 2 lists very few senior executives. Ask: what happens to franchisee support if a key person leaves? Is there a succession plan?

Key-person risk is highest at early-stage or family-run franchisors. Look for documented processes vs. personality-driven operations.

What did your revenue look like in year 1 vs. year 2 vs. now? When did you reach breakeven?

Year 1 revenue is typically well below Item 19 averages (which often exclude ramp-up units). Expect 12-24 months to reach average.