That 1 Painter

The vendor opportunity at That 1 Painter

That 1 Painter presents a distinct profile for software vendors: a rapidly growing home-services franchise with 323 total units and a 16.2% year-over-year unit growth rate. The system is overwhelmingly franchised, with 315 franchised locations and only 8 company-owned units. The average unit volume sits at $950,409.67, with a 6.0% royalty fee flowing back to the franchisor under a standard 10-year initial term. The operator base is entirely composed of single-unit franchisees—138 mapped operators run 138 located units, with no multi-unit owners on file. This fragmentation means a vendor cannot rely on a few large franchisees to drive adoption; a sale must resonate with many individual business owners.

The brand’s geographic footprint is concentrated but expanding. The top states by unit count are Texas (25), Florida (15), North Carolina (10), Tennessee (7), and Virginia (6). For a vendor, this distribution suggests a regional go-to-market strategy could be effective, starting in the Texas triangle before expanding to the Southeast.

Who controls software purchasing

Based on the 2026 FDD, the buying center at That 1 Painter’s headquarters is lean. The named executives are Steven Montgomery (CEO and Founder), Tyler Colby (Brand President), Anthony Sutter (General Counsel), Connor Charland (Senior Vice President, Marketing, Innovation & Growth), and Benjamin Garrett (Vice President of Marketing). No Chief Information Officer, Chief Technology Officer, or VP of Operations is listed. The title held by Connor Charland—Senior Vice President of Marketing, Innovation & Growth—is the strongest signal for a technology evaluation owner. In a system without a dedicated IT leader, innovation often sits within marketing or operations. A vendor’s first cold outreach should likely target this role, framing the software as a growth and innovation lever rather than a pure IT solution.

Because the brand does not mandate any specific technology, the franchisor’s influence over software adoption is likely exerted through recommendation and endorsement rather than enforcement. This makes winning over the corporate team a critical step to gaining access to the franchisee base, but it does not guarantee adoption at the unit level.

Mandated and current tech stack

The 2026 FDD contains no disclosure of mandated or recommended technology systems. No point-of-sale provider, CRM, scheduling platform, or field-service management tool is named. This absence is itself a valuable data point: it suggests the system is either technology-agnostic by policy or has not yet standardized its tech stack. For a vendor, this represents a greenfield opportunity. A franchise system of over 300 units with no mandated operational software is rare and signals that the franchisor may be in the early stages of evaluating technology partners to support its rapid growth.

Vendors should approach this with a consultative sale. The lack of an incumbent means there is no displacement battle, but it also means franchisees may be using a patchwork of consumer-grade or generic small-business tools. Demonstrating a clear ROI and ease of onboarding for a single-unit operator will be essential.

Procurement, renewals, and timing

The FDD extract does not capture the brand’s Item 8 procurement restrictions, leaving the formal purchasing model undefined. It is unknown whether franchisees must buy from designated suppliers, an approved list, or have an open market. In practice, the absence of mandated tech suggests that even if a preferred vendor list exists, it is not aggressively enforced for software.

Renewal terms, disclosed in Item 17, provide a predictable long-term sales cycle. Franchisees in good standing can sign a successor agreement for an additional 10-year term. The process requires written notice at least ten months before the end of the term, execution of a new franchise agreement, and payment of a Successor Agreement Fee set at 10% of the then-current initial franchise fee. Franchisees must also upgrade equipment and assets to meet then-current specifications and complete additional training. This renewal event is a natural trigger for technology evaluation. A vendor that aligns its sales cycle to engage franchisees 12 to 18 months before their agreement expires can position its software as part of the required upgrade and modernization process.

How to read the That 1 Painter FDD

The Franchise Disclosure Document is the foundational research tool for any vendor building a franchise sales strategy. The 2026 filing for That 1 Painter contains the legal and operational disclosures that govern the relationship between franchisor and franchisee. Key sections for a software vendor include Item 11 (Franchisor’s Assistance, Advertising, Computer Systems, and Training), which is where any mandated technology would be listed, and Item 8 (Restrictions on Sources of Products and Services), which defines the procurement model. The absence of data in these items is as informative as a list of vendors would be. Review the full document below to verify unit counts, royalty structures, and territory maps before committing sales resources. For a ranked target list of franchise brands based on tech-stack fit and growth trajectory, FranCloud can help.