Building a Business That Grows With Your Family
How the Bartsch Family’s Fibrenew Franchise Became a Platform for Shared Ownership, Succession, and Sustainable Culture
For many franchise owners, the appeal of franchising extends beyond income. Increasingly, entrepreneurs are seeking business models that support long-term sustainability, meaningful family involvement, and a workplace culture that reflects their values. The story of Margot Bartsch, her husband Doug, and their daughter Sara, owners of a Fibrenew Fraser Valley in the Lower Mainland, offers a compelling example of how a franchise can evolve into a multi-generational opportunity—when done intentionally.
Today, the Bartsch family operates their Fibrenew business with equal one-third ownership, supported by a broader team of non-family employees. Their path to this structure was shaped by years of experience in business ownership, a clear-eyed approach to succession, and a deep respect for both family and staff.
Early Exposure to Business—and Its Long-Term Impact
Margot’s journey into family enterprise began in 2009, when she launched a tutoring franchise on her own. What started as a solo venture quickly became a learning ground for her three daughters, who were involved in everything from promotions and office administration to consultations and client enrollment.
That early, hands-on exposure proved formative.
After completing university, each daughter was able to transition into strong professional careers, supported by the real-world experience they had already gained. Margot credits the business with teaching practical skills—confidence, initiative, and what she calls a “can-do attitude”—that accelerated their trajectories.
Her eldest daughter, Elise, became an executive with United Way by her mid-30s. Her middle daughter, Janna, went on to launch her own consulting firm, now employing a dozen people and delivering grant writing, climate adaptation planning, and community development work for Indigenous communities across British Columbia and the Yukon.
For Margot, these outcomes underscore one of the often-overlooked benefits of business ownership: the ability to pass on knowledge, skills, and confidence—not just to build wealth, but capability.
Applying Those Lessons to Fibrenew
When the Bartsch family later entered the Fibrenew system, those lessons carried forward. Doug initially launched the franchise on his own, handling both operational repairs and administrative responsibilities. While detail-oriented and operationally strong, the breadth of responsibility proved demanding.
When Margot joined the business, the dynamic shifted. Each partner focused on their strengths—Doug on operations, Margot on strategy and growth—and the business gained momentum.
“That’s when the business really started to grow and become more profitable,” Margot notes.
Crucially, the family was also intentional about culture. From the outset, they worked to ensure that non-family employees felt respected, safe, and valued—not secondary to family members.
“You cannot build a healthy business where family members get special perks and leeway and employees don’t feel appreciated,” Margot emphasizes. “The culture has to work for everyone.”
A Next-Generation Perspective on Ownership
The most recent evolution came when their youngest daughter, Sara, chose to return to the business after building experience in the corporate world, where she managed payroll for a large organization.
For Sara, the decision was driven by autonomy and alignment.
“In the corporate world, you’re often handed top-down goals that you don’t necessarily agree with or care about,” she explains. “The idea of building something of my own—where I had ownership and a real stake—was far more compelling.”
Today, Sara is a one-third owner alongside her parents, following the family’s purchase of an additional Fibrenew territory. That structure, she says, has made all the difference.
“Having a co-ownership stake and a written agreement removed a lot of stress,” Sara notes. “I’ve seen situations where ambiguity around succession causes tension. In our case, there’s clarity, fairness, and an equal voice.”
She also points to the importance of boundaries—something both generations acknowledge as critical to working well together. Clear separation between work time and family time, ongoing communication, and mutual respect help keep the business healthy without eroding personal relationships.
A Franchise Model That Can Grow With You
For prospective franchisees considering a family-owned model, the Bartsch family’s experience offers several clear lessons: make everything legal, treat family members as true business partners, respect individual strengths, and be intentional about culture—for both family and non-family staff.
Just as importantly, franchising offers the flexibility to design a business that evolves over time.
“Owning your own business gives you the power to make it function for your life, your values, and your vision,” Margot says. “If you can envision what you want it to look like, you can put the pieces in place to get there.”
For the Bartsch family, Fibrenew has become more than a business. It is a platform for shared ownership, generational learning, and long-term sustainability—demonstrating how a franchise, when structured thoughtfully, can truly grow with your family.
