What Enviro-Master® Franchisees Deserve, And What Frank Costello Is Building to Deliver It
A career spanning both sides of franchising shapes the vision for Enviro-Master’s next chapter.
Frank Costello has spent more than 25 years in franchising. He has led large, established brands in senior growth, brand development, and operations roles. He has also owned and operated franchise businesses himself. That combination is not common in franchising. Very few executives have held successful senior leadership roles on the franchisor side while also building and operating franchise businesses of their own. It has shaped everything about how he leads.
“Fighting to be relevant as a franchisee and walking the tightrope of success versus potential failure, having worked with some supportive franchisors and some not very supportive franchisors, I know what a bad franchisor is,” Costello says. “My companies will never be a bad franchisor. Franchisees deserve more. They risk it every day.”
That philosophy is the foundation of his tenure as Chief Executive Officer of Enviro-Master®, a role he assumed in September 2025.
A Career That Covers the Full Spectrum
Costello’s professional background reads like a survey of the franchise industry. He began his career in soft goods retail before moving into franchising in 1989 as a Senior Executive of Operations and Development at Pearle Vision, where he spent eight years building expertise in large-scale franchise systems. He then went out on his own and became a franchisee, building a wholesale and retail optical chain. He later moved into a senior executive position heading a turnaround of the MAACO franchise brand, where, as he tells it, “I received my PhD in franchising.” Transitioning during a buyout, he took on all aspects of growth at Driven Brands, one of the largest multi-brand aftermarket franchise companies in the country. There, he spent a decade leading growth initiatives across multiple areas of the company, executing brand strategies that set him apart. These led to tremendous growth for the franchisor and, as he puts it, “most importantly, the franchisees.”
He then founded MNF Corp, a multi-brand franchise operating group, where he served as CEO for nearly seven years, further deepening his experience as a franchisee and multi-unit operator across both B2B and consumer-facing service concepts. He was later recruited to lead brand turnarounds at Michelin-TBC Corporation, overseeing Big O Tires and Midas, and then at Church’s Texas Chicken, where he focused on brand re-emergence, franchise profitability, and growth strategy.
Across that career, Costello developed a specific area of expertise and gravitated toward founder-led brands with significant growth potential and a clear opportunity to scale. He is particularly drawn to businesses where disciplined execution by both the franchisee and the franchisor, and a genuine commitment to the brand rather than individual interest, can accelerate opportunity for everyone involved.
For Costello, Enviro-Master® fits that profile.
Why This Brand
When Costello evaluated the Enviro-Master® opportunity, a few things stood out.
The first was the absence of a natural ceiling on growth. Most franchise concepts serve a defined customer segment. Enviro-Master® does not.
“It is the first brand I have been associated with that does not have borders on its potential revenue,” Costello says. “We can do business with everyone and have services for almost everyone.”
Every commercial facility is a potential customer. Restaurants, healthcare facilities, gyms, offices, retail stores, schools, automotive dealerships, and manufacturing plants all require the services Enviro-Master® provides. That breadth of addressable market is unusual in franchising, removes a constraint that limits growth in most service businesses, and positions the brand to own the service corner-to-corner at virtually every facility it enters.
The second factor was harder to quantify but equally significant. Enviro-Master® operates in a category where technology strengthens the business rather than threatening it, and the franchisee base Costello encountered was unlike what he had seen elsewhere. “The transformation of this brand will not be impeded or threatened by AI or other technologies, only enhanced,” Costello says. “This, along with some of the most passionate and engaged franchisee bases I have been fortunate enough to lead, provides a huge competitive advantage.”
The third factor, and perhaps the most consequential of all, was the recurring revenue model. Enviro-Master® builds its business on service contracts rather than one-time transactions. Revenue compounds as the customer base grows, and each account represents the potential for additional service lines over time.
“The recurring revenue model was very compelling to me and the positive impact it can have, if executed well, for our franchisees,” Costello says.
The Vision for the Brand
Costello is direct about where he intends to take Enviro-Master®.
“My goal is to be the recognized leader in sanitization and deep cleaning services for B2B across all facility sectors,” he says. He describes the brand’s potential in straightforward terms. “We are turning this brand into the 800-pound gorilla that it is.”
Reaching that position, in his view, requires a deliberate sequence. Growth and quality are not interchangeable levers. Costello is clear that quality comes first.
“You can always increase growth as a lever and investment tolerance,” he says. “But what you cannot do is move quality faster. We must maintain a clear focus on quality, which will lead to much more attainable acceleration. Without it, a company is usually going in circles, from service delivery failures to new franchisee onboarding challenges.”
That philosophy is reflected in the brand’s current investment in leadership. Enviro-Master® has actively recruited experienced executives across operations, finance, and franchise development, building the infrastructure Costello believes is essential to supporting franchisees at the level they deserve.
“The team shares the belief that the franchisee is the purpose of their work,” he says.
What Franchisees Need to Understand
Costello is equally direct with prospective franchisees about what the Enviro-Master® model requires from an owner.
“It is a sales and service model,” he says. “You have to drive the sales every day because it is recurring and compounds, so you cannot take your foot off of the revenue pedal.”
That is not a caveat. It is a defining characteristic of the business. The recurring revenue model rewards owners who stay active, build relationships, and continue adding accounts. It does not reward complacency.
Costello draws on his own experience as a franchisee and business owner when he makes this point.
“Franchisees have to be the driver of their own destiny,” he says. “It is not just going to happen. If you are waiting on someone else to do it, you will not succeed.”
“I never wish good luck to anyone, including a franchisee. I wish hard work, for the more persistent we are together, the luckier we get and the greater the result,” Costello says.
For candidates who come to Enviro-Master® with realistic expectations and a genuine commitment to building a business, Costello believes the model offers something rare. It is a recession-resistant, technology-proof service business with a compounding revenue structure and a leadership team that understands what it means to be on both sides of the franchise relationship.
“Creating opportunities and generational security is what drives me on behalf of our franchisees,” Costello says. “Is there anything more important?”
Starting the Conversation
Candidates interested in learning more can visit the Enviro-Master® franchise website to download the Franchise Information Report. The next step is an introductory call to discuss background, goals, and financing strategy.
