The Dog Stop Franchise

The Dog Stop Franchising, LLC was formed in Pennsylvania on December 7, 2012 and began offering unit franchises in February 2013. The April 30, 2026 FDD identifies Jesse Coslov as its founder, owner and chief executive officer since formation. The franchisor has never operated a unit itself; six affiliated businesses operate The Dog Stop facilities, and another affiliate operates dog training.

The disclosed leadership includes Jeff Farnell as Vice President of Operations and Nancy Purvis as Director of Openings since October 2024, Joie Tarnik as Director of Training since October 2025 and Dave Sims as Vice President of Marketing since December 2025.

The operating concept brings daycare, boarding, grooming, enrichment, obedience training, related in-home and walking services, and pet-product retail into an approved dog-care facility. Owners coordinate the staff, premises and customer relationships needed for these services. The unit offering includes individual franchises and area-development agreements. The area-representative opportunity, first offered in April 2017, is covered by a separate FDD; a representative may provide some support within its territory.

Initial instruction. The April 30, 2026 disclosure describes approximately ten days of initial instruction at headquarters and an affiliated facility in Pittsburgh, Pennsylvania, or another designated location. Its table lists 30 classroom hours and 41 practical hours, covering computer operations, dog behavior and care, customer service, financial administration, facility management, grooming, retail, staff administration and general operations. Joie Tarnik supervises training, with affiliate staff and area representatives able to assist. The franchisor also provides up to five days of instruction at the franchise location before and during opening and may adjust training for a participant’s experience.

Attendees and costs. The owner or designated owner and at least two managers must attend. Item 6 and the initial investment notes include tuition for three people and list a current $500 per person per day charge for extra attendees or retraining, plus attendee expenses. The agreement instead allows an unlimited number of initial-course attendees without an additional training fee. These terms differ, so owners should obtain a written training quote for their proposed team. Travel, lodging, meals and wages remain owner-paid; Item 7 estimates $2,500–$5,000 in training travel costs, with the lower amount assuming attendees can drive.

Completion and staff preparation. Successful initial training is required before opening. Item 11 requires completion within the 30 days before opening, while Agreement Section 4.1 says no later than 30 days before opening. Owners should obtain the applicable completion date in writing before planning their launch. Upper management must complete initial training. Other staff, including handlers and receptionists, must complete online courses and pass their exams before employment unless the franchisor provides a written exception.

Refresher and additional training. Refresher instruction is expected at least annually and may be mandatory for the owner or staff. Mandatory refresher tuition is not separately charged, but attendees pay transportation, meals, lodging and wages. Extra courses, replacement training and additional on-site assistance incur applicable fees. Item 6 currently lists $500 per trainer per day plus trainer expenses for extra on-site work. Remedial instruction required for noncompliance is at the owner’s expense and must be completed within the specified period.

Meetings. A national convention may be held no more frequently than annually, with a current fee of $1,000 per attendee and at least one attendee fee due even if the franchisee does not attend. Item 11 expects a national meeting to last no more than three days; this expectation does not establish a contractual duration cap. Up to two regional meetings may be held each year, with one potentially mandatory and each described as lasting no more than one day. Owners and attending managers or staff pay transportation, meals, lodging, wages and meeting materials.

Management responsibilities. A designated owner must hold at least 10% equity and have authority over daily operations. A general manager may run the business with the franchisor’s permission and need not have equity. The owner, designated owner or general manager must be present during business hours. A replacement requires prior written approval and successful mandatory training before employment in that role, at the owner’s expense.

Opening and continuing support. Pre-opening support includes site guidelines, lease consultation, design specifications, vendor information and access to the operations manual and video library. Owners obtain legal advice, premises, permits, construction and equipment; the franchisor does not hire staff or deliver or install equipment. Opening requires written approval. Ongoing guidance covers operations, purchasing, marketing, staff training and administrative procedures. Item 11 describes two visits in the first year and one annually afterward, with extra visits and training charged; visit arrangements differ for multiple units under a development agreement. Owners maintain designated point-of-sale, bookkeeping, email and business systems and pay staged technology fees, maintenance and required upgrades. Owners should clarify the applicable upgrade requirements when budgeting for technology.

Marketing. Owners fund approved local advertising and contribute to the brand fund. The local obligation is 5% of gross sales in the first year and 3% afterward, measured quarterly. Grand-opening promotion is separate. Proposed advertising requires approval; the franchisor directs brand-fund spending without guaranteeing a particular territory’s benefit.

Source: The Dog Stop FDD issued April 30, 2026, Items 6, 7, 11 and 15 and Franchise Agreement Sections 4.1 and 8.8.

The Dog Stop may appeal to an owner interested in managing pet care, people and a service facility. Its combination of approved care services and pet retail provides several ways to serve customers, supported by initial dog-care and business instruction, an operations manual and designated systems. Owners manage staffing, service standards, premises and costs while developing relationships with local pet owners.

Use our pet-care franchise model comparison to compare service mix, facilities, staffing and owner workload across pet businesses.