Mobility Plus has spent 16 years getting veterans and families back into their homes and communities. Thousands of home-accessibility installs. The invitation is to own that work in your market.
10% franchise fee discount for honorably discharged veterans, subject to verification and the current FDD
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“Service has always been important to both of us. Knowing we could go home having made a difference in someone’s life, and supporting our local community, was a big factor in choosing this industry.” Gary Ross, 26-year Navy veteran and Mobility Plus franchise owner
The brand serves veterans. That is a 16-year operating fact, not a campaign line. Read it before the offer.
Those contracts explain how the system serves veterans. A new territory does not automatically inherit that volume. Local relationships, referrals, and private-pay work still have to be built. Owner income is not tied to the government contracts.
You give the brand a local face people already know how to trust. The system serves veterans. The product a family actually buys is standards and follow-through on the stairs, the entry, or the scooter.
26-year Navy veteran Gary Ross found Mobility Plus by searching for franchises for veterans, then brought the idea to Dan. Mobility Plus gave them the chance to control the work and still go home having served the local community.
The fee discount is proof the offer is serious. It is not the reason to own the business.
Honorably discharged veterans may qualify for 10% off the franchise fee, subject to verification and the then-current Franchise Disclosure Document.
$324,575 to $454,575
Includes the franchise fee. Covers showroom, inventory, vehicles, marketing launch, and other opening costs. Exact figures vary by territory and the choices you make. The current FDD controls.One local business. Two units under one roof. You lead the team. You do not have to turn the wrench.
The local destination for mobility equipment, staffed for consultative selling, service, and rentals.
A mobile team that takes the work into the house, from assessment through installation and service.
No mobility background is required. Training is the bridge. The owner work looks more like command and logistics than like a product catalog.
You set the standard for consultants and technicians. Families can tell when the person in charge has run people before.
Assessments, installs, inventory, and a wrapped van. The week is a schedule, not a store that runs itself.
A stairlift or ramp is either safe or it is not. Follow-through is the product.
You will hire. Teaching the standard is part of the job, with corporate training behind the first crew.
Gary Ross was drawn to a system that takes franchisee input and changes what does not work. Autonomy sits inside that system, not outside it.
Veteran service organizations, clinics, and families already know how to read a person who has served. That is an advantage. It is not a booked pipeline.
Mobility Plus has been a service provider to the VA Health System since 2010 and holds two Government Service Contracts. That is how the brand serves veterans at the system level.
It is not a promise that your territory opens with contract volume. A new owner still builds local relationships, referral sources, and private-pay sales. Clinics, senior communities, and veteran organizations are relationships to earn, not accounts that transfer with the franchise fee.
Do not underwrite this business on government work. Private-pay sales, rentals, service, and in-home installs are the model. Veteran demand sits on top of that. It does not replace it.
A concrete job, not a brand lifestyle. Gary Ross invites prospects to visit a store, meet the staff, and see what changing a day looks like.
Sit with a veteran, a spouse, or an adult child choosing a scooter, power chair, or lift chair. The sale is a conversation about what they need to keep doing.
Stairs, entries, and bathrooms get solved in the house. You or your consultants scope the work. The crew installs.
Installers, service calls, and the van. Logistics is the owner’s job once the team is in place.
VA contacts, clinics, senior communities, and veteran organizations. Useful doors. None of them are guaranteed volume.
Immediate tickets plus recurring work. Private-pay underneath, with veteran and senior demand on top. Income is not guaranteed, and it is not a function of the contracts.
Showroom equipment and in-home products sold as the customer needs them.
Stairlifts, ramps, vertical platform lifts, and related project work.
Short-term need that becomes monthly revenue alongside purchases.
Maintenance after the sale. Recurring work that does not require a brand-new customer every time.
The core model avoids insurance billing delays and keeps the sales cycle moving.
Item 19 of the current FDD is the only performance context that counts. Past results are not a promise. Contract work is not a territory forecast.
Leaving structure is the hard part. The franchise is the chain of command you are buying: training, launch, vendors, and a team that still answers.
Products, consultative selling, installation oversight, service, showroom operations, and rentals. Mobility experience is not the entry requirement.
Showroom branding, focused inventory, and a wrapped service van so the market can see the business on day one.
A grand-opening package built to fill a pipeline. You still choose how local advertising runs.
National suppliers, with room to choose product lines. Gary Ross named that autonomy as a reason he would do it again.
He and Dan were attracted to a system that pilots ideas and changes what does not work. Input is part of the operating rhythm, not a suggestion box.
His advice: call owners, ask if they would do it again, crunch your own numbers, and chart one year and three years before you decide.
A defined local market, not a pin on a brand map. You build the showroom and the crew where the territory is open. Availability changes by state. Franchise Development confirms what is actually open before anyone talks about a specific market.
Gary Ross’s point on control was practical: location, store layout, vendors, product focus, and advertising are choices inside the system. They are not a blank check, and they are not a booked VA book of business.
Treat the territory as your area of operations. The brand record travels with the name. The local volume does not.
Gary Ross, a 26-year Navy veteran, searched for franchises for veterans, shared the idea with Dan, and they both decided it was worth pursuing. They called franchisees before they bought.
Would you do it again? He says the answer was yes, across the owners they reached. That, plus their own projections, is what moved them from a search result to a decision.
“You get to actually control your destiny,” he says. Location, layout, vendors, product lines, and advertising were the choices that mattered. His results are his. They are not a projection for yours.
Service was already the point for Gary and Dan. The mobility industry was the place that still felt like it at the end of the day. He invites anyone considering a store to visit, meet the staff, and watch a normal day.
Gary says he would pursue Mobility Plus again. That is one owner’s answer after he bought, not a promise that you will say the same.
Leaders who will run people, follow the system, and sell consultatively. Not passive income.
If you want a mailbox and a contract, this is the wrong mission. If you want a local company that gets people back into the house and back into the community, start the conversation.
Service background and goals first. Mutual fit before paperwork. The FDD before any commitment.
Service background, goals, and whether you may qualify for the veteran fee discount.
A conversation with Franchise Development. Ask every question. Gary says there is no silly one.
You receive the Franchise Disclosure Document and review a possible market. Award comes only after formal review.
After agreement and fee payment, you meet Training, Marketing, and Finance and open the showroom and the crew together.
Honorably discharged veterans may qualify for 10% off the $60,000 franchise fee, subject to verification and the current Franchise Disclosure Document. The discount applies to the fee, not to the full initial investment.
No. Mobility Plus has served the VA Health System since 2010 and holds two Government Service Contracts at the brand level. A new territory does not automatically inherit that volume. Local relationships and private-pay sales still have to be built.
No. Leadership, logistics, and the ability to work inside a system transfer. Training covers products, selling, installation oversight, service, and showroom operations.
Typical initial investment is about $324,575 to $454,575, including the franchise fee. It covers showroom, inventory, vehicles, marketing launch, and other opening costs. The FDD has the complete breakdown. Figures vary by territory.
No. The model is private-pay product sales, rentals, service, and in-home installs. Item 19 of the current FDD is the only earnings context that counts. Past results are not a promise.
A call, then a confidential Request for Consideration, then brand and territory review. You receive the FDD before any commitment. Award and fee payment come only after mutual fit and formal review.
Tell us about your service background and what you want the next chapter to be. We will schedule a call and cover veteran pricing if you qualify. No obligation.
