Not by itself. Franchisors impose brand standards, pricing frameworks and operating systems, and a franchisee can still develop and direct the enterprise within them. The concern arises where the agreement moves genuine operational control to the franchisor, such as selecting or supervising management or reserving the right to run the outlet.
Mark the clauses that decide who runs it
Go through the agreement clause by clause and mark anything touching management: who hires and dismisses staff, who sets wages and staffing levels, who decides opening hours and service territory, who controls the bank accounts, and what happens if performance targets are missed. Standards about uniforms, branding, approved suppliers and pricing structures are normal and are not the issue. Rights that let the franchisor install its own manager or take over operations are a different matter and should be negotiated or understood clearly before signing. Ask the franchisor how other owner-operated locations are run in practice, and get the answer in writing, since practice and paper sometimes differ and only the paper will be read later.
Hypothetical example: a Tyendinaga owner plans a U.S. mobile diagnostic-imaging service and wants to retain a right to recover every deposit if the application is refused. The first review examines each contract to see whether the money is truly committed and exposed to loss. Bank statements prove transfer; signed purchase terms prove what the transfer bought. If all funds remain freely refundable, the investment may not demonstrate the required commitment. The same review should test ownership and the applicant's practical ability to direct the enterprise after admission, not merely ownership on paper.