Podcasts about franchisee

Franchise growth isn't sustainable if your franchisees don't trust the people leading it.As a franchise grows, maintaining that trust becomes more complicated. Leaders have to navigate difficult feedback, changing expectations and sometimes major transitions without losing the confidence of the franchise owners they're asking to grow alongside them.In this episode, Kim Gubera shares how listening to franchisees, following through on promises and consistently communicating have helped strengthen trust across the PIRTEK system. She also takes us behind the scenes of leading franchisees through a major ownership transition, why strong culture matters for sustainable growth and what she believes really makes a successful franchise owner.Kim brings more than 20 years of franchising experience to her role as President and CEO of PIRTEK USA. She joined PIRTEK in 2016 and stepped into the CEO role in 2019. Under her leadership, PIRTEK has grown its unit count by more than 92% in the past five years while building a culture centered on mutual trust and respect. Connect with Kim: PIRTEK USA: https://www.pirtekusa.com/LinkedIn: https://www.linkedin.com/in/kim-gubera-12850513/Resources:A CEO Only Does Three Things by Trey TaylorEpisode Highlights:Kim's path from accounting and finance to franchise CEOThe role mentorship played in her franchise careerLeading a technical franchise without being the technical expertWhat really makes a successful franchise ownerUsing franchisee feedback to strengthen cultureBuilding mutual trust and respect with franchiseesWhy following through on promises mattersMaintaining franchisee confidence through an ownership transitionWhy culture is essential for sustainable franchise growthWomen succeeding in a traditionally male-dominated industry Connect with TracyPersonal LinkedIn: https://www.linkedin.com/in/tracy-panase/JBF LinkedIn - https://www.linkedin.com/company/jbfsaleJBF Franchise System - https://jbfsalefranchise.com/Email: podcast@jbfsale.comConnect with ShannonPersonal LinkedIn - https://www.linkedin.com/in/shannonwilburn/       JBF LinkedIn - https://www.linkedin.com/company/jbfsaleWebsite - https://shineexecutivecoaching.com/Email - shannon@shineexecutivecoaching.com

Growing a franchise system means leading people who are already leaders themselves.In this episode of The Franchise Advisory Board Podcast, ClientTether CEO Dave Hansen sits down with Jason Sant, Owner and CEO of Team Up Athletics, for a practical conversation about franchise leadership, communication, technology, field support, and the lessons that come from growing a young franchise system.Team Up Athletics began franchising in 2022 and has grown to 46 operating locations. The business serves schools, recreation programs, athletic teams, and businesses with uniforms, equipment, apparel, promotional products, and related services.Jason explains that one of the earliest challenges of franchising was learning how to support owners with different personalities, professional backgrounds, experience levels, and approaches to business.Rather than treating that diversity only as a challenge, Team Up Athletics has worked to turn it into a strength.The company encourages owners to communicate with one another, uses its Franchise Advisory Board to gather feedback, stays connected through regular meetings and internal communication channels, and continually evaluates where systems and processes need to improve.Thanks to ClientTether, our episode sponsor. ClientTether provides franchise CRM software that helps franchise brands organize lead communication, automate follow-up, and maintain visibility across customer and franchise development processes.Jason also discusses Team Up Athletics' approach to technology. The brand has moved from spreadsheets and more manual workflows toward proprietary software designed to simplify the work happening behind the scenes. His guiding question when evaluating changes is straightforward: Will this make the franchisee's life easier? That philosophy applies beyond technology.Jason talks about using KPIs and milestones to know when an owner may need additional coaching, while recognizing that franchisees are independent business owners who need room to operate. He also shares why advice sometimes has more influence when it comes from another successful franchisee instead of the corporate office.Throughout the episode, listeners will learn:• How Team Up Athletics supports owners with different personalities and backgrounds• Why open communication with franchisees can strengthen the entire system• How Franchise Advisory Boards can help leadership hear different perspectives• Why peer-to-peer coaching can increase adoption of best practices• How KPIs help determine when a franchisee needs more support• Why staying connected to the field keeps franchisor leadership relevant• What Team Up Athletics looks for in franchise field support• How technology can simplify operations without replacing strong leadershipFor growing brands, franchise management software and other operating tools can provide useful infrastructure, but Jason's experience reinforces a larger point: systems are only as valuable as the people using them and the problems they solve.Jason also reflects on the reality of becoming a franchisor. Growth does not happen automatically once franchise agreements are signed. Leaders still have to show up, build relationships, refine the system, and support owners as they build their businesses.Thanks for listening to the Franchise Advisory Board Podcast, where we explore the ideas, strategies, and people shaping the future of franchising.If you found today's episode valuable, please subscribe, rate, and share it with a fellow franchise leader. To learn more, connect with us on LinkedIn and Youtube.Until next time, stay curious, stay strategic, and keep building stronger franchise systems!

Grab our breakdown of the 5 Low-Cost Businesses That Make $1 Million: https://www.franchiseempire.com/lowcost?utm_source=fesep252026Learn how to find a profitable franchise that generates revenue within 12 weeks of signing your agreement.Marc talks with the CEO of Cabinet IQ to help you navigate the process of selecting the right business. We focus on brick and mortar concepts that offer a clear path to generating revenue quickly.When you are evaluating a potential franchise investment, it is essential to perform your due diligence. We discuss why you should contact current franchise owners at every performance level to understand the true viability of the business model. Finding the right franchise opportunities requires vetting systems that prioritize your long-term success.Subscribe for weekly franchise breakdowns, and comment below if you want us to cover a specific brand next.------------------Considering Investing In A Franchise?

In this Diary of a Franchisor episode, I share how we're rolling out our new Launch Lab Reloaded challenge to help franchisees grow faster, generate more leads, and implement the latest marketing strategies that are already producing stronger results across the MaidThis system. Connect with me • X (Twitter): https://x.com/NeelBParekh • MaidThis Franchise info: https://maidthisfranchise.com/ • MaidThis on X: https://x.com/MaidThis• My local business: https://maidthis.com

Welcome back, my fellow creatives!Yup, I'm back to looking at the first five pages of various stories, for those five pages can make or break the engagement of a reader--or an agent. So, let's scope out others' stories to see how they hook an audience!Now, this one I stumbled upon while trying to find something a little different from my previous selections. Ironically, I picked The Franchise because it reminds me of something I have read before. But I'll explain in a second."Game of Thrones meets The Truman Show in this epic tale of a Hollywood-owned fantasy world where nothing is quite as it seems to the people who live and die at the studio's whim."This blurb immediately made me think of Diana Wynne Jones' The Dark Lord of Derkholm, which is about a planet that's being used as a tourism site where people pay to come and be on the stereotypical fantasy quest. So, Elrod's giving us another fantasy realm being controlled by others for nefarious reasons. I'll take it!I admit, I got caught up in the first chapter even though the chapter's not on the fantasy world or dealing with Hollywood. Rather, it's in October of 1962 in the midst of the Cuban Missile Crisis. Wendell, who publishes a scifi/fantasy magazine, is contemplating the assured end of the world when a peculiar French-sounding man arrives with a massive manuscript he hopes will be published.At first, I was bummed we had no allusions to Hollywood, dimensional travel, magic, etc. Nope. Just two guys talking about an unsolicited manuscript. Where's the excitment in that?Yet there's this tug with all that talk about the end of the world that makes one wonder...could this certainty about the end of the world motivate how others choose to control that fantasy world promised in the novel's premise? There is a mystery, too, with this Frenchman who insists he's from Boston and has no money to get home. At the beginning of the meeting, Wendell is quite ready to chuck the Frenchman and go back to putting his affairs in order, but by the end of the interaction, he imagines an amazing media empire, all because of this book, this unknown book by this unknown man. Wendell hasn't looked at a single word, yet is ready to give a large sum and a publishing contract.Quite the turnaround there, without any reason other than feared doomsday.Unless, of course, something else is going on....So yes, I got surprisingly caught up in this little interaction between two characters who may very well not appear in the novel ever again. No flash or whizz-bang spectacle--just a vivid interaction with the undercurrent that something is not quite right.And when the writing's strong and the premise promising, that's all one needs for a solid first chapter. If you're looking for a different avenue into a fantasy realm, something a little dark and weird and odd like The Franchise sounds like a pretty good fit.And what will we discover in the next story's five pages?We'll have to wait and see. xxxxRead on, share on, and write on, my friends!

In this Diary of a Franchisor episode, I share how we're rolling out our new Launch Lab Reloaded challenge to help franchisees grow faster, generate more leads, and implement the latest marketing strategies that are already producing stronger results across the MaidThis system. Connect with me • X (Twitter): https://x.com/NeelBParekh • MaidThis Franchise info: https://maidthisfranchise.com/ • MaidThis on X: https://x.com/MaidThis• My local business: https://maidthis.com

Franchise success depends on much more than selling franchises, opening locations, or generating leads. A franchise system can grow quickly on paper while problems develop underneath if franchisees are struggling, communication is weak, or the people involved stop trusting one another. For more than three decades, Brad Fishman, CEO of Fishman PR, has had a front-row seat to the franchise industry. He has worked alongside emerging brands, established franchisors, franchisees, suppliers, and industry leaders, giving him a broad perspective on what separates healthy franchise systems from those that struggle. One principle consistently rises above the others: franchise success is closely tied to the quality of the relationships throughout the system. Strong brands create an environment where franchisors and franchisees can succeed together, where communication flows both ways, and where decisions consider the long-term health of the entire organization. Growth Gets Easier When Franchisees Are Successful It is easy to assume that a franchise brand experiencing slower growth simply needs more leads. More prospects, more marketing, and more franchise sales can seem like the obvious solution. Brad looks at the issue differently. Before concentrating on generating more demand, leaders should consider whether the underlying opportunity is strong enough to support the people already investing in it. As Brad put it, "Growth becomes really easy when your franchisees are doing well." That idea gets to the heart of franchise success. Existing franchisees are more than operators within the system. Their experiences can become some of the strongest evidence that the business model works. When franchisees are profitable, engaged, and confident in the organization, they can become advocates for the brand. Prospective owners can speak with people who are actually operating the business and hear firsthand what the experience is like. The opposite is also true. Aggressively selling franchises before existing operators have a strong foundation can magnify weaknesses rather than solve them. More units do not automatically create a healthier franchise system. Brad's perspective is grounded in a simple question: Can the franchisee make money at this? That question should remain important even as a brand becomes larger and more sophisticated. Franchise success requires a model where both sides have the opportunity to achieve meaningful results. Relationships Create a Stronger Franchise System Franchising creates an unusual business relationship. Franchisees are independent business owners, but they are also operating within a larger brand and following a system established by the franchisor. That structure requires trust. Franchisors need franchisees to follow the model, protect the brand, and take responsibility for building their businesses locally. Franchisees need confidence that the franchisor is continuing to strengthen the system, provide appropriate support, and make decisions with the health of the network in mind. When either side begins viewing the relationship as purely transactional, tension can build quickly. Brad has spent decades watching franchise relationships develop across different brands and stages of growth. His experience reinforces the importance of building genuine connections throughout the franchise community, including among franchisors, franchisees, suppliers, advisors, and other industry professionals. Those relationships become especially valuable when leaders face challenges they have not encountered before. Instead of trying to solve every problem independently, they can draw on people who have already faced similar decisions. That willingness to share experience is one of franchising's greatest advantages. A leader may be encountering a particular growth challenge for the first time, but someone else in the franchise community has probably experienced a version of it before. Franchise success does not require leaders to have every answer themselves. It requires being open-minded enough to ask questions, listen to experienced people, and remain coachable as the business evolves. Protect Trust Before Problems Happen Relationships become even more important when something goes wrong. Brad and his team at Fishman PR have extensive experience helping franchise organizations manage communications and public relations. Over the years, that has included helping brands navigate crisis situations where franchisors, franchisees, employees, customers, attorneys, and the media may all need information. His advice emphasizes preparation and consistency. When a crisis happens at an individual location, there should already be clarity about who needs to be contacted, who is authorized to communicate, and what process the organization will follow. Without that preparation, people may react independently, creating conflicting messages and potentially making the situation more difficult. A consistent message is important, but crisis preparation is really another example of relationship management. Franchisees need to know where to turn. Corporate leaders need reliable communication from the field. Marketing, public relations, operations, and legal teams may need to coordinate quickly. Trust is much easier to rely on during difficult circumstances when it has already been built during normal ones. This is why franchise success cannot be measured only by unit count or systemwide sales. Healthy systems also create communication structures that help people navigate challenges together. Culture Has to Be Deliberate As organizations grow, another challenge emerges: the behaviors and values that once seemed obvious can become harder to maintain. Early employees may understand how the founders think simply because they have worked alongside them for years. Newer employees do not have that same history. As the organization adds people, locations, departments, and leadership layers, relying on employees to absorb the culture informally becomes increasingly risky. Fishman PR has addressed this by deliberately teaching what the organization calls the "Fishman Way." Brad credits the agency's president, Deborah Vilchis, with formalizing that effort and creating opportunities to train employees around the principles and skills that matter to the organization. The larger lesson applies to almost any growing company. Culture cannot remain entirely dependent on the founder. If certain standards, behaviors, or values are essential to the organization, leaders need ways to communicate and reinforce them. Training should not be treated as something employees complete once. It should be an ongoing part of improving performance and maintaining consistency. The same principle applies within franchise systems. As the organization grows, franchisees need opportunities to provide feedback, understand expectations, strengthen their capabilities, and remain connected to the larger mission of the brand. Systems provide structure, but relationships help those systems work. Franchise Success Requires Shared Responsibility Perhaps the most important idea is that neither the franchisor nor the franchisee can create franchise success alone. The franchisor is responsible for developing a viable model, strengthening the system, protecting the brand, and providing the support promised to franchisees. Franchisees are responsible for following the system, operating effectively, developing relationships within their local markets, and taking accountability for their own performance. Both sides have responsibilities, and both sides need the other to succeed. Brad's perspective also highlights the importance of honesty before a franchise is ever sold. Not every successful business should become a franchise, and not every concept is ready to expand simply because there is interest in it. Brad shared that there have been situations where he advised businesses to reconsider whether they were ready to franchise or whether investing in public relations made sense at that stage. His reasoning was not about securing the immediate engagement. It was about whether growth would ultimately create a healthy opportunity for franchisees. That long-term thinking matters. The first franchisees in a system are particularly important because their results can influence future validation and growth. Helping those operators establish a strong foundation can ultimately be more valuable than racing to sell the next group of territories. Franchise success is therefore not simply about getting bigger. It is about building something worth growing. That requires strong economics, clear systems, honest communication, accountability, and people who understand that their individual success is connected to the success of others throughout the organization. Relationships do not replace strategy. They make good strategy easier to execute. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central across your favorite social media platforms and catch the replay on The Business Growth Show Podcast for more conversations with today's leading business experts, entrepreneurs, and growth-minded leaders. About Brad Fishman Brad Fishman is CEO of Fishman PR, a public relations and marketing agency specializing in the franchise industry. Brad joined the company shortly after its founding and has spent more than three decades working with franchise brands and leaders to build visibility, credibility, and stronger reputations. His experience extends throughout the franchise community, including work with emerging and established franchise brands and leadership roles within the International Franchise Association. Brad is also a co-founder of Franchise Springboard, an initiative designed to bring franchise professionals together to share experience, build relationships, and help growing franchise organizations succeed. Throughout his career, Brad has built his reputation around relationships, honesty, industry involvement, and a commitment to helping franchisors and franchisees create healthier opportunities for shared success. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping businesses attract loyal customers, increase visibility, and accelerate growth. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored eleven books, earned three U.S. patents, and advised organizations ranging from startups to Fortune 500 companies. A recognized expert in business growth, customer acquisition, leadership, franchising, marketing, and AI-driven business strategies, Ford helps business owners and leaders identify opportunities, improve performance, and achieve sustainable results. Learn more at ProfitRichResults.com and watch Fordify LIVE at Fordify.tv.

On Season Seven, Episode Five of The Food Professor Podcast, Michael LeBlanc and Dr. Sylvain Charlebois sit down with Annemarie Swijtink, President & CEO of McDonald's Canada, for her very first Canadian podcast interview. Annemarie started as a 15-year-old crew member in the Netherlands, studied economics in Rotterdam, joined McDonald's as a marketing intern and went on to lead the Dutch business before taking the top job in Canada a year ago, where she supports franchisees and restaurant teams across 1,500 restaurants.What surprised her most? How Canadian McDonald's Canada really is. Annemarie explains that 85% of the company's supply chain is sourced domestically, including beef, chicken, eggs, potatoes and milk, and shares how vertical farming partnerships now deliver 100% Ontario and BC tomatoes year-round. She makes a clear commitment to keep buying Canadian beef, a promise that dates back to the 2003 BSE crisis, and describes investments in 4-H, young cattle producers and farmer mental health.The conversation also covers food inflation and affordability, including the $5 meal and $1 coffee with prices frozen for a year, the rise of beverages and chicken, protein-forward menus in the GLP-1 era, the "three-legged stool" of franchisees, suppliers and corporate, a "high tech, high touch" approach to restaurant labour and technology, new formats like Winnipeg's first drive-thru-only restaurant, and what McDonald's will look like in five years. Spoiler: the Big Mac stays on the menu. Plus, Sylvain tests just how Canadian she's become by asking about her favourite hockey team.But first, we start with the food and agriculture news of the week. Sylvain unpacks potash politics after President Trump floated replacing Canadian potash with supply from Belarus, explaining Canpotex, the global potash cartels and why Canada's geography remains a competitive advantage. We look at Canada–India trade talks toward a Comprehensive Economic Partnership Agreement and the opportunities for pulses, grains and pork, then ask whether a Super El Niño will push food prices higher, delay the Prairie harvest or disrupt shipping. Using Grocery Pulse data, we break down the month's biggest grocery price increases, led by strawberries, chicken breast and flour, plus why beef volumes are down and what supply management has to do with chicken prices.We also discuss a major Wendy's franchisee with 314 U.S. restaurants seeking creditor protection, Maple Leaf Foods consolidating U.S. plants, the end of the long Metro strike, a possible Safeway strike in Alberta before Thanksgiving, Sobeys' Competition Bureau agreement on property controls, Nestlé's seized assets in Russia, caviar's direct-to-consumer price shake-up, and Barilla's acquisition of high-protein mac and cheese brand Goodles. About UsDr. Sylvain Charlebois is a Visiting Professor in Food Policy and Distribution at McGill University and a Professor in Food Distribution and Policy in the Faculty of Management at Dalhousie University in Halifax. He is also the Senior Director of the Agri-food Analytics Lab, also located at Dalhousie University.Known as “The Food Professor”, his current research interest lies in the broad area of food distribution, security and safety. He is one of the world's most cited scholars in food supply chain management, food value chains and traceability with over 775 published peer-reviewed journal articles. Dr. Charlebois is also an editor for the prestigious Trends in Food Science Technology journal. He co-hosts The Food Professor podcast, discussing issues in the food, foodservice, grocery and restaurant industries and which is the most listened Canadian management podcast in Canada. Every year since 2012, he has published the now highly anticipated Canadian Food Price Report, which provides an overview of food price trends for the coming year. Furthermore, his research has been featured in several newspapers and media groups, nationally as well as internationally. He has testified on several occasions before parliamentary committees on food policy-related issues as an expert witness. He has been asked to act as an advisor on food and agricultural policies in many Canadian provinces and other countries.With extensive experience collaborating with businesses, governments, and NGOs, Dr. Charlebois combines academic rigor with practical expertise, making him one of the most influential voices in the global agri-food landscape. His work continues to advance the understanding of food systems, fostering innovation and resilience in a rapidly evolving industry. In 2025, he received the prestigious Charles III medal recognizing his tremendous work in informing Canadians about food issues. Michael LeBlanc is a senior retail advisor, keynote speaker and media entrepreneur. Michael has delivered keynotes, hosted fire-side discussions hosted senior retail executive on-stage in 1:1 interviews worldwide. Michael produces and hosts a network of leading retail trade podcasts, including The Remarkable Retail Podcast, The Voice of Retail, The Food Professor, The FEED powered by Loblaw and the Global eCommerce Leaders podcast. He has been recognized by the National Retail Federation (NRF) as a global Top Retail Voice for 2025 and 2025, and continues to be a ReThink Retail Top Retail Expert for the fifth year in a row.

P.M. Edition for Sept. 23. WSJ energy reporter Benoit Morenne discusses why the oil industry is so opposed to the Trump administration's idea of limiting diesel exports.… and who wants President Trump to put restrictions in place. Plus, Secretary of State Marco Rubio says President Trump has invited Russian president Vladimir Putin to the G-20 meeting in Miami this December. And Meta's new personal AI agent Muse has been sending the company's stock price higher, but Meta's lead in that space isn't guaranteed. We hear from Journal reporter Meghan Bobrowsky about hurdles to the app's growth and what she'll be watching for during Mark Zuckerberg's keynote later today at the Meta Connect conference. Alex Ossola hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

From the restaurant where you grab lunch to the neighborhood gym, childcare center, home repair company or auto shop, many of the familiar businesses Americans rely on every day are franchises. But what consumers may not realize is that behind the nationally recognized name is often a local entrepreneur who owns the business, employs local workers and invests in the community. This week, 89 of the nation's top franchise owners are gathered in Washington, D.C., to be honored as 2026 Franchisees of the Year, offering a unique opportunity to hear directly from award-winning local business owners about what it takes to run a successful franchise and the people behind some of the brands consumers see every day. Nominated by their parent brands, the honorees are recognized for their community involvement, commitment to building strong workforces, support of fellow franchisees and entrepreneurial spirit, as well as the contributions they make to their businesses and communities. The International Franchise Association (IFA) has named these entrepreneurs its 2026 Franchisees of the Year, recognizing outstanding franchise owners for excellence in entrepreneurship, community involvement, workforce development and service to others. The honorees represent businesses and communities across the country and a wide range of industries. There are approximately 832,000 franchise establishments across the U.S., providing nearly 8.8 million direct jobs and generating more than $907 billion in economic output. According to Oxford Economics, franchising on average provides higher wages and better benefits than non-franchised businesses, as well as greater entrepreneurial opportunities to minorities, women, veterans, and other underrepresented communities. The award winners are in Washington as part of IFA's annual Advocacy Summit, which is bringing together more than 500 franchisees, franchisors and business leaders. In addition to recognizing the Franchisees of the Year, attendees will meet with members of Congress to discuss issues affecting the franchise business model, including the American Franchise Act, legislation addressing the federal joint-employer standard.Become a supporter of this podcast: https://www.spreaker.com/podcast/arroe-collins-like-it-s-live--4113802/support.

Grab our breakdown of the 5 Low-Cost Businesses That Make $1 Million: https://www.franchiseempire.com/lowcost?utm_source=fesep92026Is a B2B franchise the right path for your next venture? We analyze why this specific model offers recession-proof stability.Chantel Soumis explores the mechanics behind a high-performing B2B franchise that operates effectively from a home office. This session focuses on the operational reality of business-to-business services, highlighting why high client renewal rates are the key to long-term sustainability.We examine a real-world example of a franchisee who successfully exited for $4.5 million, proving that a recession proof business is possible with the right system. If you are evaluating a franchise investment, this breakdown provides the clarity you need to distinguish between fleeting trends and genuine, scalable opportunities. You deserve to find a profitable franchise that delivers real results.Subscribe for weekly franchise breakdowns, and comment below if you want us to cover a specific industry next.------------------Considering Investing In A Franchise?

Business systems are what separate a great idea from a business that can grow beyond its founder. A concept may work brilliantly in one location with the right people, the right customers, and the founder closely involved. The bigger test comes when that same experience has to work in another location, another market, or another country. That challenge becomes even more significant when the customer experience depends heavily on people. Processes can be documented, technology can be standardized, and performance can be measured, but culture, service, and human connection are harder to replicate. Pete Hull has experienced that challenge firsthand. As Founder and CEO of Fitstop, he has helped grow a fitness concept that began in his parents' garage in Australia into a global brand with more than 170 locations across Australia, New Zealand, Singapore, and the United States. Fitstop's growth provides a useful example of how business systems can support expansion without removing the human elements that made the original concept successful. It also demonstrates why sustainable growth requires more than simply duplicating what worked once. Turn What Works Into a Repeatable System Pete's path to entrepreneurship began long before Fitstop became an international franchise. After two knee reconstructions ended his pursuit of becoming a professional motocross athlete, he moved into coaching and became deeply interested in strength and conditioning, human performance, and helping people make measurable progress. Eventually, Pete began considering how he could take the benefits of one-on-one coaching and create something that could serve more people. The challenge was not simply putting more people into the same workout. He wanted to preserve the progressive nature of athletic training while creating a model that could work in a group environment. That distinction matters in almost every industry. Scaling effectively requires identifying what actually produces the result for the customer and building business systems around those elements. For Fitstop, that meant developing a centralized training methodology rather than allowing every location or coach to independently decide what the customer experience should look like. Studios operate from the same underlying programming, while individual owners and coaches can still bring their personalities and energy to the local community. Pete described the balance simply: "Your vibe attracts your tribe." That balance between standardization and personalization is one of the more difficult parts of building a multi-location business. Too much variation can weaken the brand. Too much standardization can make the experience feel disconnected from the local market. Strong business systems establish the non-negotiables while creating room for people to deliver those standards authentically. Build Systems Around the Customer Experience Operational consistency matters, but consistency alone does not create customer loyalty. A business also needs to understand what keeps customers engaged and what ultimately produces the outcome they came for. Pete's approach starts with the member experience. He explained that the fundamental responsibility of a gym, personal trainer, or fitness business is to serve its members by helping them achieve their goals. Fitstop's systems were built around that objective rather than around simply getting people through a workout. The company's group training model deliberately creates interaction among members. People train together, support one another, push each other, and celebrate progress together. Pete describes the formula as combining the science of strength and conditioning with "the art of human connection." That connection becomes part of the business model rather than something the company hopes will happen organically. Fitstop also tracks progress and gives members milestones to pursue. Members advance through statuses based on participation, testing is incorporated into programming, results can be logged in the company's app, and achievements are celebrated inside the studio. Those systems do more than encourage participation. They create opportunities for customers to recognize their own progress. Progress can be one of the most powerful forms of customer retention. When customers can see evidence that the product or service is helping them move toward something they value, they have a compelling reason to continue. That satisfaction can also become a growth engine. Pete talks about creating "raving fans" who naturally promote the business because they are proud of what they have accomplished. Fitstop supports that behavior with a referral model that allows members to invite friends into the experience. The broader business principle applies well beyond fitness. Referrals become much easier when customers have a result worth talking about. Protect the System as the Business Grows Business systems become increasingly important as an organization adds locations and moves farther away from the founder's direct oversight. Fitstop began franchising in 2017 after Pete and his wife had self-funded the first two studios. Pete had been transparent with his managers about the financials, the direction of the business, and what they were trying to build. When managers wanted to buy the studios, it helped propel Pete into franchising. The model eventually expanded internationally. New Zealand provided an important test because Fitstop had to launch during a period when the team could not simply travel there and manage everything in person. The circumstances forced the company to improve onboarding, presales, coaching education, and other systems that could be delivered remotely. That experience demonstrated something important about scalability: if a business requires the founder or corporate team to physically solve every problem, it has not truly built a scalable system. International growth increased the stakes even further. Fitstop needed enough consistency that members could recognize the brand while still allowing local operators to build relationships within their own communities. This is where franchising creates both an opportunity and a challenge. Franchisees are business owners, and strong owners will inevitably have ideas. But allowing every operator to independently change the model can quickly erode the consistency that gives the brand its value. Pete's philosophy for handling that tension is captured in another memorable phrase: "We're curious, not furious." Instead of immediately rejecting an idea, his team asks questions and looks at the data. Fitstop can compare performance across studios and examine what its strongest operators are doing. If an idea has merit, it can move through the Franchise Advisory Council and potentially become a pilot program. Successful ideas can then be introduced more broadly. Pete summarized the approach another way when describing how he responds to changes that may be premature: "I'm not saying no, I'm just saying not right now." This creates a path for innovation without turning the franchise system into more than 170 independent experiments. Use Data to Strengthen Business Systems As an organization grows, intuition becomes less reliable as the primary management tool. Leaders need visibility into what is happening across the business. Pete describes Fitstop as a highly data-driven organization. The company uses performance information to support franchisees, compare locations, evaluate ideas, and identify where an operator may need additional support. Technology and AI are increasingly part of that infrastructure. Pete specifically points to Claude as a tool Fitstop uses for business modeling, financial modeling, and evaluating studio performance. The company also has systems that allow it to monitor planning, statistics, and other performance indicators across the network. The technology, however, does not eliminate the need for human observation. Pete says he blocks out time to look at studio social media because even a short story can provide clues about the culture inside a location. Fitstop's business performance coaches also conduct annual health checks that include studio visits, financial audits, and planning reviews. That combination is important. Dashboards can tell leaders what is happening numerically, but they may not fully explain why it is happening. The best business systems create visibility at both levels. Leaders need quantitative measures that reveal trends and qualitative signals that show what customers and employees are actually experiencing. As Pete noted, people who are progressing tend to be happier and more motivated. When performance begins moving backward, whether in fitness or business, intervention may be needed. Consistency Creates the Foundation for Growth There is a temptation to associate business growth with constant innovation. New markets, new products, new campaigns, and new strategies are exciting. Yet much of sustainable growth comes from doing the fundamentals exceptionally well and repeating them. That philosophy is evident in Pete's approach to both business and personal performance. When asked about his own routines, he did not point to an elaborate productivity system or unusual high-performance ritual. Instead, he emphasized a stable lifestyle built around basics such as sleep, nutrition, hydration, training, and physical activity. "Do the basics really, really well, but just keep showing up and be consistent with it." The same principle applies to organizations. A company does not become scalable because it documented a few procedures. Business systems have to become part of how the organization operates every day. People need to understand the standards, follow them, measure the results, and improve them when the evidence supports a change. Consistency is especially important when the company is expanding into new markets. Customers should not have to wonder whether the experience they receive depends entirely on which location they happen to visit. At the same time, consistency should not eliminate humanity. Pete's approach to Fitstop illustrates how a company can globalize the underlying brand and methodology while allowing local owners and coaches to build meaningful relationships in their communities. That may ultimately be one of the most important lessons for any leader trying to turn an idea into a larger organization. Growth does not require removing people from the equation. It requires building business systems that help people consistently deliver what made the idea valuable in the first place. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central across your favorite social media platforms and catch the replay on The Business Growth Show Podcast for more conversations with today's leading business experts, entrepreneurs, and growth-minded leaders. About Pete Hull Pete Hull is the Founder and CEO of Fitstop, a global functional strength and conditioning brand with more than 170 locations across Australia, New Zealand, Singapore, and the United States. Pete's journey into the fitness industry began after two serious injuries ended his pursuit of becoming a professional motocross athlete. His rehabilitation sparked a passion for strength and conditioning, human performance, and helping people make measurable progress. That passion eventually led him to create a training model that brought structured programming, progressive training, and real coaching to everyday athletes. What began in his parents' garage in Australia grew into Fitstop, a franchise brand built around consistent business systems, a strong member experience, and genuine human connection. Today, Pete continues to lead Fitstop's global growth while maintaining the training methodology, culture, and community at the heart of the brand. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping businesses attract loyal customers, increase visibility, and accelerate growth. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored eleven books, earned three U.S. patents, and advised organizations ranging from startups to Fortune 500 companies. A recognized expert in business growth, customer acquisition, leadership, franchising, marketing, and AI-driven business strategies, Ford helps business owners and leaders identify opportunities, improve performance, and achieve sustainable results. Learn more at ProfitRichResults.com and watch Fordify LIVE at Fordify.tv.

Franchisees cannot build a strong local business by waiting for every customer to raise their hand first.In this episode of The Franchise Advisory Board Podcast, ClientTether CEO, Dave Hansen, speaks with Jimmy Speyer, Founder and CEO of GlassHouse, about how franchise brands can build a more effective local area marketing strategy by combining inbound demand with intentional outbound activity.Jimmy has spent 15 years building revenue teams and has also owned and operated a home service franchise. That combination gives him a practical perspective on a problem he sees across the home service industry: many franchisees have become highly dependent on inbound leads while outbound sales has become less institutionalized.Jimmy argues that outbound is not simply following up with someone who already completed a form. True outbound means proactively identifying the right audience, creating the first interaction, and giving potential customers a reason to start thinking about a service before they begin actively shopping for it.That is where his concept of digital door knocking comes in.Rather than relying on a single marketing channel, Jimmy discusses building an omnichannel approach where multiple activities work together to create familiarity and conversations. Physical door knocking, digital outreach, paid advertising, local marketing, and other touches can all influence the same customer journey.Thanks to ClientTether, our episode sponsor. ClientTether is a franchise CRM software platform designed to help franchise brands improve lead response, automate follow-up, and keep candidate and customer communication organized as they grow.The episode also addresses a major operational challenge for franchisors: local area marketing is often treated as a loosely defined responsibility that gets handed to the franchisee. Jimmy makes the case for a more repeatable approach, with defined activities, sales coaching, measurement, and expectations that franchise owners can practice and improve.Measurement is another major theme. Jimmy explains why last-touch attribution can make one channel appear responsible for a sale even when several interactions helped create the opportunity. He encourages brands to think in terms of multi-touch attribution and both directly sourced and influenced revenue.For franchise teams, that also reinforces the value of having a strong franchise CRM or connected marketing infrastructure that can help organize lead activity after those opportunities are created. The technology supports the process, while the strategy Jimmy shares focuses on how brands and franchisees can create more conversations in the first place.Throughout the episode, listeners will learn:• Why home service franchises have become increasingly dependent on inbound demand• What separates true outbound sales from basic lead follow-up• How franchisees can create opportunities instead of waiting for leads• Why local area marketing needs a defined and repeatable playbook• How sales coaching and role play can build stronger franchisee skills• Why physical and digital door knocking can complement each other• How multi-touch attribution provides a clearer view of marketing performance• Why one marketing tactic should not be expected to solve every growth problemJimmy's broader point is that effective local marketing is rarely about finding one perfect channel. It is about choosing a handful of activities that work together, measuring them, practicing the sales process, and staying visible until the customer is ready.This episode is for franchisors, home service brands, franchise marketers, operators, and franchisees looking for a more proactive approach to local lead generation and revenue growth.Thanks for listening to the Franchise Advisory Board Podcast, where we explore the ideas, strategies, and people shaping the future of franchising.If you found today's episode valuable, please subscribe, rate, and share it with a fellow franchise leader. To learn more, connect with us on LinkedIn and Youtube.Until next time, stay curious, stay strategic, and keep building stronger franchise systems!

Hiring a keynote speaker can be one of the most important decisions an organization makes when planning a convention, conference, leadership meeting, or company event. The right speaker can reinforce business priorities, create meaningful connections with the audience, and give attendees ideas they can actually put to work. The wrong speaker can consume valuable agenda time without creating much value at all. That distinction becomes even more important when organizations consider the total investment involved in bringing people together. Attendees may be stepping away from their businesses, traveling, paying for hotels, and giving up several days of productive time. The organization itself is investing in venues, production, food, travel, staff, programming, and countless other details. With that much at stake, hiring a keynote speaker should not begin with a demo video, celebrity name, or speaking fee. It should begin with a much more important question: What does the organization want the audience to think, feel, understand, or do differently when they leave? Katrina Mitchell, Founder and Chief Matchmaker at Franchise Speakers, has spent more than 17 years helping franchise organizations answer that question and match outside speakers with their audiences, cultures, objectives, and investment levels. Her experience as a former franchisee gives her an additional perspective on what franchise owners need from the limited time they spend together at conventions and meetings. For meeting planners and business leaders, her approach offers a valuable reminder. Hiring a keynote speaker is not about filling an hour on an agenda. It is about making that hour contribute to the larger purpose of the event. Start With the Business Outcome, Not the Speaker One of the easiest mistakes when hiring a keynote speaker is beginning the search too early. A planning committee decides it needs a speaker, starts watching videos, asks colleagues for recommendations, or begins searching for recognizable names. Before long, the selection process becomes focused on personalities rather than outcomes. Mitchell recommends approaching the decision from the opposite direction. "Start with the end in mind." Imagine the audience walking out of the ballroom after the presentation. What transformation should have taken place? What should attendees understand that they did not understand before? What action should they be prepared to take? How should the presentation support the broader goals of the organization? Those questions help turn a vague request into a meaningful speaker specification. An organization may initially say it wants someone who can motivate the audience. Motivation, however, is difficult to connect to a specific business result. Digging deeper may reveal that the real objective is improving leadership, increasing local marketing activity, strengthening customer experience, building better teams, improving franchise relationships, or reinforcing the company's culture. The same principle applies outside franchising. A sales organization may need its people to adopt a different approach to prospecting. A leadership conference may need managers to improve accountability. A company navigating rapid technological change may need employees to understand how AI affects their roles without losing sight of the importance of human relationships. Once the desired outcome is clear, the search for a keynote speaker becomes considerably more focused. This is also why the most entertaining speaker is not automatically the best choice. Celebrity can bring recognition and excitement to an event, but recognition and business relevance are not the same thing. Mitchell challenges the assumption that a celebrity speaker will necessarily increase attendance or create greater value for franchisees. A compelling story may entertain an audience for an hour, but meeting planners should still ask what attendees will be able to do with that experience when they return to their businesses. Entertainment absolutely has a place at events. The question is whether entertainment is the objective or whether it can be combined with a meaningful message. That distinction can help organizations avoid paying for attention when what they really need is impact. Look Beyond the Demo Reel When Hiring a Keynote Speaker A polished video is useful when evaluating a speaker, but it cannot tell a meeting planner everything that matters. The person on stage represents only one part of the speaker experience. Professionalism begins long before the introduction and continues after the applause. Preparation, responsiveness, understanding of the organization, interaction with the event team, willingness to customize, reliability on site, and the ability to connect with the audience can all affect the success of the engagement. Mitchell's philosophy at Franchise Speakers reflects that broader view. Her goal is to identify the right speaker based on what she describes as the "right person, right time, right fee, right culture, right message." Culture deserves particular attention. A speaker who is highly effective for one organization may be completely wrong for another. Different audiences have different expectations, personalities, levels of experience, and relationships with their brands. A presentation that succeeds with corporate executives may not connect the same way with franchise owners. A speaker accustomed to entrepreneurial audiences may need a different approach when addressing frontline managers or employees. Industry understanding can matter as well. Mitchell emphasizes that franchise audiences are not simply generic groups of entrepreneurs. Franchisees operate within a specific business model involving brand standards, systems, franchisor relationships, local execution, and shared responsibilities. A speaker who understands those dynamics can frame ideas in ways that are more relevant to the audience. That does not mean every speaker must spend an entire career in the industry. It does mean meeting planners should evaluate whether the speaker is willing and able to understand the audience they are being hired to serve. Customization is part of that evaluation. A strong professional speaker should understand the organization's objectives, terminology, challenges, and priorities. Listening to executive presentations, speaking with leadership before the event, understanding the conference theme, and incorporating relevant examples can make a keynote feel like part of the event rather than a presentation that could have been delivered anywhere. The speaker's attitude toward service matters, too. Mitchell developed what Franchise Speakers calls its "No Diva" philosophy after an experience with a speaker who created problems for a client before ever stepping onto the stage. Her distinction is simple: some speakers arrive primarily to serve the audience, while others are primarily interested in being the center of attention. A meeting planner should be evaluating both. A speaker can have excellent stagecraft and still make life unnecessarily difficult for the event team. The best engagements happen when professionalism offstage matches performance onstage. Treat the Keynote as an Investment in the Event Speaking fees inevitably become part of the selection process. They should not, however, be evaluated in isolation. The least expensive speaker is not necessarily the best value, just as the highest-priced speaker is not automatically the most effective. The better question is what the organization expects its investment to accomplish. Consider the total economics of a major convention. Hundreds or thousands of people may be traveling to one location. The company may have a limited number of hours to reconnect attendees with the organization, strengthen relationships, communicate its vision, provide business education, and create an experience people believe was worth leaving their businesses to attend. Mitchell describes convention time as "precious," particularly within franchise systems. In her view, one of the opportunities created by bringing franchisees together is helping them reconnect with the brand and with one another. That makes every hour on the agenda valuable real estate. A keynote should therefore connect to the larger event rather than exist as an isolated attraction. If leadership is emphasizing a strategic priority, the outside speaker can reinforce it from a different perspective. If franchise owners are facing a common business challenge, the speaker can provide frameworks or tools that help them address it. If an organization wants to create stronger alignment, the presentation can support language and ideas that continue throughout the conference. Mitchell points to one indicator of a successful presentation: people continue referencing the speaker's message later in the event. The ideas have moved beyond the stage and become part of hallway conversations, meetings, and discussions among attendees. That is a considerably higher standard than whether the audience applauded. It also creates a different way to think about return on investment. Event organizers can use surveys and attendee feedback, but they can also consider whether the speaker's ideas are being retained and applied. Did the presentation support the organization's priorities? Did attendees receive something useful? Are leaders able to reinforce the message after everyone goes home? One of Mitchell's strongest recommendations is to avoid overwhelming people with information simply because there is time available to present it. A speaker who provides one, three, or a handful of useful ideas that people actually implement may create more value than someone who races through dozens of concepts. That principle has become even more important as information itself becomes easier to obtain. In an AI World, the Human Experience Matters More The role of a keynote speaker is changing because access to information has changed. Audiences no longer need to attend a conference simply to receive facts they could find through an online search or an AI platform. If a presentation consists entirely of information that attendees could generate for themselves in a few minutes, its value becomes increasingly difficult to justify. Live events offer something technology cannot easily replicate: a shared human experience. Stories, emotion, interaction, context, credibility, humor, and the energy created when people experience an idea together can make information memorable. A talented keynote speaker does not simply transfer knowledge. The speaker helps the audience connect that knowledge to their own circumstances and gives them a reason to act on it. That does not make technology irrelevant. Quite the opposite. AI is affecting virtually every area of business, and speakers need to understand how those changes intersect with their expertise. But Mitchell cautions against treating AI as a replacement for meaningful human relationships. She argues that authentic, present conversations are becoming more important as technology becomes more prevalent. The same principle should influence how organizations design conferences. Technology can support registration, communication, content delivery, follow-up, personalization, and countless other parts of an event. It can make the experience more efficient. The gathering itself, however, creates an opportunity for relationships and conversations that people cannot get from another automated interaction. That is why hiring a keynote speaker should involve evaluating the experience the speaker creates, not merely the information delivered. The audience should leave with something memorable enough to survive the flight home and useful enough to matter when they return to work. What to Consider Before Hiring a Keynote Speaker There is no single specification that guarantees a successful keynote. Different events require different speakers, styles, expertise, and outcomes. But the selection process becomes stronger when meeting planners evaluate the complete engagement instead of relying on a recognizable name or impressive video. Before making the decision, an organization should be able to answer five fundamental questions. First, what business outcome should the presentation support? If the desired result cannot be clearly articulated, it will be difficult to determine which speaker is best equipped to create it. Second, does the speaker understand the audience? Industry knowledge, business-model familiarity, audience demographics, organizational culture, and the challenges attendees are facing can all influence whether a message connects. Third, what will attendees take home? A great story can be memorable, but the strongest business presentations give people something useful. That might be a framework, a new perspective, a tool, a process, or a specific action they can implement. Fourth, what kind of professional will the organization be working with? Preparation, flexibility, communication, reliability, customization, and a service mindset are part of the engagement. The experience should be positive for the people behind the scenes as well as those sitting in the audience. Finally, how does the keynote support the larger event? The best speaker choice should reinforce the purpose of the gathering rather than compete with it. Hiring a keynote speaker becomes much easier when those specifications are established before names and fees enter the conversation. The objective is not to find the most famous person, the cheapest option, or even the speaker with the most impressive demo reel. It is to identify the person who can create the right experience for that particular audience at that particular moment. For organizations investing heavily in bringing their people together, that distinction can determine whether a keynote simply fills time or becomes one of the most valuable hours of the entire event. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central across your favorite social media platforms and catch the replay on The Business Growth Show Podcast for more conversations with today's leading business experts, entrepreneurs, and growth-minded leaders. About Katrina Mitchell Katrina Mitchell is the Founder and Chief Matchmaker at Franchise Speakers, where she helps franchise organizations connect with franchise-savvy keynote speakers, thought leaders, subject matter experts, and business growth trainers. A former franchisee herself, Katrina brings firsthand experience with the challenges of franchise ownership, franchisee-franchisor relationships, and the importance of a strong system culture. Katrina founded Franchise Speakers in 2008 and has spent more than 17 years matching franchise brands with outside talent based on their audience, culture, business objectives, and desired outcomes. Known as a natural connector, she has built her business around helping franchise organizations create greater value from their conventions and events by finding the right speaker for the right opportunity. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping businesses attract loyal customers, increase visibility, and accelerate growth. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored eleven books, earned three U.S. patents, and advised organizations ranging from startups to Fortune 500 companies. A recognized expert in business growth, customer acquisition, leadership, franchising, marketing, and AI-driven business strategies, Ford helps business owners and leaders identify opportunities, improve performance, and achieve sustainable results. Learn more at ProfitRichResults.com and watch Fordify LIVE at Fordify.tv.

Are you a franchise owner struggling to grow your business, questioning whether franchise ownership is right for you, or wondering what successful franchisees do differently? Nine months ago, Briana Dyer was asking herself those same questions. Her franchise wasn't producing the results she expected. Her monthly revenue had fallen to approximately $19,000, and she was reaching the point where she was considering whether it was time to close her business. Then she joined The Zee Suite®. 60 days later: $51,000 in monthly revenue. Approximately 60 days after that: $93,000. Then came $100,000+ months and a first-quarter finish as the #1 franchisee in her system. Same franchise. Same business. Same tools. Dramatically different results. In this episode of Create Wealth Through Franchising, Briana shares her franchise turnaround story and what changed when she stopped looking only at business strategy and began changing the way she thought, led, sold, networked and showed up as a franchise owner. But Briana's biggest transformation isn't the revenue. Nine months ago, she was questioning whether she was cut out for business ownership. Today, she's wondering what other businesses she might own. Her confidence is different. Her clarity is different. Her vision, goals and sense of possibility are different. She's playing golf. Taking ski vacations. Enjoying her life. And making the kind of money she envisioned when she first invested in her franchise. She's also creating new opportunities through networking—including a major relationship that will put her products on display in a model showroom for assisted-living homes. This is a conversation about franchise success, franchise profitability, business growth, networking, mindset and what separates top-performing franchisees from average performers. But more than anything, it's a story about what can happen when the franchise doesn't change—but the franchise owner does. And Briana has done all of this in just nine months. Imagine where she'll be in two years. And imagine what might have happened had she closed the business before discovering what she was capable of creating. If you're a franchise owner who feels stuck, isn't getting the results you expected, or knows there is more potential in your business, this episode is for you. IN THIS EPISODE: ✔️ Why Briana was considering closing her franchise ✔️ Her journey from $19K → $51K → $93K → $100K+ months ✔️ How she became the #1 franchisee in her system ✔️ What changed when she joined The Zee Suite® ✔️ Why the same franchise and same tools began producing dramatically different results ✔️ How mindset, confidence and clarity changed the way she showed up as an owner ✔️ How networking opened unexpected new opportunities ✔️ Her transformation from questioning business ownership to dreaming about owning more businesses ✔️ How greater success created more money, freedom and enjoyment of life ✔️ What successful franchisees do differently RESOURCES Contact Kim to learn more or get started: TheZeeSuite.com/start Approximate Chapters 00:00 – What Successful Franchisees Do Differently 02:15 – When Franchise Ownership Isn't Going as Planned 05:00 – Considering Closing Her Franchise 07:30 – Briana Finds The Zee Suite® 10:00 – From $19K to $51K in 60 Days

In this episode of HALO Talks, host Pete Moore sits down with Nico Varano, CEO of SWTHZ who initially started as a franchisee and went on to help built the company into a fast-rising player in the contrast therapy and workout recovery space. Nico talks about his fairly unconventional path from finance into to the HALO sector, reveals why focus and simplicity drive SWTHZ's unit economics, and explains how a data-driven approach helps franchisees scale profitably. With over 100 studios and private equity backing, the company is redefining the recovery sector. Listen to learn more about how the franchise's unique model is attracting operators who want to roll up their sleeves and build real community, and to get insider insights on how to thrive in this fast-evolving segment of the HALO sector. On building a competitive moat in the space, Varano states, "We want to be focused on being the best at one thing . . . which is contrast therapy. When people think about sauna and plunge, SWTHZ should be the first thing that comes to their mind." Key themes discussed Franchisee to franchisor journey and leadership evolution Traits and selection of successful franchisees Focus on contrast therapy specialization Importance of proven unit economics before franchising Data-driven approach to operational improvements Community building and plus-one session strategy Optimizing studio size, suite count, and hours A Few Key Takeaways 1. From Franchisee to Franchisor. In-the-Trenches Leadership: Nico started initially as a SWTHZ member and then a franchisee, rapidly growing his portfolio to five studios and eventually stepping in as CEO. He has kept his hand in operations, signing leases and personal guarantees. This dual franchisee/franchisor perspective creates a unique level of authenticity and alignment with operators 05:12. 2. Hyper-Focused Modality Drives Brand and Economics: SWTHZ stands out by focusing on mastering contrast therapy (saunas and cold plunges) while competitors dilute their platforms with too many modalities. This tight focus builds a competitive moat, streamlines operations, and fosters brand clarity, ensuring customers immediately associate the brand with contrast therapy 07:22. 3. Relentless Data-Driven Optimization of Unit Economics: Nico and his team are obsessed with the numbers: every dollar of additional daily profit directly impacts franchisee success and brand reinvestment. The ongoing, data-heavy approach means constant refinement of unit economics, build-out costs, and suite count per location to ensure payback periods of under 3–3.5 years . . . a huge key to scaling 08:23. 4. Community Through Private Wellness. The Plus One Effect: Despite the private suite model, SWTHZ successfully builds community: 16% of sessions now include a "plus one," up from 7% earlier in the year. Whether it's date night, book clubs, or friends catching up, the company is quickly becoming a new social and wellness "third place," offering an alternative to cafes or group fitness hangouts 15:47. 5. Operator-Minded Partners Willing to Roll Up Their Sleeves: The most successful franchisees are present, engaged, and solution-oriented who are prepared to do everything from P&L analysis to cleaning a suite if necessary. Culture fit, passion, and operational grit matter more than a polished resume. "Own it, fix it, finish it" is the operating mantra 21:05. Resources: SWTHZ: https://sweathouz.com/ Nico Varano: https://www.linkedin.com/in/nicovarano/  Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com

Jim's Mowing franchisee Enoh forecast $170,000 to $180,000 in his first year. He invoiced $450,000.This episode of the Jim's Mowing Podcast is a 12-month update. Enoch runs Jim's Mowing Reservoir Central and, with his partner Bianca, Jim's Cleaning Preston East. He came from real estate and built a property presentation niche, working with agents to get homes ready for market through landscaping, turf, pressure washing, gutters and window cleaning, plus interior cleaning through the cleaning franchise.He breaks down the numbers most people avoid: a 48 to 49 percent profit margin, around $220,000 profit, a $900 monthly franchise fee, $19 lead fees, and weekly running costs. He explains the 10 percent referral fee he pays agents, his $220 an hour landscaping rate, a 70 percent quote conversion rate, and how he uses ChatGPT to visualise landscaping quotes on site. He also answers the common online claims about lead fees, ownership, and pricing.Listen if you want real first year numbers from a Jim's Mowing franchise instead of guesswork.INCOME DISCLAIMERThe income, revenue and profit figures shared in this episode reflect one franchisee's individual experience. They are not a promise, projection or guarantee of earnings. Results vary based on location, hours worked, effort, skill, market conditions and other factors. Some franchisees earn more and some earn less. Figures may refer to revenue rather than profit unless stated otherwise. Before making any decision, review the official franchise documentation and seek independent legal, financial and accounting advice.

Franchisee success is not just an operational priority. It is one of the strongest foundations a franchisor can build its business around.In this episode of The Franchise Advisory Board Podcast, ClientTether CEO, Dave Hansen, speaks with DeNita Carani, Chief Operating Officer at Apex Leadership, about why successful franchise systems are built by helping franchisees grow, earn trust, and understand the value behind the decisions coming from the home office.DeNita brings nearly 20 years of franchising experience and a perspective that spans both sides of the relationship. Before becoming a franchisor executive, she spent 10 years operating her own franchise, became a top 10 owner in that system, and later joined the franchisor's executive team.That transition gave her a new appreciation for one of the biggest challenges in franchise operations: influence without authority. DeNita explains that when franchisees do not understand why a new initiative, process, or change is good for their business, they are much less likely to engage with it. That lesson now shapes how she approaches operations at Apex Leadership.Thanks to ClientTether, our episode sponsor. ClientTether is a franchise CRM software platform built to help franchise brands improve lead response, automate follow-up, and keep candidate and customer communication organized as they grow.The conversation also gets into the economics behind franchisee success. DeNita explains why franchisors should build their economic engine around healthy royalty revenue rather than depending too heavily on new franchise fees. When franchisees perform well, that can strengthen royalties, validation, retention, and future growth.She also discusses the operational consequences of bringing the wrong franchisees into a system. Underqualified or undercapitalized owners can require significantly more support, create pressure on field teams, weaken validation, and add friction across the network.For growing brands, technology and process can support that work, but they do not replace trust. A franchise management system may help organize information and operations, while DeNita's focus in this episode is on how leaders communicate, involve franchisees, and build alignment around change.Throughout the episode, listeners will learn:• Why franchisee success should be a core franchisor KPI• How royalty revenue is tied to franchisee performance• Why poor franchisee selection creates operational ripple effects• How franchise advisory councils can surface issues before they become larger problems• Why FACs need clear charters, representation, and regular meeting cadence• How transparency can reduce friction and strengthen trust• Why franchisees should be involved in planning and rollout discussions• How annual roadmaps and quarterly accountability can improve communicationOne of DeNita's central operating principles is simple: before asking franchisees to support something new, be able to explain why it is good for them. Thanks for listening to the Franchise Advisory Board Podcast, where we explore the ideas, strategies, and people shaping the future of franchising.If you found today's episode valuable, please subscribe, rate, and share it with a fellow franchise leader. To learn more, connect with us on LinkedIn and Youtube.Until next time, stay curious, stay strategic, and keep building stronger franchise systems!

Jim's Mowing franchisor Jason has invoiced anywhere from $50,000 to $600,000 in a single year across 14 years in the business.This episode of the Jim's Mowing Podcast covers the questions every prospective franchisee asks: how much you earn, how many jobs come through, and what the whole thing costs. Jason runs a regional franchisor territory in Canberra and raced as a professional triathlete before buying his own Jim's Mowing franchise.You will hear why Jim's takes no percentage of your job income, how the $1,100 pay for work guarantee works and why he has never paid it out, and how he sold 80 regular clients for $80,000 on a payment plan. Jason also breaks down startup costs of around $22,000 to $23,000 including training, leasing options under $150 a week, the 17 percent Stihl discount, and the equipment he tells new franchisees to skip at the start.Start here if you are researching a Jim's Mowing franchise and want honest numbers instead of a sales pitch.Timestamps 0:00 Introduction0:47 Meet Jason: 14 years with Jim's1:01 From pro triathlete to Jim's Mowing2:18 What a Jim's franchisor actually does3:13 How much money will I make5:17 Scaling up with no extra fees6:50 Selling clients and splits8:26 How many jobs will I get9:05 The pay for work guarantee10:28 Choosing a territory and name12:29 The Jim's systems explained15:30 What the best franchisees do17:24 What equipment to buy first18:59 Total cost and Stihl discount20:16 Life after a few years in21:36 Observation days and next steps22:28 How to get started

Jim's Garage Doors franchisee Mike converts 80 to 90 percent of the leads he receives.This episode of the Jim's Group Podcast is a full look at the Jim's Garage Doors franchise: what the work involves, what the training covers, and what the income looks like against a salary. Mike left civil architecture to join Jim's Garage Doors as one of the first franchisees under franchisors Mick and Brian. He now runs six to ten garage door service jobs a day across his Mickleham territory in Melbourne.You will hear how the Jim's Garage Doors lead system and flat rate lead fees work, why the division currently takes on experienced garage door technicians only, and the two minute callback rule behind Mike's close rate. Mike also covers garage door servicing intervals, spring safety on a 120 kilo door, motor replacements, roller shutters, and commercial counterweight doors.Start here if you are researching a Jim's Garage Doors franchise or wondering when your own garage door was last serviced.

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Welcome back to another episode of 'Closed Course'! The guys are back with another great guest interview, this time joined by Michael Ruvolo, President and CEO of X-Golf America, one of the fastest-growing indoor golf and entertainment brands in the country. Michael's journey with X-Golf started from the ground up. After opening his first location in 2019, he continued expanding through COVID, eventually growing to five locations before being offered the opportunity to take over the entire company in 2024. Today, X-Golf has grown to more than 130 locations across the country, combining golf, technology, entertainment, food and drinks into a unique experience for golfers of every skill level. Michael and the hosts dive into what makes X-Golf different from other indoor golf experiences, including its proprietary simulator technology, automatic ball-feeding system and focus on creating a faster, more realistic experience. They also discuss how indoor golf has continued to grow, why X-Golf works in both cold and warm-weather markets, and where Michael sees the company heading next. The conversation goes beyond the simulators as Michael shares what he's learned building and scaling a business. From pouring beers and cooking food at his own locations to now leading the entire X-Golf organization, Michael talks about the work it takes to turn an idea into a successful business and why empowering the people around you is so important. Of course, it wouldn't be 'Closed Course' without plenty of golf talk. Michael shares his dream foursome, stories about following Jon Rahm and J.J. Spaun before they became household names, his love for the game and what makes simulator golf so competitive and accessible. The guys also get Michael's side of the viral Pat McAfee X-Golf simulator story. Michael explains how the simulator ended up on McAfee's set, what actually happened when it failed to register a shot, and why the simulator itself wasn't broken. Tune into the latest episode of 'Closed Course' for a conversation about golf, entrepreneurship, the rise of indoor golf and what's next for X-Golf America. Powered by Pins and Aces Produced by Guerilla Sports

We had 120 new franchisees into our training so it was a question-packed #ASKJIM with our new franchisees in training. As always, Jim delivers honest advice to everyone who asks him a question.

Ron Ramy is the COO of Integrity 1st Car Pros, a bootstrapped automotive repair company operating 14 locations at the time of this conversation. He joined the company in 2020 when it had four locations, bringing experience in software, automation, data, and organizational growth from his earlier work at a real estate technology startup.Ramy has worked across departments to understand how the business operates and where stronger systems are needed. His work on franchising an auto repair shop has centered on documenting processes, developing leaders, and creating an operating model that someone outside the automotive industry can learn within 90 days.In this episode…An auto repair business does not become scalable simply by opening more locations. Growth exposes undocumented decisions, inconsistent hiring practices, compensation plans that break at higher revenue levels, and daily operations that still depend on the owner. The work of franchising an auto repair shop forces those hidden dependencies onto paper.Integrity 1st faced that pressure while converting its corporate-store experience into a franchise model. Recruiting shifted from judgment-based hiring to panel interviews, defined questions, checklists, and compensation ranges. Incentive plans also required redesign because structures built for stores producing $1 million to $1.5 million became unsustainable as revenue moved beyond $2 million.The franchise process also changed how leadership received feedback. Franchisees brought questions that revealed missing procedures, while employees closest to customers provided context that dashboards could not show. Ramy connects that openness to internal development, practical problem-solving, and a hiring philosophy built around character, charisma, and competency.Tires represent another operational opportunity for the company. They currently account for a smaller share of store revenue, but Ramy views the category as a durable service line with room for growth, especially as vehicle technology continues to change.Here's a glimpse of what you'll learn: [01:23] How Ron Ramy entered the auto repair industry[06:32] Why franchising requires documented, repeatable business systems[14:53] Creating a business that can operate without its owner[18:02] Why tires represent an untapped growth opportunity[19:23] Why solving problems matters more than identifying them[21:58] How employee curiosity creates new leadership opportunities[29:11] Why character matters more than competency when hiringResources mentioned in this episode:Tread PartnersGain Traction Podcast on YouTubeGain Traction Podcast WebsiteMike Edge on LinkedInQuotable Moments:“Do I even have a system, or is my business mostly relying on discernment?”“Anytime the emotions are seven to 11, just don't make a decision.”“It's always going to reward the best solution.”“And at the end of the day, we are going to always be rewarded in direct proportion to the size or complexity of the problems we solve.”“So their feedback is extremely valuable, and obviously, you have to parse through the signal and noise of what they're saying.”Action Steps:Record every decision that requires owner approval for one week. Turn recurring decisions into written procedures with a clear trigger, responsible role, and expected result.Replace informal recruiting with a panel interview, a standard set of questions, a candidate scorecard, and defined compensation ranges for technicians and service advisors.Test incentive plans against stores producing $1 million, $2 million, and $3 million in annual revenue. Adjust payouts that become unbalanced as sales increase.Assess the operation for franchising an auto repair shop by giving documented procedures to a manager from another location. Track every point that still requires explanation or owner involvement.Hold a monthly frontline feedback review with general managers, advisors, and technicians. Record operational gaps, assign responsibility, and test proposed solutions inside a corporate location.

Join Kosta and his guest: Bobby Young, Franchisee at Jersey Mike's Subs Cookeville and Crossville. In this episode: Before you were Bobby Young the candidate, you were Bobby Young the Jersey Mike's guy. As we said in the introduction you're the owner of both Jersey Mike's Cookeville and Crossville, how did you come to own and operate these stores? The election is over, and we promised everyone we'd get back to business, and we are. Bobby, you ran for County Commission in District 7, and although you didn't win we want to thank you for your willingness to serve and start with the question every former candidate is being asked this week: do you plan to run again? When it comes to subs and sandwiches, we have options. Of course, Jersey Mike's is the only option in our hearts and stomachs, but when you have this level of competition how do you make sure customers think of you first? Find out more about Jersey Mike's Cookeville: https://www.jerseymikes.com/4026/cookeville-tnFind out more about Jersey Mike's Crossville:https://www.jerseymikes.com/4076/crossville-tnBetter Together with Kosta Yepifantsev is a product of Morgan Franklin Media and recorded in Cookeville, TN.This episode of Better Together with Kosta Yepifantsev is made possible by our partners at Miss Sallie's Market.Find out more about Miss Sallie's Market:https://www.misssallies.com

Grab our breakdown of the 5 Low-Cost Businesses That Make $1 Million: https://www.franchiseempire.com/lowcost?utm_source=feaug112026How do painting and a boxing movie belong together in this podcast?  Listen to learn how the strange combination works.  In this episode, Chantel sits down with Chris Lucas, VP of Franchise Development at Fresh Coat Painters, to break down a business model that's disrupting a recession-resistant industry with a variety of revenue streams. It's a painting franchise that doesn't require its owners to ever touch a paint can. Chris explains why Fresh Coat isn't looking for painters. Instead, they're looking for leaders who can show up in their community while following a proven system backed by strong support. Chris also shares the cost of entry and investment details for Fresh Coat franchise ownership, and he gets personal about facing fear and jumping into business ownership, owning his inner Rocky Balboa along the way. ------------------  Considering Investing In A Franchise? 

We're creating space for the brains behind the brands we love, and asking good questions along the way. The result is a deep dive into the how and why of brand-building, from blueprints to launch day, customers as community and the detours in between. big lessons, easy listening. In this episode of Read Receipt, Sean sits down with Nico Varano, CEO of SweatHouz, the contrast therapy franchise redefining recovery through private sauna, cold plunge, and vitamin C shower experiences. Nico's path to CEO wasn't conventional. After starting his career in finance and private equity, he discovered SweatHouz while training for a charity boxing match and became the brand's first franchisee. After rapidly scaling his own studios, he was tapped to lead the company as CEO. Today, SweatHouz operates more than 100 locations across 25 states and has become one of the fastest-growing wellness franchises in the country. Nico shares lessons on franchising, customer retention, operational excellence, hospitality, and why the future of recovery isn't about flashy experiences, it's about building habits people return to week after week. Tune in for an inside look at scaling a category-defining wellness brand while balancing leadership, fatherhood, and the pursuit of sustainable growth!   Chapters:  00:00 — Meet Nico Varano Nico shares his background in finance, private equity, and his family's restaurant business. 02:00 — Discovering SweatHouz How training for a charity boxing match led Nico to contrast therapy and ultimately franchise ownership. 03:36 — Becoming the First Franchisee Acquiring and growing the Assembly Row location in Boston. 04:28 — The SweatHouz Business Model Memberships, private suites, margins, and creating a scalable wellness business. 09:55 — Building a Habit, Not an Event The philosophy behind customer retention and long-term wellness behavior. 14:22 — Franchising at Scale How SweatHouz supports franchisees while maintaining brand consistency. 26:55 — What's Next for SweatHouz Loyalty programs, wearable integrations, and the company's future growth plans. 32:55 — Entrepreneurship, Fatherhood, & Leadership Nico reflects on balancing business growth with family life. 35:20 — Final Thoughts The future of recovery, hospitality, and building lasting businesses.   Takeaways: Nico transitioned from private equity to becoming SweatHouz's first franchisee before ultimately stepping into the CEO role. SweatHouz has grown from a single studio in 2019 to more than 100 locations across 25 states. The company focuses on building “a habit, not an event” through recurring wellness routines. Memberships drive nearly half of the company's revenue and are critical to long-term retention. SweatHouz's private suite model differentiates it from many group-based recovery concepts. Strong hospitality and customer experience remain central to the brand's growth strategy. Franchising can accelerate growth when operators are empowered and included in decision-making. Technology, loyalty programs, and habit tracking will play a major role in the company's next chapter. Scaling a business requires balancing operational excellence with maintaining the core customer experience. Entrepreneurship and parenthood both require intentionality, flexibility, and making time for what matters.

What separates the highest-performing franchisees from everyone else? Barb Moran believes it starts with something many leaders don't measure closely enough: franchisee engagement. Many franchisors focus on growing their systems, but long-term success depends on something far less obvious: building franchisees who are fully engaged in the business and invested in the success of the entire brand. In this episode, Barb Moran, CEO of Moran Family of Brands, shares why engagement has become one of the strongest predictors of profitability inside her organization and how intentionally building the right culture helps franchisees embrace change, collaborate with one another, and build stronger businesses.Barb also reflects on her journey from being told she would never lead her family's company because she was a woman to ultimately becoming CEO and expanding the business into Canada. Along the way, she shares practical lessons on succession planning, building core values that shape everyday decisions, creating meaningful collaboration between franchisees, and helping owners become active contributors to the success of the entire system.Whether you're launching a franchise brand or leading an established system, this conversation offers practical strategies for building stronger franchise relationships, increasing engagement, and creating sustainable, long-term growth.Connect with Barb:Email: BMoran@moranbrands.comWebsite: https://moranfamilyofbrands.com/Episode Highlights:Why franchisee engagement drives profitabilityMeasuring franchisee engagement and accountabilityBuilding a franchise culture around the DRIVE core valuesCreating collaboration through peer groups and town hallsGrowing up in the family business and becoming CEOBuying the family business and navigating successionEmbracing AI and technology as opportunities for growthExpanding Moran Family of Brands into CanadaPreserving culture during acquisitions and growthLeadership advice for both franchisors and franchiseesConnect with TracyPersonal LinkedIn: https://www.linkedin.com/in/tracy-panase/JBF LinkedIn - https://www.linkedin.com/company/jbfsaleJBF Franchise System - https://jbfsalefranchise.com/Email: podcast@jbfsale.comConnect with ShannonPersonal LinkedIn - https://www.linkedin.com/in/shannonwilburn/       JBF LinkedIn - https://www.linkedin.com/company/jbfsaleWebsite - https://shineexecutivecoaching.com/Email - shannon@shineexecutivecoaching.com

Doug Imholte, Franchise Programs Practice Leader at Marsh McLennan Agency and a former franchisee turned trusted advisor, unpacks why so many franchise brands stall between 30 and 40 units, and it's rarely the concept that's broken. From misaligned franchisor-franchisee KPIs to the overlooked link between risk management and growth, Doug reveals what separates brands that scale responsibly from those that just scale fast. If you're building revenue systems for a franchise network, this conversation on unit economics, brand standards, and total cost of risk will change how you think about your next growth stage.What You'll LearnWhy growth alone isn't the answerThe real reason brands stall at 40 unitsHow franchisor and franchisee KPIs conflictWhat "total cost of risk" actually meansWhy cheap insurance costs more laterThe four pillars behind scalable systemsHow to keep culture intact through growthWhy brand standards make or break trustResources MentionedFranchise Disclosure Document (FDD) Franchisors Errors & Omissions Coverage Total Cost of Risk (TCOR)  Ready, Fire, Aim Leadership Philosophy  HubSpot Royalty Self-Sufficiency Benchmark Franchise Update Media IFA Franchise Summit Is your business ready to scale? Take the Growth Readiness Score to find out. In 5 minutes, you'll see: Benchmark data showing how you stack up to other organizationsA clear view of your operational maturity Whether your business is ready to scale (and what to do next if it's not)Let's ConnectSubscribe to the RevOps Champions NewsletterLinkedInYouTubeExplore the show at revopschampions.com. Ready to unite your teams with RevOps strategies that eliminate costly silos and drive growth? Let's talk!

In this episode of Take-Away with Sam Oches, Sam talks with Maribeth Dela Cruz, president of Jollibee North America, the domestic arm of the Philippines-based brand that has more than 1,700 locations globally and around 100 here in North America. Jollibee is at once familiar and unique for American consumers, as it primarily serves fried chicken — what it calls Chickenjoy — but also a broader menu with more outside the box items like spaghetti, burger steak, and ube pie. That mix of familiarity and novelty is helping Jollibee to expand quickly in the U.S., and not only within Filipino-American communities. It's also helping Jollibee achieve average unit volumes just shy of $5 million — an incredible number for a QSR in a competitive category. Maribeth joined the podcast to talk about the strategies that have helped Jollibee establish such a strong foothold here in the U.S., and about the ways in which Jollibee leans into its heritage to create a warm, welcoming environment.In this conversation, you'll find out why:You should plot your growth where you can develop brand ambassadorsThe best path to consumers' hearts is familiarity with a twist Franchisees must share your hospitality standardsGreat execution leads to great resultsFrom merch to a mascot, your branding can carry appeal far beyond the restaurants Have feedback or ideas for Take-Away? Email Sam at sam.oches@informa.com.

Send us Fan MailCorporate philanthropy for foster care adoption becomes more powerful when personal conviction, business systems, and measurable outcomes work together!Denny Lynch, author of Call Me Dave, and Rita Soronen, president and CEO of the Dave Thomas Foundation for Adoption, share how Dave Thomas turned his own adoption story into a lasting model for corporate-nonprofit impact.This fascinating discussion explores founder legacy, cause alignment, franchise engagement, program design, capacity constraints, and the responsibility successful businesses have to give back. It is a powerful example of how one leader's personal experience can become an enduring institution when passion is matched with structure, measurement, and shared ownership.Dave Thomas founded the foundation in 1992 after recognizing that children waiting in foster care were being overlooked. His approach went far beyond lending a famous name to a cause. He brought the same focus, urgency, and operating discipline that helped build Wendy's, asking a direct question: How many children did we help move into permanent families?Rita explains how that expectation pushed the foundation from awareness-building toward measurable action. The Wendy's Wonderful Kids program now funds adoption professionals across the United States and Canada who use an evidence-based, child-focused recruitment model. The goal is not simply to generate interest, but to strengthen the capacity needed to connect children, especially older youth, with safe, loving, permanent homes.As Rita tells us, “Behind that word dramatic is something measurable.” That mindset offers a valuable lesson for nonprofit executives, board members, funders, and corporate partners: a compelling mission must be supported by clear outcomes, sufficient infrastructure, and transparent reporting.Denny also describes the leadership traits that made Thomas's commitment credible. “Find something that means something to you,” he advises business leaders, because authentic commitment attracts employees, franchisees, families, and communities in ways that transactional sponsorship cannot.00:00:00 Dave Thomas and the Mission of Foster Care Adoption00:01:38 Twenty Years of Stories Behind Call Me Dave00:03:29 Why Children Wait Years for Permanent Families00:04:36 How Adoption Shaped Dave Thomas00:07:08 The Values That Defined His Leadership00:09:35 A Final Mandate: Get This Job Done00:11:43 Finding the Courage to Share His Story00:13:19 The White House and Corporate Adoption Benefits00:14:45 Keeping a Founder's Legacy Relevant00:18:39 Engaging Wendy's Franchisees in the Mission00:22:29 Building an Evidence-Based Adoption Program00:24:35 Measuring Results Instead of Activity00:26:34 What Business Leaders Can Learn From Dave Thomas #CorporatePhilanthropy #FosterCareAdoption #TheNonprofitShowFind us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Grab our breakdown of the 5 Low-Cost Businesses That Make $1 Million: https://www.franchiseempire.com/lowcost?utm_source=feThis video breaks down the exact roles, responsibilities, and level of control shared between a franchisor and a franchisee. While the franchisor is responsible for providing the complete operational blueprint including marketing, training guidelines, and brand protection tools the franchisee is the ultimate business owner who handles everyday operations like hiring, staff management, and executing the system. Through personal anecdotes about owning Five Guys franchises and navigating site approvals, the speakers emphasize the importance of following the proven system and maintaining a collaborative relationship to achieve profitability.------------------Considering Investing In A Franchise?

Would you approve a franchise tenant without knowing if they actually have enough cash to open their business?In Episode 95 of I Own A Shopping Center Now What, Beth Azor explains why reviewing a franchisee's financials is one of the most important responsibilities a shopping center owner has before signing a lease. Too often, landlords rely on the franchisor's approval process or simply collect financial statements without ever analyzing whether the tenant has the resources to successfully complete the build-out and operate the business.Beth shares real leasing situations where franchisees delayed providing financials, depended heavily on loans, or appeared financially strong on paper while lacking the cash needed to execute their commitments. She explains why cash liquidity matters more than inflated net worth, how to protect yourself with personal guarantees, letters of credit, and security deposits, and why landlords—not brokers or franchisors—must ultimately make the final financial decision.

Customer experience has become one of the most powerful drivers of business growth. While many organizations focus heavily on operations, technology, and efficiency, the brands that continue to thrive understand a fundamental truth: people make decisions based on how they feel. That reality has become increasingly important as consumer expectations continue to evolve. Across nearly every industry, customers have more choices than ever before. Products can often be replicated. Pricing advantages can disappear overnight. Technology continues to level the playing field. What remains difficult to duplicate is a brand experience that creates genuine emotional connection and long-term loyalty. For businesses seeking sustainable growth, customer experience is no longer a supporting strategy. It is a primary growth strategy. The fitness industry provides a compelling example of this shift. For many years, fitness brands focused heavily on physical transformation. Marketing often centered on appearance, performance, and measurable outcomes. While those goals remain important for many consumers, the events of recent years have significantly expanded how people think about health and wellness. Today, consumers increasingly view fitness through a broader lens that includes physical health, mental well-being, stress management, recovery, and overall quality of life. This evolution has created both challenges and opportunities for brands operating within the wellness space. Organizations that recognize these changing expectations have been forced to rethink not only what they offer but how they position themselves in the marketplace. This is where brand evolution becomes critical. Brand evolution is not simply about updating logos, changing colors, or refreshing marketing materials. Effective brand evolution requires a deeper understanding of customer needs, behaviors, and motivations. It involves identifying what matters most to consumers and ensuring every aspect of the organization aligns with those priorities. The strongest brands understand that evolution should be driven by customer insights rather than internal assumptions. Many organizations make the mistake of implementing changes based on what leadership believes customers want. Successful companies take a different approach. They listen carefully, gather data, test ideas, and validate decisions before introducing large-scale changes. This process reduces risk while increasing the likelihood of meaningful results. One of the most important lessons in franchise growth is that successful innovation requires evidence. Franchisees naturally evaluate decisions through the lens of return on investment. Whether changes involve facility upgrades, technology investments, operational processes, or brand enhancements, operators want to understand how those changes will impact performance. The most effective franchise systems recognize this reality. Rather than asking franchisees to simply trust a new initiative, they create proof. They test concepts, measure results, identify challenges, refine execution, and build case studies that demonstrate potential outcomes. This approach not only increases adoption but also strengthens trust between franchisors and franchisees. The concept itself extends well beyond franchising. Businesses of all sizes benefit from a disciplined approach to innovation. Testing, tracking, refining, and repeating allows organizations to make smarter decisions while minimizing unnecessary risk. It transforms change from a gamble into a process. Customer experience also plays a critical role in retention. Many organizations invest significant resources into customer acquisition while dedicating far less attention to keeping existing customers engaged. Yet retaining a customer is often significantly more cost-effective than acquiring a new one. The challenge is that customer loyalty is rarely created through transactions alone. People remain loyal when they feel connected to a brand. They stay engaged when they believe an organization understands their needs and consistently delivers value. They become advocates when the experience exceeds expectations. This emotional connection often becomes the deciding factor. Businesses that create meaningful relationships with customers are better positioned to withstand competitive pressures, economic uncertainty, and changing market conditions. Customers who feel connected are less likely to leave solely because of price or convenience. Technology is increasingly supporting this effort. Digital tools, mobile applications, personalized communication, and data-driven insights are helping businesses create more seamless customer experiences. When implemented strategically, technology can improve convenience, increase engagement, and strengthen customer relationships. However, technology alone is not the solution. One of the biggest misconceptions in modern business is the belief that technology can replace human connection. While automation creates efficiencies, the most successful organizations use technology to enhance relationships rather than eliminate them. Artificial intelligence offers a perfect example. AI has quickly become one of the most discussed business tools in recent years. Companies across industries are exploring ways to improve operations, streamline communication, analyze data, and automate routine tasks. These capabilities offer tremendous potential when used thoughtfully. The key word is thoughtfully. Organizations that achieve the greatest results with AI typically begin with strategy rather than technology. They identify business objectives first and then determine how AI can support those objectives. Businesses that adopt technology simply because it is available often struggle to realize meaningful returns. The future likely belongs to organizations that successfully balance efficiency with humanity. Customers appreciate convenience. They value speed. They enjoy personalization. But they also want authenticity, trust, and meaningful interactions. Businesses that use technology to free up time for deeper customer engagement may ultimately gain the greatest advantage. Another important component of customer experience is community. Consumers increasingly seek experiences that make them feel connected to something larger than themselves. Whether through shared interests, common goals, local involvement, or personal relationships, community creates belonging. Brands that foster these connections often generate stronger loyalty and higher levels of engagement. This principle applies equally to local businesses, national brands, and franchise organizations. Companies that remain closely connected to the communities they serve frequently build stronger reputations and more resilient customer relationships. For growing franchise systems, this can be particularly valuable. Local ownership often creates stronger community ties because operators understand the needs, preferences, and priorities of the people they serve. These relationships can become significant competitive advantages that large corporate organizations often struggle to replicate. Customer experience ultimately extends far beyond customer service. It includes every interaction a person has with a brand—from initial awareness and digital research to purchasing decisions, ongoing engagement, and long-term loyalty. Every touchpoint contributes to the overall perception customers develop. Organizations that consistently evaluate and improve those touchpoints position themselves for sustainable growth. Brand evolution follows a similar path. The strongest companies remain committed to their core purpose while adapting to changing customer expectations. They evolve thoughtfully rather than reactively. They innovate without losing their identity. Most importantly, they recognize that growth is rarely driven by products alone. Growth is driven by people. When businesses create experiences that resonate emotionally, build trust, foster connection, and deliver meaningful value, they create something far more powerful than a transaction. They create relationships. And in today's competitive marketplace, relationships remain one of the most valuable assets a business can build. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central across your favorite social media platforms and catch the replay on The Business Growth Show Podcast for more conversations with today's leading entrepreneurs, executives, and business growth experts. About Brian Tietz Brian Tietz is President of Snap Fitness Americas, one of the world's leading fitness franchise brands with more than 1,000 locations across 17 countries. With more than 30 years of experience in the fitness industry, Brian has held leadership roles across both corporate and franchise organizations, helping brands grow through operational excellence, customer experience, and strategic innovation. Under his leadership, Snap Fitness has expanded its member-focused "For the Feeling" brand platform, accelerated franchise growth, enhanced its technology offerings, and earned recognition as a global franchise leader. Brian is passionate about helping franchisees succeed, strengthening community connections, and creating fitness experiences that support both physical and mental well-being. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping businesses attract loyal customers, increase visibility, and accelerate growth. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored eleven books, earned three U.S. patents, and advised organizations ranging from startups to Fortune 500 companies. A recognized expert in business growth, customer acquisition, leadership, franchising, marketing, and AI-driven business strategies, Ford helps business owners and leaders identify opportunities, improve performance, and achieve sustainable results. Learn more at ProfitRichResults.com and watch Fordify LIVE at Fordify.tv.

For the past decade, Greg Flynn has been America's largest franchisee, and now he is the largest in the world. But he has a voracious appetite for more.  “The dream here is to create a global business with operating capabilities and success beyond what the world has seen,” says Flynn, the 62-year-old CEO and founder of Flynn Group and Flynn Properties. “Operating businesses, especially consumer-facing ones, are really hard. If you can do it well consistently, over multiple brands and multiple geographies and multiple industries, that is a valuable and defensible thing to do.” Over the past three decades, he has doubled down on fast food franchises again and again. With $5 billion in annual revenue from more than 3,000 franchises of Applebee's, Taco Bell, Panera, Arby's, Pizza Hut, Wendy's and now Planet Fitness in 44 states as well as Australia and New Zealand, Flynn's portfolio is more than double the size of the next biggest franchisee.  Forbes estimates Flynn has about 25% ownership with some $2.5 billion in loans and over $100 million in cash on hand. At a valuation Forbes estimates of $5 billion, that means Flynn is worth an estimated $650 million. (Flynn declined to comment.) By Chloe Sorvino, Forbes Staff Learn more about your ad choices. Visit megaphone.fm/adchoices

Every franchisor dreams of selling more territories. Few stop to ask whether they're building a franchise system their franchisees can actually succeed in.Every emerging franchisor wants to grow their brand, expand into new markets, and welcome new franchisees. But growth without the right systems, support, and profitability can create problems that are much harder to fix later.In this episode, Amrit Dhaliwal shares why he's intentionally choosing slower, more sustainable growth while building a rapidly growing home care franchise brand in the UK. After starting as a franchisee with no industry experience, he learned firsthand how mentorship, strong systems, and putting franchisees first can make all the difference.You'll also hear why franchisee profitability should come before franchise growth, how a learner's mindset has shaped his leadership, and why the strongest franchise brands measure success by the impact they create, not simply the number of locations they open.Amrit Dhaliwal is CEO and founder of Walfinch, one of the UK's fastest-growing home care franchise networks with 30+ territories nationwide. A former franchisee turned franchisor, he's the author of Time to Thrive: The Home Care Revolution and host of the Walking With Walfinch podcast. Amrit has been named in the Social Care Top 30 and recognised as Emerging Franchisor of the Year.So, if you're ready to build a stronger franchise by putting franchisee success before franchise growth, this episode is for you.Connect with Amrit: Franchise opportunities: https://walfinchfranchising.comHome care services: https://walfinch.comLinkedIn: https://linkedin.com/in/amrit-dhaliwal-a436445bEpisode Highlights:Why franchisee success should come before franchise growthBuilding a sustainable franchise through intentional growthLessons learned from becoming a franchisee with no industry experienceHow mentorship shaped Amrit's leadership journeyMeasuring franchise success by impact, not unit count Why curiosity and continuous learning make better franchise leadersBalancing entrepreneurship, family, and long-term successThe power of putting people before profitsConnect with TracyPersonal LinkedIn: https://www.linkedin.com/in/tracy-panase/JBF LinkedIn - https://www.linkedin.com/company/jbfsaleJBF Franchise System - https://jbfsalefranchise.com/Email: podcast@jbfsale.comConnect with ShannonPersonal LinkedIn - https://www.linkedin.com/in/shannonwilburn/       JBF LinkedIn - https://www.linkedin.com/company/jbfsaleWebsite - https://shineexecutivecoaching.com/Email - shannon@shineexecutivecoaching.com

Most franchisors think growth comes from selling more franchises. The best franchisors know it comes from listening to the people already in the system.   In this episode of Franchise Secrets, Erik Van Horn explores one of the biggest leadership mistakes founders make: seeking to be understood before seeking to understand. From vanity metrics and franchise support to advisory councils and franchisee feedback, Erik shares practical lessons on building a stronger, healthier franchise system.   If you're a franchisor, franchise executive, or founder considering franchising your business, this episode will challenge how you think about leadership, growth, and long-term success.   In this episode you'll learn:   Why franchise sales can be a misleading metric The difference between supporting franchisees and simply growing the system How top franchisors use franchisee feedback Why "seek first to understand" changes everything The question every franchisor should ask themselves   Timestamps: 00:00 Why franchisees deserve your attention 02:31 The two ways franchisors think about growth 05:49 Questions every founder should ask 08:01 Why franchise sales are a vanity metric 09:51 Free resources for franchisors & franchisees 11:00 Seek first to understand 14:26 The annual feedback exercise every franchisor should try 17:25 Turning franchisee feedback into action 19:19 Why founders must stay connected to franchisees 21:09 The question every franchisor should ask themselves 22:53 Why your sounding board matters 24:31 Final thoughts   Connect with Erik Van Horn:

In this episode, we sit down with Joe Pepe Jr., CEO of IGNITE Fitness Holdings, one of the largest Planet Fitness area developers and a second-generation leader in the health club industry. Born into a family deeply rooted in fitness entrepreneurship, with his father tracing back to the industry's early days, Joe shares his path evolving from a family-owned gym business to building one of the most successful Planet Fitness franchises in the country.  Pete and Joe also touch on how early risk-taking, embracing disruptive business models, and leveraging private equity fueled explosive growth from just a handful of clubs in Connecticut to over 100 locations across the U.S. and Canada. Joe also discusses the importance of company culture, strategies for scaling teams, the role of marketing, and the impact of industry partnerships, along with a look ahead at opportunities in acquisitions and market development.  On the topic of 'front desk to leadership' and the importance of investing in people, Pepe states, "There are so many stories of people that came in as a minimum wage, front desk worker and now have progressed three, four, five layers on. It's great to see, brings you a lot of joy to see people develop that are truly bought in and enjoy being part of something bigger." Key themes discussed Family legacy in health club industry Early adoption of Planet Fitness model Transition to private equity ownership Franchisee network's role in best practices Marketing strategies for continuous growth Building and developing internal talent Expansion through acquisitions and greenfield development A Few Key Takeaways 1. Legacy and Early Adoption of Planet Fitness: Joe shared how his family were early movers in the Planet Fitness brand, converting legacy clubs into some of the first Planet locations in the early 2000's. Their willingness to switch from big-box gyms like World Gym and Gold's Gym to the Planet Fitness model positioned them as pioneers and benefitted from the new brand's explosive growth. 2. Scaling with Private Equity: He described the pivotal shift from a family-run operation to a private equity-backed enterprise. Bringing on investors enabled them to accelerate growth, hire specialized talent, and reach over 100 locations through both acquisitions and new builds, something not possible without significant capital and operational rigor. 3. Power of the Franchisee Network: This episode also highlighted how valuable the Planet Fitness franchisee network is for knowledge sharing and best practices. Regular meetings, councils, and conferences foster collaboration and have been instrumental for operators like Pepe to learn, share, and refine their approaches. 4. Continuous Investment in Marketing: A key component of Planet Fitness's success is relentless, ongoing marketing at both national and local levels. Planet does not throttle back on ad spending after grand openings, but instead works year-round to attract first-time gym goers and continue fueling growth, maintaining brand visibility and saturation. 5. Growth through M&A and Internal Talent Development: Joe discussed the increasing opportunities in acquiring independent gyms and legacy operators as a growth channel, emphasizing respectful integration and understanding of sellers' perspectives. Additionally, internal development and promotion, from front-desk to leadership, remain core values, creating a culture of advancement and loyalty. Joe Pepe Jr: https://www.linkedin.com/in/joepepe  IGNITE Fitness Holdings: https://www.ignitefh.com/  Planet Fitness: https://www.planetfitness.com   Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com  

Corbin Jennings, a MADabolic franchisee with five units in the D.C. metro area. I have had him on the podcast before, but in this instance, he is no longer a MADabolic franchisee, as he has successfully packaged up all five units and sold them for over $6 million.We discuss the ins and outs of orchestrating a sale like that, building a business worth selling, and what his next steps are as he steps into a corporate role with MADabolic as brand president.—-------------------------------------------------------------------------------------------------------------I solve problems in your business and make you more money.  Guaranteed. For over a decade, I've been working with gym owners (via one-on-one consulting) to help create tailored solutions to solve their business problems, engineer the game plan and empower them to execute the strategy.Stop wishing your business problems are going to magically go away.  Invest in your business and let me solve your problems and optimize your business fast and efficiently. We'll work together daily/weekly, with a monthly call until the problem is solved and then I want you to fire me.  Because this is YOUR business, I'm just here to solve a specific problem and then get out of your way.⁠Learn more about what it's like for us to work together.⁠—-------------------------------------------------------------------------------------------------------------Want to increase your business IQ by 100x for only $50? Get enrolled in Microgym University - the only online business school that teaches you the best practices and business frameworks from some of the most successful brands in our industry, and then lets you decide which ones to install in your business.New courses are added every month. ⁠⁠www.microgymuniversity.com⁠⁠ —-------------------------------------------------------------------------------------------------------------Need help leasing or buying a building?I created the Gym Real Estate Company so that gym owners had someone who could go beyond the duties of a typical real estate broker and actually advise them on business aspects as they relate to site selection, market location fit, operational capacity, facility layout, pre-sell marketing, and more.If you're looking for help with your next lease or if you want us to help you along the journey of buying a building -⁠ ⁠⁠⁠head over to www.gymrealestate.co and book a Discovery Call.⁠—--------------------------------------------------------------------------------------------------------------

We bought in Dean Gravina from Results Media to share some marketing insights and to also clear up what is happening online with AI search at the moment. Not only that, we talk about the importance of Google Reviews and why that matters to businesses in 2026.

One of my franchisees wanted out after just 4 months. Here's exactly what happened, how we handled it, and the hard truth about entrepreneurship most people ignore.Connect with me • X (Twitter): https://x.com/NeelBParekh • MaidThis Franchise info: https://maidthisfranchise.com/ • MaidThis on X: https://x.com/MaidThis• My local business: https://maidthis.com

Franchise development is often viewed through the lens of growth—new locations, new markets, and new franchise agreements. While expansion is certainly part of the equation, the most successful franchise systems understand that sustainable growth depends on something far more important: building stronger operators. The strength of any franchise system ultimately comes down to the people running it. A great location in a strong market can still struggle if ownership is disengaged. Likewise, a franchisee operating in a competitive environment can outperform expectations when they embrace the system, invest in their team, and remain actively involved in the business. That reality has become increasingly important as franchise brands seek long-term growth rather than simply increasing unit counts. One of the most common misconceptions about franchise ownership is that it provides a passive path to entrepreneurship. Many prospective owners enter the process believing they can purchase a proven business model, hire a manager, and step away from day-to-day involvement. While some franchise concepts support semi-absentee ownership structures, the most successful operators typically maintain a strong connection to their business, especially during the critical early stages. Successful franchise development begins by identifying candidates who understand that ownership requires engagement. That engagement does not necessarily mean working inside the business every day. Instead, it means understanding the operation, supporting the team, monitoring performance, and maintaining accountability for results. Franchisees who invest time in learning the business often create stronger foundations that support future growth, including multi-unit ownership opportunities. This focus on operator quality has become increasingly important across the franchise industry. As brands continue expanding, many are placing greater emphasis on candidate selection rather than simply increasing the number of franchise agreements signed each year. Financial qualifications remain important, but experience, mindset, leadership ability, and willingness to follow a proven system often play an even larger role in long-term success. The relationship between franchisor and franchisee is also evolving. Historically, some viewed franchising as a one-way arrangement where corporate leadership dictated strategy and operators followed instructions. Modern franchise systems increasingly recognize the value of collaboration. Franchisees often bring local market knowledge, operational insights, and innovative ideas that can benefit the broader system when properly evaluated and implemented. The healthiest franchise systems create structured opportunities for that collaboration to occur. Franchise advisory councils, peer groups, regional meetings, and open communication channels allow operators to contribute feedback while helping brands remain connected to the realities of day-to-day operations. These feedback loops not only strengthen relationships but also help franchise systems adapt to changing market conditions. At the same time, successful franchise development still depends on consistency. Customers choose franchise brands because they expect a familiar experience regardless of location. Whether visiting a restaurant, retail store, fitness center, automotive service provider, or home services company, consumers expect consistency in service, quality, and customer care. That consistency becomes difficult to maintain when operators move too far away from the system. Many franchise brands have experienced situations where owners attempted to introduce products, services, promotions, or operational changes that were never tested or approved. While the intention may have been positive, these changes often create inconsistencies that weaken the overall customer experience. Strong franchise systems encourage innovation while maintaining the standards that helped the brand succeed in the first place. Customer experience remains one of the most powerful growth drivers available to franchise operators. Marketing campaigns, digital advertising, and promotional efforts all play an important role in attracting customers. However, long-term growth is often determined by what happens after a customer walks through the door. Positive experiences create repeat visits, referrals, reviews, and long-term loyalty. Negative experiences can quickly spread through online reviews and social media. For this reason, many successful franchise systems continue investing heavily in operational excellence and customer service training. Businesses that consistently deliver exceptional experiences often outperform competitors, even in crowded markets. Customers may initially choose a company based on convenience or price, but they frequently return because of trust, familiarity, and the way they were treated. This trend is particularly evident in service-based industries. Consumers increasingly value businesses that communicate clearly, respect their time, and create confidence throughout the customer journey. Whether the service involves healthcare, home improvement, financial services, automotive maintenance, or retail, people want to feel valued and informed. The automotive service sector provides a particularly interesting example of these dynamics. Vehicle ownership patterns have changed significantly over the past decade. New vehicle prices have risen substantially, leading many consumers to keep their vehicles longer than previous generations. As a result, routine maintenance and preventative service have become increasingly important for drivers seeking to maximize the lifespan of their vehicles. This creates long-term opportunities for franchise systems operating within the automotive service category. While headlines frequently focus on electric vehicles and emerging technologies, the reality is that the vast majority of vehicles on the road today still require regular maintenance. Even as electric vehicle adoption grows, service providers continue adapting their offerings to meet evolving customer needs while maintaining the convenience and expertise consumers expect. For entrepreneurs evaluating franchise opportunities, this highlights an important lesson. Rather than focusing solely on trends, successful franchise development often involves understanding long-term demand drivers. Categories supported by recurring customer needs, operational simplicity, and strong consumer demand tend to provide more stable growth opportunities over time. Another factor contributing to franchise success is expectation management. Strong franchise systems work to ensure prospective owners understand both the opportunities and responsibilities involved in ownership. Transparency throughout the evaluation process helps candidates make informed decisions while reducing the likelihood of future disappointment or misalignment. This approach benefits everyone involved. Prospective franchisees gain a realistic understanding of what ownership entails. Existing operators benefit from stronger peers joining the system. Franchisors improve long-term retention and performance. Most importantly, customers receive a more consistent experience because operators enter the business with appropriate expectations and preparation. Franchise development ultimately extends far beyond awarding territories and opening locations. The strongest systems focus on creating environments where operators can thrive, teams can grow, and customers receive exceptional service. Growth becomes a byproduct of operational excellence rather than the sole objective. As the franchise industry continues evolving, brands that prioritize operator engagement, customer experience, collaboration, and long-term support will likely remain best positioned for sustainable success. The future of franchise development will not be defined by how many units a brand opens. It will be defined by how effectively those locations perform, how well operators are supported, and how consistently customers are served. Watch the full episode on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central on your favorite social platforms and catch The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Kelly Tope Kelly Tope is the Vice President of Franchise Development at FullSpeed Automotive, one of the nation's largest automotive service franchise organizations. With more than 30 years of franchising experience, Kelly has helped entrepreneurs evaluate opportunities, identify the right business fit, and build successful operations across multiple industries. Today, she leads franchise development efforts for leading automotive service brands including Grease Monkey and SpeeDee Oil Change & Auto Service, helping prospective franchisees navigate the path to business ownership through proven systems, operational support, and long-term growth strategies. Her expertise spans franchise development, operator recruitment, multi-unit expansion, and creating successful partnerships between franchisors and franchisees. About Ford Saeks Ford Saeks is a Business Growth Accelerator who has generated more than a billion dollars in sales worldwide by helping companies attract loyal customers, increase visibility, and accelerate growth. As President and CEO of Prime Concepts Group, Inc., Ford has founded more than ten companies, authored five books, earned three U.S. patents, and advised businesses ranging from startups to Fortune 500 organizations. A recognized expert in business growth, customer acquisition, leadership, franchising, and AI-driven marketing strategies, Ford helps organizations identify opportunities, improve performance, and achieve sustainable results. Learn more at ProfitRichrResults.com and watch Fordify LIVE at Fordify.tv.

In this episode of Take-Away with Sam Oches, Sam talks with Michael Montagano, CEO of Dog Haus, a California-based concept serving high-quality burgers, brats, and hot dogs at 60 locations around the country. While Dog Haus has been around now for 16 years and has been franchising for most of that time, the company just launched a unique new Area Director program that will bring in 15 ADs who will help Dog Haus accelerate growth in their designated territories. Those ADs — who are bringing franchise experience from much larger, established brands like Jersey Mike's and Tropical Smoothie Café — will get equity in the brand as well as a presence on the board as Dog Haus looks to establish a relationship with franchisees that is much deeper than the typical franchise arrangement. Sam sat down with Michael in Dog Haus's original location in Pasadena, Calif., to learn more about how this new AD program could help Dog Haus grow to 300 locations and beyond, and they even talk about Dog Haus's unique new beverage relationship with Dr Pepper. In this conversation, you'll find out why:Franchisees should be experts in their trade areasYou should treat your franchisees as the brand partners that they areArea directors are like player coaches who can level up the brand There's no deadline for ramping up growthAn experiential concept in a streamlined footprint equals future restaurant success Register for CREATE here: https://informaconnect.com/create/ Have feedback or ideas for Take-Away? Email Sam at sam.oches@informa.com.

Should landlords trust a franchisor's approval process when replacing a failed franchise tenant? Beth Azor says absolutely not.In Episode 93 of I Own A Shopping Center Now What, Beth Azor breaks down the realities landlords face when franchise tenants struggle or fail. From declining sales and replacement franchisees to franchisor pressure and personal guarantees, Beth explains why landlords must independently evaluate every new operator instead of relying on franchisor approval alone.Drawing from decades of firsthand experience, Beth shares real examples involving restaurant and franchise operators who lacked industry experience, eventually failed, and left landlords exposed. She explains why franchisors are often incentivized differently than property owners, how replacement franchisees should be evaluated like startup businesses, and why landlords need to negotiate tougher protections when approving transfers.

#962 What does it really take to scale a local service business into a national franchise powerhouse? In Part 2 of this two-part episode, host Brien Gearin continues his conversation with College Hunks Hauling Junk & Moving co-founder Nick Friedman, diving into the strategies that helped transform a small moving operation into a $300 million brand. Nick shares lessons on pricing, profit margins, marketing, public relations, and brand building, including how early media coverage and appearances on shows like Shark Tank and Undercover Boss helped fuel growth. He also breaks down the realities of franchising, the mistakes they made along the way, and what entrepreneurs should know before expanding through a franchise model. Whether you're running a home service business or dreaming of building a national brand, this episode is packed with practical insights on scaling, leadership, and long-term growth! What we discuss with Nick: + Pricing and profit margins + Marketing that scales + The power of PR + Shark Tank lessons + Franchising growing pains + Building better systems + Franchisee success stories + Scaling a national brand Thank you, Nick! Check out Nick Friedman at ⁠NickFriedman.com⁠. Check out College Hunks Hauling Junk & Moving at ⁠CollegeHunksHaulingJunk.com⁠. Follow Nick on ⁠Facebook⁠, ⁠Instagram⁠, ⁠LinkedIn⁠. To get access to our FREE Business Training course go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/training⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To get exclusive offers mentioned in this episode and to support the show, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠millionaireuniversity.com/sponsors⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

Most entrepreneurs are stuck, grinding away, chasing trends, or trapped by their own business. In this video, I break down the 5 levels of entrepreneurs, from dreamers to true freedom builders. Find out exactly where you are, what's holding you back, and the mindset shifts you need to reach real location, financial, and time freedom.Whether you're just starting out or scaling up, this ranking will show you the path to building a business that actually sets you free.Connect with me • X (Twitter): https://x.com/NeelBParekh • MaidThis Franchise info: https://maidthisfranchise.com/

Welcome back to HALO Talks! In this episode, we're joined once again by Adam Sedlack, CEO of UFC Gym, for another conversation that explores the evolution of the brand since his last appearance in May, 2019. (Link below.) Adam takes us behind the scenes on navigating the challenges of COVID-19, transitioning to a franchise-focused, asset-light business model, and expanding globally, with UFC Gyms now operating in 48 countries and growing. You'll hear firsthand how strategic decisions protected both the UFC brand and its franchisees, why careful franchisee selection and capitalization are crucial, and how UFC Gym's new concepts, like boutique jiu-jitsu studios, are shaping the industry's future. Plus, Adam shares very candid advice for fitness entrepreneurs, his thoughts on brand partnerships, and what true community means inside—and outside—the gym doors. Whether you're a franchise veteran or just starting out, this episode is packed with a ton of takeaways.  Key themes discussed UFC Gym's global franchising strategy and expansion Navigating COVID-19 financial challenges without bankruptcy Franchisee support, training, and operational infrastructure Introducing UFC Gym Jiu Jitsu boutique model Importance of franchisee passion and capitalization Opportunities for gym conversions and management partnerships Synergies and potential for brand sponsorships in clubs A Few Key Takeaways 1.Asset-Light, Franchise-Focused Strategy Post-COVID: The organization shifted from owning corporate gyms, creating significant rent and debt liabilities, toward an asset-light, franchise-centric model. Assets were sold to well-capitalized franchisees, and proceeds were used to pay off debt, allowing the company to emerge stronger post-pandemic 06:07. 2. Disciplined Franchisee Selection: Success in franchising is not just about expansion but about choosing the right partners. The best franchisees are both properly capitalized and deeply passionate about the brand and its mission. A lack of either capital or passion is a deal-breaker, and sometimes it's about connecting people who have both qualities 20:39. 3. Global Expansion & Diversified Models: The brand is now developing in 48 countries, opening nearly one new gym every week, and is on track to increase that pace. Performance is especially strong in larger 30,000-40,000 square foot models. Additionally, they've launched a low-capital UFC Gym Jiu Jitsu studio to serve smaller markets and new owner-operator franchisees, expanding their reach and appeal 06:23. 4. Operational Infrastructure and Automation: To scale effectively, automation, robust systems, and support infrastructure are essential. The company leverages tools like Club Connect, comprehensive CRMs, and AI to support franchisees, enabling even average teams to perform at high levels by following well-crafted operational manuals 17:41. 5. Potential and Practice of Facility Conversions: There is growing opportunity in converting existing, often underperforming, fitness facilities (sometimes with landlords becoming franchisees) into refreshed UFC Gym-branded locations. The model is flexible, allowing for such conversions and even management partnerships where the UFC Gym team operates facilities on behalf of landlord-owners 26:24. Resources:  Adam Sedlack: https://www.linkedin.com/in/adamsedlack  UFC Gym: https://www.ufcgym.com Adam's first HALO Talks:  https://www.halotalks.com/adam-sedlack-president-ufc-gym (May 2019) Integrity Square: https://www.integritysq.com Prospect Wizard: https://www.theprospectwizard.com Promotion Vault: https://www.promotionvault.com HigherDose: https://www.higherdose.com

The Founderz Lounge Episode #92 with Don Varady and Steve Bon.In this episode of Business & Bullsh*t, Don and Steve break down the rise of the super franchisee and what it means for the future of franchising. They get into how larger operators and private equity groups are buying up more territory, why mom-and-pop franchisees may be getting squeezed out, and the risk franchisors take when growth starts to outweigh culture, support, and customer experience.They also unpack the Bricks & Minifigs controversy and why franchisees can't afford to go outside the system, even when they think they have a good idea. Then they shift into Random Bullsh*t with a ridiculous luxury car insurance scam involving bear costumes, an IKEA Swedish meatball lollipop that somehow exists, and a sharp Founderz Hot Take on fake AI experts trying to cash in before they've earned the right to teach anybody.If you care about franchising, business growth, private equity, brand standards, and spotting business nonsense before it costs you, this episode is for you.Timestamps:[00:00] Trailer and Intro[00:49] Founderz Roundup[00:54] The rise of the super franchisee[08:02] Bricks & Minifigs franchise controversy[15:08] Random Bullsh*t[15:08] Operation Bear Claw insurance scam[16:55] IKEA's Swedish meatball lollipop[19:18] Founderz Hot Take[19:27] AI experts are getting out of hand[23:52] What The Hell Is This?[24:05] Dolly Parton x Dollar GeneralKey Takeaways:  • The franchise industry is shifting toward larger operators, and mom-and-pop franchisees are going to feel that pressure more and more. ~Don Varady• Some of the best franchisees are not the most polished on paper. They are the people with no plan B who have to make it work. ~Don Varady• Private equity can help fuel growth, but the wrong partner can hurt culture, customer service, and the long-term health of the brand. ~Steve Bon and Don Varady• “I think that the future of franchising will belong to operators, not just entrepreneurs.” ~Don Varady• Franchisees cannot go outside the system just because they think they have a good idea, because one bad move can create a brand-wide mess. ~Steve Bon• A lot of people selling AI advice right now are trying to monetize something they barely understand, and real results still require actual work. ~Don Varady and Steve BonConnect with Don and Steve…Don Varady:Facebook: https://www.facebook.com/don.varady/ Instagram: https://www.instagram.com/donvarady/ LinkedIn: https://www.linkedin.com/in/don-varady-450896145 Steve Bon:LinkedIn: https://www.linkedin.com/in/stephenbon Instagram: https://instagram.com/stevebon8 Tune in to every episode on your favorite platform: Website: https://www.thefounderzlounge.com/ YouTube: https://www.youtube.com/@TheFounderzLounge Spotify: https://open.spotify.com/show/0Nurr4XjBE747qJ9Zjth0G Apple Music: https://podcasts.apple.com/us/podcast/the-founderz-lounge/id1461825349 The Founderz Lounge is Powered By:Clean Eatz:Website: https://cleaneatz.com/Facebook: https://www.facebook.com/CleanEatzLife/ Instagram: https://www.instagram.com/cleaneatzlife/ Website: https://cleaneatz.com/Youtube: https://www.youtube.com/channel/UCJRGrE-Xv4IMW_DbxSOTGGA Bon's Eye Marketing:Website: https://bonseyeonline.com/ Facebook: https://www.facebook.com/bonseyemarketing Instagram: https://www.linkedin.com/company/bon's-eye-marketing/ LinkedIn: https://www.linkedin.com/company/bon's-eye-marketing/ YouTube: https://www.youtube.com/@bonseyemarketing9477  

In this episode of the Franchise Fit Podcast, Lance Graulich sits down at the International Franchise Association with Brian Jackman, President of Ziebart Corporation, and Nick Lambie, award-winning Ziebart franchise owner, Air Force veteran, VetFran Committee member, and Franchisee of the Year.

What is your process for onboarding franchisees? Do you have thoughts or ideas on how to improve? Our guest today is Ryan Parsons, who shares with us how onboarding is critical to franchise success sharing insights with roughly 1,000 franchises. TODAY'S WIN-WIN: No unloving pass offs.LINKS FROM THE EPISODE:Schedule your free franchise consultation with Big Sky Franchise Team: https://bigskyfranchiseteam.com/. You can visit our guest's website: https://evivebrands.com/Attend our Franchise Sales Training Workshop:  https://bigskyfranchiseteam.com/franchisesalestraining/Connect with our guests on social: rparsions@evivebrands.comABOUT OUR GUEST:Ryan Parsons is the Chief Executive Officer of Evive Brands, a Scottsdale-based franchise platform uniting Executive Home Care, Assisted Living Locators, Grasons, The Brothers That Just Do Gutters, and Maid Brigade. He leads a nationwide network of approximately 1,000 franchise locations, steering growth with disciplined execution and an unwavering focus on brand stewardship and community impact. Parsons champions a world-class onboarding experience, hands-on training, and continuous follow-up so owners can master systems and deliver consistent, high-quality service. He partners closely with brand presidents and franchisees, fostering cross-brand collaboration, operational rigor, and measurable results. A believer that “nothing in franchising is automatic,” he sets clear standards, invests in enablement, and holds teams accountable to data-driven goals. Under his leadership, Evive is expanding its footprint, elevating service quality, and amplifying each brand's purpose in local communities across the country. Parsons shares insights on leadership, execution, and franchise performance with industry media and conferences.This episode is powered by Big Sky Franchise Team. Big Sky Franchise Team is consistently recognized as one of the best franchise consulting firms in the world, helping entrepreneurs franchise their businesses through a proven 3-Step franchise process rooted in ethical principles, hands-on guidance, and customized deliverables.  If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/. The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions.