Choosing Your Advisors Wisely & Cultivating the Right Mindset for Franchise Success (Giuseppe Grammatico, Dan Claps, and Natalie Gold)

Episode Transcript
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Dan and Natalie (00:00):
believe it or not, my first business, my

(00:01):
accountant told me I couldn'tmake money with the franchise.
So, you know what happened?
I made money with the franchiseand I fired the accountant.
You just need to trust yourinstinct and it's the secret
ingredient in a business is you.

Dan and Natalie (2) (00:13):
when you start a business, your revenue
is the lowest you work the most.
It's the worst time.
But as you grow the business,the revenue goes up.
And then your time goes down.
Welcome to the Franchise FreedomPodcast, where you can escape
the corporate trap throughfranchise ownership.
Here's your host, Giuseppe gr,the franchise guide.

Welcome to an episode of the Freedom Franchise
Podcast, as well as the I FireMy Boss podcast, Dan claps here
with some of my franchisefriends, Natalie Gold and
Giuseppe Grammatico, and what'sgoing on guys?

Giuseppe Grammatico (00:50):
Nothing.
Looking forward to that.
I, I, me merging the shows,which is kind of cool.
So, meet meeting

of the minds.
Absolutely.
And then of course, we've alsogot a special guest over there,
Mia.

Hello Mia.

Mia's not feeling well, so.
It's take me out to work day.
That's awesome.
Well, you get the freedom as abusiness owner to be able to do
that, right?
Yeah.
No one's gonna fire me, sothat's a plus.
Yeah.
Yeah.
You had

to fire

your boss to then become the boss.
Well, today we're gonna betalking about you know,
utilizing advisors or, you know,not utilizing advisors and kind
of the difference when thinkingabout starting a business.
And I think I'll, I'll kick thisoff.
Obviously you need to talk totrusted people about, you know,
anything that you're thinkingabout doing when it comes to
getting into a business.

(01:35):
My advice, though is to talk topeople that are in that
industry.
So if you're thinking aboutgetting into the technology
industry, talk to a technologyadvisor.
If you're thinking about gettinginto franchising, talk to a
franchise advisor not yourneighbor.
Not your, you know, friend thattells you that, you know, they,
they don't think franchisingmakes sense because they, you
know, heard on TV that, youknow, x, y, Z happened.

(01:57):
And I, I would tell you that,that, that, where I like to
think about this is I'm on my,you know, maybe fourth business
of starting and I have never hada family member not one time say
That's a good idea.
Not one time has anyone of allmy businesses ever said, you
should go for that.
It's a good time.
It's never been the case.
And I'll leave with, or I'llkind of end with I was thinking
about this Sarah Blakely, shestarted Spanx.

(02:19):
Mm-hmm.
And she actually said that whenshe had the idea, she didn't
tell anyone for a year.
She built the idea because sheknew that if people, she told
them they would start to bringher down.
So she had to work on her own.
Get that momentum, get thatconfidence.
What do, what do you guys thinkabout that?
You actually did that to me.
I had a business idea a longtime when we first started the,
when we first started ourconsulting business, I was like,
you know what I'm gonna do?

(02:39):
I was like, we just need to makea site where we sell FDDs Mm.
And has like every single FDD onit.
And then after we sold thebusiness, I did it and it
worked.
Yeah, there

there you go.

Don't listen to Dan, don't listen to me.
Exactly.

See, it applies to me too.
It applies.
I was

I was like, why didn't I do that earlier?
But it definitely was a massiveundertaking at the time.
But I think what we were talkingabout is Giuseppe was with the
Shark Tank.
And you were telling us aboutsomething and that's how we went
into how even the sharks arewrong.
Yeah.
They, I mean, listen, you, you,you never know exactly what's

work out.

And I think just

to add to

kind of what you guys were saying, sometimes
it's, people don't mean anythingnegative by it.
It's more of they're just,they're being, you know,
cautious.
Right?
They don't want you to losemoney or there's a big risk
believe it or not, my firstbusiness, my accountant told me
I couldn't make money with thefranchise.
So, you know what happened?
I made money with the franchiseand I fired the accountant.
So hopefully he's not listening.
We're not gonna name, we're notgonna name names, but so, you

(03:38):
know, they look at the numbers,they don't look at necessarily
the big picture of the actualbusiness itself.
So, so yeah, I, I completely getit.
But when

you do ask for advice, you do have to be

very cautious, cautious of who you're asking
for.
Yeah.
And where are their motivationscoming from?
Sure.
You know, I, I, I know that inmy 11 years of being in
franchising, I've never heard afinancial planner, no offense to
financial planners, but a lot oftimes I've seen people, they get
close to buying a, a business,they go to their financial
planner to get their financialplanners opinion.
And, you know, again, I like tothink, you know, most people

(04:07):
operate with integrity.
I'm sure they do, but keep inmind.
The money that you have in yourretirement account or in your
investment accounts, if you'retalking to a financial planner
about taking them out, they makea percentage fee on the money
that's in there, right?
The more that is in there, themore that they can manage and
the more that they can make you,but also the more that they can
make it themselves.
And so a lot of times they'renot gonna be motivated either to
say, yeah, I think it's a greatidea to take out half the

(04:30):
revenue stream of my businessout of the account so you can go
do another business.
Meanwhile, meanwhile, they owntheir own business anyway.
Right.
Yeah.
Right.
And yeah, offense to financialplanner, I am funded.

It's a,

you know, and that's part of, right,

percentage vest

it's under management and

hard to control a startup versus

you're buying mutual funds.
There's data, there's a lot morehistory.
So, yeah, we've I've, I'veexperienced that as well, so.

So what, what about Shark Tank?

What are some, do we have some examples of?
Of some deals?
Yeah.
I mean, but imagine if you werelike, well, let me call Mark
Cuban, and you had his ear andyou told him about an idea they
were wrong on the Ring doorbell,which is massive.
Yeah.
They were wrong about so manyother things.
And then they invested a lot ofmoney in things that didn't work
like that Sweet balls, like whatwas that about?

(05:19):
So I think even if you havepeople that could be experts.
They could be wrong.
You just need to trust yourinstinct and it's the secret
ingredient in a business is you.
Yeah.
Yeah.
I mean, I, I think back, youknow, if, we had went around and
tried to find reasons not tostart, you know, Voda or make
the acquisition in thatfranchise, I wouldn't have done
it.
You know, there would be amillion things that people would

(05:42):
tell you.
You just kind of have to talk tocustomers, obviously to make,
you know, or potentialcustomers, and listen to them
and see kind of their feedback.
But anyone else, it doesn'tmatter.
And you know, I'll give youanother example.
I've had so many times wherepeople are close to buying a
franchise, for example, and thenthey go, oh, well, like my my
neighbor has you know, advisedme I shouldn't do it.
I said, what does your neighbordo?
Oh, they're an accountant, orthey're, you know, whatever, a

(06:03):
lawyer or they're, you know,they work in tech.
I said, why does your neighborhave any precedence on this
decision?
What they don't know anythingabout?
But people, a lot of times wejust trust people that we know.
Even if they have no knowledgeof that, of that space.
You just triggered a corememory.
I was talking to this guy andI'll never forget, he worked his
whole life and his wife stayedat home and he was like, it's

(06:27):
finally my chance.
I'm gonna start a business.
I really want to do something onmy own.
And his wife had this controlover him where she was like, no.
And.
I felt really bad because likenumber one, I was like, oh, what
does she do for like, oh, she'snever worked.
I'm like, okay, but maybe it'sjust like a business background
professionally.
Is she like in finance or doesshe, is she able, is she

(06:49):
examining the numbers?
No, no, none of that.
I was like, wow.
Like I thinking in my mind likeshe doesn't believe in you.
Like that is so sad that youhave someone that you've
supported your whole life andlike they still don't have faith
in your abilities.
Mm-hmm.

you.
know,

It's interesting that you say that.
I was actually just having thatconversation with, with someone.
What I've learned, and this isnot really related to like
talking to an advisor now aboutbuying a business, but just in
general when it comes toteammates and partnerships
something I've learned is thatmore times than not, I.
In my experience in business,when I find that someone is
acting differently a lot oftimes you don't realize how much

(07:27):
of that is driven by the spouseor the family members.
Whether it's a, you know, acompany owned by, you know, a
father son, and all of a suddenit, it's not the father son
relationship that can change.
It's the son's spouse or thedaughter's spouse that.
You know, starts to see theopportunity or starts to
understand things a little bitdifferently and starts to get

(07:48):
their into their ear.
And so I've learned something.
It's, it's so interesting.
Like same with businesspartnerships.
You, you better make sure thatyou have a pretty good
relationship with the spouse ofyour business partner because if
you don't have the trust theretoo, that can go really quickly
the other way.
Because of course they're gonnaside with their spouses, they
should, but if they don't haveall the information where
lifestyle changes it's veryimportant to be careful of that.

(08:10):
So would, would you say, I think

important for everyone to be at the table.
So

if you are buying a franchise, whatever the
business is that thatpartnership.
Everyone should be on the table.
Everyone should know exactlywhat's involved.
Because as

a, as a consultant, if we're talking
about a franchise, maybe they'renot, you

know, relaying that message back to, to the
spouse.
So I always, you know, mention,

we'd like

everyone to be

these calls together, so if there's

a, a concern or a question, we all kind of are
on the same page.
Not, not easy, and I don't knowif you would agree, but to get
everyone on the phone, but itjust makes it

so much simpler.
And that way

everyone knows the plan and, and the
expectation is.

We're gonna grow this, this is where

want to be.
Maybe we want us, the plan is tosell it in 10 years.
So I think that's crucial.
I think everyone involved in thedecision and even the families
you know, why is mom or daddoing, you know, buying this
franchise and so we can spendmore time with Mia and everybody
else.
So, you know that that's thereason for doing it.
I think I put the fear of Godinto people because when we have

(09:09):
that conversation, I'm like.
Take it from someone that's beendivorced.
You either do something to yourspouse or you do it with them.
Right?
So I would definitely recommendhaving your spouse on the calls
and they're on the calls

I 100%.
And they don't have to be inevery call.
Like my wife was on the firstcall

and,

and she was like, great.
She's

like, I have, you know, you're gonna run your
business.
I'll support you.

Every way I can, but

I'm gonna keep my job.
And she's been at the sameemployer for 25 years and she's
happy there.
And, but she

said, I, I understand the risk.
first call and

then after that

she said,

I don't

to be on the calls.

Just let me know kind of what's going on.
And that was, that was ouragreement.
And it worked out fine.
I mean, when, when you talkingabout being married, if you
think about it like making adecision of anything, do you
really make that many bigdecisions without your spouse?
Of course not.
So like, why would it be thedifferent.
With, with a franchise.
I actually think when people arelooking at a franchise and they
know their spouse usually isinvolved in decisions and they

(10:07):
don't include them, it's kind ofa way to kind of subconsciously
give themselves a way out.
Right?
It's like, oh, well my spouseisn't on board.
Well, you didn't bring them intothe whole process.
Of course, they're not on board.
I wouldn't be either.
Which is, which is interesting.
I, I, I think it's I think it'schallenging though, right?
Because I think there's a lot ofpeople that they think.
Let me get the information firstand then Right.
Bring my spouse.
The other thing I've, I'venoticed is I think in the case

(10:29):
of someone when they're thebreadwinner their entire life,
right?
Whoever in the relationship isthe breadwinner their entire
life, I think that's a littlebit of a different situation
where it's like, look likeyou've trusted me to provide for
all this time.
You're gonna have to, like yousaid, you're gonna have to bet
on me here too.
Mm-hmm.
And I, you know, this is themove I, I have to make.
But maybe they just don't wannado it because honestly, like
they might not be that into itif they're not really sharing it

(10:52):
with their spouse.
Mm-hmm.
Do you know what I mean?
Maybe they're like, not all inyet, like, I'm definitely doing
this.
They're more testing the watersbefore they bring them into the
conversation.

Yeah,

but I mean, you have to understand is like if
you want to, you know, get inshape or lose weight, you have
to go through pain to get there,right?
If you wanna make a business,you know, successful, you have
to go through sacrifice.
And so you're gonna have to,like you said, get your spouse
involved.
'cause they have to be on boardwith the, the sacrifice that
they're gonna be sacrificingtoo.
It

it may, it may be less, no income the first
year.
It may be no vacations that thatfirst year or is gonna be a
shift in

lifestyle.
So, absolutely.
They have to know what they have

set.
This is the

expectation, but the goal is to, you know, go
on more vacations, retire early,spend more time with the family.
So I

think if you set the expectation, they're
on board then, but ultimatelyeveryone, everyone has to be on
board or it's

gonna be a rocky, rocky road.
I got a question.
What's this trend or thing thatI feel like I've been seeing,
which is people that are lookingat buying a franchise business
with an expectation of like,they have to make this, you
know, crazy profit their firstyear.
Which by the way, to me, crazyprofit is anything that's like.
You know, a good amount ofmoney, like, you know, you're
trying to replace your salary orsomething in the first year.

(12:03):
I've never really seenbusinesses usually do that.
So what are you guys seeingwhere people come with those
expectations?
Has something changed in the,you know, kind of economy or the
generation?
Like what is that kind ofdriving

I think, I think people expect the, the
immediate return, right?
They wanna go viral in the firstpost on social media.
So I think that's, that's whereit's coming you know, I always
tell people that first year isyou're, it's a learning curve.
You've never owned a you'venever hired people.
So this is

all new.
You're, you're learningsomething new, but to be
matching the income you weremaking immediately,

You know, you're, you're building
something.
So to have that expectation,step back and say realistically
any profit.
So even if there is that kind ofprofit, you wanna reinvest

the right team, in the right systems.
Because this, this is not abusiness that you hope to grow
10% a year.
This is something that's gonna

be growing exponentially.
That's something I'veexperienced in my business and I
always, my first year I didn'ttake a dime out, but I

also set

reserves aside for that.
So, so I think it's

this instant

Giuseppe Grammati (13:03):
gratification I have to make money right away,
and it's

okay if you don't

match your salary

the

year,

you should really be investing in those
systems.
Or else you're starving thebusiness, you're, you're pulling
too much out.

You're not hiring

the right people or not, you know, paying
them

what they're, what they're owed and
you're not

investing in the, in the technology as well.
Yeah.
But people, people say that, butthey're still taking a salary
and they're saying the businessisn't profitable and, and

they're pulling their salary

and they're, they're pulling their salary.
So, I mean, I think it justdepends.
Some people can hit the groundrunning and some people don't.
There's hurdles that you can'tpredict.
No one has a crystal ball likecovid happened.
People that own certainbusinesses.
Were affected and other peopleyou were selling masks, you
killed it, or gloves orwhatever.
Right, right.
So it just, it just depends.

(13:48):
I think you can make money yearone.
We've done it before and it'sdoable, but

it's more

what you do with that

money.
So

even if you make the

you don't have to pull it out,

Right.
You can, you know, reinvest.
I think you should bereinvesting as much as you can

to build that base so that you know the

money's not made the first few years.
The money's made later, and inmany

cases.
Money's made

the exit.
Yeah.
You know, it's interesting, likeYeah, right.
People forget about theenterprise value that they're
building in a business.
Right.
I was talking to I was talkingto a business owner that, you
know, had started building abusiness.
They, their first year did wellbut didn't make money.
They, they lost money, right.
But they were building the, thebones of the business.

(14:33):
And in their regular job, theymade a substantial amount of
money.
And what you have to remember islike, you know, I can't give tax
advice, but when you lose moneyin a business, but you have
another income, well, that, thatloss is a net operating NOI net
operating loss.
Right?
And and then yeah, net operatingloss and, it carries over into
your taxes.
And so if you're making a bunchof money in one place, well now

(14:53):
you're losing money, if you willas far as your other business.
But you're building a business,you're building an asset,
you're, you're mitigating taxexposure.
And then the next year when youdo build the business further,
and let's say you do start tomake a profit, which by the way,
most business owners, they, theywanna try to not have a big
profit.
But when they do start to have aprofit, you're gonna be able to
get a multiple on that profitof, you know, whatever, multiple

(15:16):
down the road.
And so you have to think, thinkof it as like enterprise value
of what you're building.
But I think that the number onemistake business owners make is
they start to succeed and thenthey go buy the boat or they go
get the new car and it's like,no, you should, like you said,
re reinvest the money into yourbusiness for a while.
Do you ever realize that thepeople that.
Want to make, like they're like,I need to make this much money

(15:37):
first here.
They, they're in a workermindset.
Yeah.
They're, they don't have abusiness mindset.
So I was having a conversationwith someone and it just clicked
to me when you said that, thathe was, I was like, oh, have you
worked with a franchiseconsultant in the past?
And he was like, yes.
I was like, okay, great.
Tell me a little bit about whatyou looked at.
And he was really attached towhat the business was as opposed

(16:01):
to.
What it can do for him.
And he was thinking like, oh,I'm gonna do this every day.
Or like basically trying to buyhimself a job.
Like one of those businesseswhere you're, it's literally
like, it's might, you might aswell clock in at this point,
right?
And I was like, well, I'll tellyou one thing.
I was like, I'm not necessarilyobsessed with this, but I have a
business and I'm able to traveland I have a lot of flexibility.

(16:24):
I was like, why do you care somuch what it is when.
You're gonna have it running tothe point where you don't even
need to be there.
Right?
And he was like, oh, you know,it's a mindset shift.
And then other things, peoplesay that, I'm like, that's a red
flag.
And it's okay.
Some people are meant to workfor others for life, but they're
like, oh, if the business works,if the business works, if I'm
gonna get into business, Ihonestly could do a poop

(16:46):
scooping business.
I, I will make it work.
It's not an option.
Yeah.
If the business works, then Ican finally leave my job.
Sorry.
You're a loser.
I just feel like that, like ifyou, you either are winner and
like you're gonna go out and getit or you're not.
And if you're not ready, that'scool.
I still need to hire people.
And you could, you know, there'sa place like for everyone but
you, it has to be like an, youjust have to be able to run

(17:08):
through walls to make thingshappen.
And if you can't, then.
I know that they're not gonna bethe right fit for a franchise.
Mm, agreed.

You're you're

in with the wrong

mindset.
And kinda to piggyback what you

saying, when people

buy a franchise, if they expect it to
say, okay, whether I'm gonna runit full-time or part-time, I'm
gonna make that investment andthe business is just gonna run

on its own.
Yeah.
And they go, no, this is

just you know, as a franchisor, this is a
model.
We're, we're creating thissystem for you, for you to
follow,

for you to execute.

Yeah.
It's not for you to.
Set it and forget it.
I, I always say you make theinvestment and then it's, what
is that Ron?
The Ron Popel sausage

I remember from years ago,

set it and forget it.
And the

the franchisor is running the system.
If that's the case, you don'tneed the franchisee.
Yeah.

If you're doing all the work.
So that's the whole point of thesystem.
There is success, there aregonna be failures, but where I
see people failing is they'reundercapitalized and they don't
follow the system.
They don't use the marketing,they don't use the lead gen,
they don't follow

the systems in place.
So that's.

That's what I've seen.

I also think it, it depends, like, so the
mindset around like the, thebusiness making it happen.
So, we were having thisconversation earlier, but you
know, I, I can understand themindset of like, I bought this
new franchise in a new industryand it's not working, and I
believe the model doesn't work.
So, for example, if someone, afranchise brand created a new
space or a new service or a newway of, you know, building a

(18:30):
haircut place or something, andthen it's like, no, this model's
not working.
It's not.
I can understand that mindset,but I, I know, and for me in
being in the cleaningrestoration space, you know,
I'll go to RIA in a coupleweeks, which is the Restoration
Industry Conference, and they'llbe doing tremendous numbers that
don't even have a college degreeor even let alone A GED.
And so.
Restoration works like the modelworks and you know, you can, you

(18:51):
can do a Voda or Pierro Clean orPaul Davis, and at the end of
the day, like there's only somuch right that is being done
there.
It's, we're not recreating thewheel.
When you buy into a franchise,you're buying into the culture,
the training, the brand, thesystems, but it's not a like
make or break.
And so whether someone drives aVoda, think of Voda as a, as a
as a Mercedes, right?
Or they drive a pure clean as aBMW or they drive a, what's

(19:13):
another one?
Now, resto Pros as a, you know.
What's another nice car?
Lexus.
Lexus, right?
Lexus, whether they drive one ofthose cars and get to the
destination is not gonna'causeof Mercedes, BMW or Lexus.
It's gonna be'cause of thedriver if they crash, it's not
'cause it was a BMW or Mercedes.
It was the driver driving thecar.
And so I always say that whenpeople are looking at Voda, like

(19:34):
for example, comparative toother home service brands, or
especially when they're lookingat restoration, like you're
gonna succeed or not, not basedon Voda, like it's gonna be you.
It's just gonna be how fast andhow far you go.
It's gonna be which brand youchoose as far as restoration
companies we're like, how mucheasier it is.
And I tell that people to peopleall the time.
I remember when some one timesomeone said to me to, to try to

(19:56):
persuade me to do something,they said, you're not gonna ever
be able to get to x, y, z pointwithout this.
And that was the wrong answer.
The, the wrong, the right answerwas, you're gonna be able to get
to this place, it's gonna be ahell of a lot harder and it's
gonna take you a hell of a lotlonger.
Right.
And so I say that to peoplelooking at Voda.
I don't, I don't think like.
You're gonna buy a franchise andif you didn't buy a franchise,
you just won't succeed.

(20:16):
It's just gonna be a lot harder.
It's gonna take a lot longer.
Yes.
The stats are a lot lower too.
But I just, I think when peopleget into the business and then
it doesn't succeed and theyblame the franchise, it's kind
of deferral of accountability.
But last thing I'll say, as a,as a franchisor.
We have to look in the mirrortoo.
Mm-hmm.
Because anytime I have afranchisor not succeeding, it's
like, what, what is wrong on ourend?

(20:38):
Or like, what was wrong in theexpectations?
Like, you know what, what couldhave been improved?
We can't just blame it.
That's the problem withfranchising.
The franchise owner blames thefranchisor and the franchisor
blames them, and then no one'staking accountability.
And it's a

team

You know, this is, this

is a, it's a marriage.
It's a usually a 10 yearagreement.
I would say five to 20 years.

Usually

the average is about, is about 10 years.
If, if I'm wrong, correct me,but that, that's what I've
heard.
So, so 10 years, so, okay.
If certain that you'restruggling in certain areas, it
may just be one thing.

it just may,

your sales person needs

retraining.
Maybe it's the quality of leads,maybe it's

Giuseppe Grammatic (21:10):
combination.
But working with the

franchisor

that's, you know, you're, it's a
partnership.
It's a long-term relationship.
Figure out what's ha, what'sworking, what's not working,
what

can we do better.
Mm-hmm.
And I think

that's, that's a part of it not working.
Like I've talked to peoplebefore that are struggling and
they've never had a conversationwith the franchisor.
And I go, what the hell are

you waiting for?
What do you mean?
Like

you're, you're getting

support from them.
There's trainings

all that, but if you're struggling, that's
the first call you should makeis, is to that coach, the
accountability person, whatever,whatever they're called

at each

of the companies.
But to me that's, that soundslike common sense, but

sometimes people

to be

reminded.
Why is that though?
I have, I I know what you mean.
It's like you're struggling butyou don't reach out or you don't
wanna get on the coaching calls.
Right.
You don't, it's like thesupport's there.
But you gotta tap into it.
And I think it's unrealistic,like to expect the franchise or
is just gonna like fly in anairplane every time and come see
you.
Like sure, why not?
You know, why not get on thephone with them or why not fly
on an airplane to them and meetwith them and say like, can I

(22:05):
take a day with you?
Can I come up to your flagshiplocation?
I don't hear that anywhere nearas much as you would think.
Like, Hey, I'm struggling.
Can I come shadow?
Right.
And then the other thing I see,and again, this is just all
franchises, is the people thatare struggling end up.
You know, congregating with theother people that are
struggling.
Instead of saying, who's top inthe system, who could I reach

(22:27):
out to?
You know what I mean?
Like Yeah.
You don't want birds of afeather flock together type of
thing.
What is it called?
Like birds of a feather flocktogether.
Like the miserable, like Miseryloves company.
Yeah, yeah, yeah.
And top producers are too busyreally to jump in and say
anything.
Right, right.
So all of a sudden you, theloudest in the room are the
people that are, that arestruggling.
And so it's like, how do you getmore engagement that way?

That's a good question.
Why, why they're not reachingout is, is something I just have
not

able

to, to figure out.
Are they a little, are theyupset?
Are they, are they bitter?
Do they.
You know, I, I, I don't knowwhat it is.
I don't know why they wouldn'treach out, but

you

think that

would

common sense, but maybe it's, maybe
it's you know, you

really can't make cer, you can only do so
many things that are mandatory,right?
They're their own business ownerand they have to run their own
business.

it's

almost like.

submit your profit loss.
Maybe.
Maybe that's the, that's thething.
Something is off in

the p and l,

you

where we can work on it together.
But I've

never heard of a franchisor

saying, you know, no, we're too busy or,

We won't help you.
They're, they're more thanwelcome,

I think.
I have heard that.
Oh, you have?
Yeah, I've heard that.
Too busy.
The support,

the complainers,

like they basically blacklist them.

The people that

The people that complain.
And the system.
It happens.
Yeah.
That they like that.
They do not, I mean, I meanthat's definitely unacceptable,
right?
Because at the end of the day,like they have an agreement to
support the franchise E and theyshould be doing that.
I think about playing devil'sadvocate and I was the franchise
owner that's struggling, right?
We're saying why?
Why would they not reach out?

(23:57):
I think if you keep reaching outand the franchisor is not
listening to you.
Would you keep reaching out?
Right.
If you know that there's, youknow, I, I, so I think it's this
middle ground, like, I'll giveyou an example with Voda.
We did a really, we do a reallygreat job listening mm-hmm.
To our franchise owners.
To the point that we actuallycrossed over a, like a, a line

(24:18):
that was not okay, which was,Hey, we listened to you and your
feedback for 45 minutes.
But the second I try to give youany feedback, everything's
perfect.
Right?
I actually just had thisconversation with a franchise
owner recently, which was, ifyou're struggling and doing
everything perfectly, which ischance of that is literally
zero, then we're in a lot oftrouble, right?
Because if there's nothing tofix, then I don't know, I don't
know what to do.

(24:39):
But if you want to come to thecall with solutions.
And we're happy to hear where wecan improve too.
But if you're gonna come to thecall where you're completely
perfect and there's nothing tosolve in your business, and
we're only the ones that, thatare wrong, that's not a
productive, you know, kind ofmindset.
And again, if, if you're, ifyou're not succeeding and you're
doing everything right, that's abig problem.

(24:59):
Chances of that is zero.
No one's doing their businessperfect.
Your ego is not your amigo.
Yeah.
Like if you've never been inbusiness and you're in your
first year of business, likeit's not fair to expect you're
gonna be the best business ownerever.
And that's okay.
But yeah, your ego, the ego getsin the way.
Same for franchisors.
Their ego gets in the way.
'cause they start to think,well, like we've been doing this
for so long.

(25:19):
We actually have a, we call itlike a commandment, but one of
our franchisor commandments isthey could be, right, right.
Which is an idea that like thatfranchise owner could be, right.
Let's make sure we're actuallylistening to them, but then we
expect them to also listen tous.
That's

Yeah,

no, for sure.
One thing that you said wasabout oh, we'll never get there
without doing it this way.
I hear that sometimes wheresomeone is like.
Oh, I don't need a franchise.
I can just make my own burgerplace.
I'm like, yeah, you don't needMcDonald's.
You could do Bob's Burgers, butdo you really wanna come up with
the branding, all the ads, likeI don't think you realize how

(25:55):
much work is involved.
Like of course you could do it.
You're smart, you're capable,you're an executive.
Like if you wanna do all thatwork at this point of your life,
yeah, go for it and then you cando it.
One

other thing I, I want to add too, where,
when I, when I hear peoplecomplain, is that the idea of
semi absentee

ownership where,

You know, they, they're keeping their job
and then they're

running the business

the side.
And I said, there's a couplecomponents there.
Obviously the franchisor has toallow that, but people are
hiring managers.
They, they've never owned thebusiness.
They're hiring managers, butthey're not managing the manager
there.
There's no oversight.
So they're assuming the managersdoing what they need to do, but
they're not checking

in.
They're not doing the weeklyin-person meetings

or calls and stuff like that.
And if they, and if they arelike I did with my business and
a mistake I made.
Many, many moons ago, 20 yearsago was I bottlenecked the
business.
So the manager, every bigdecision had to get approved by
me.
Well, who the heck was I

approve

when my manager had more

in years

I was alive at the time.
Yeah.
So, I became a bottleneck.
So the, so the big part isfinding a franchisor that will
support and allow part-timesemi-absentee ownership.
But on the flip side, when youbring that person on, you know,
maybe they have.
Some underlying equity, somephantom equity, so they have
some

in the game.

know, they're getting a, a cut of some
of the profits, but you're alsomanaging and setting the

Dan and Natalie (2 (27:14):
expectation, this

is what I need you to do.
These are the decisions I

need you

make.
These are the hours I'mavailable.
Because if you have a job,obviously, you know, and you
can't talk

the hours of nine to

two, nine to three, or even nine to five,
they know when to contact

you and what decisions

can

make.
Yeah, so I believe it's,

both.
It's the right person and

expectation and,

You know, finding the right franchise

that, that would

support that type of

ownership.
I mean, just for like, you know,obviously the, for your
listeners, they know yourbackground, but you, you owned a
cleaning company.
Like what, can you just give thebackground real quick just for
my

Yeah.
We had, you know, c commercialbuilding maintenance, commercial
cleaning.
I ran the business full time toreally scale that business.
And then after that first year,brought on that manager, it was
an operations manager, generalmanager.
I forget

what

The actual title was but I was so tight to
the business, you know, Itouched every part of the
business.
I had to make, finalize everydecision.
So I had brought a, a managerand, and by the way, my
background was in, on WallStreet and we owned the
restaurants.
I had no,

no experience in that industry

whatsoever.
Yeah.
So I brought a, an experiencedperson to the table a GM with 20
years of experience, 20 plusyears experience in that
business.
But yet I had to okay.
All his decisions to the pointwhere.
You know, he

wasn't able to do his job.

became kind of a, a, a bottleneck.
So, I was

running at

but not allowing the

manager to do their job

you know, on, on a daily

basis.
So, so

it was an interesting business.
I learned a lot.
I learned that

you can't be the expert

in all areas and that you need to hire
people that are better

than you in certain areas,

know, at social media marketing at.
At sales.
So, I learned a lot in thatbusiness, and

I bring.

I do, I do a lot of learning, so I try to
bring that experience to thetable and helping people to find
a franchise.

You know, it's interesting what you did
though is you, you, you got inthe business, you learned it and
you grew it.
Like, when I think of mydefinition of, of semi-absentee,
first of all, is it's a hockeystick.
Mm-hmm.
Right?
And so when you start abusiness, your revenue is the
lowest you work the most.
It's the worst time.
But as you grow the business,the revenue goes up.
And then your time goes down.
Right?

(29:18):
But this idea that you're notgonna work in the business and
the revenue's gonna go up, I'vejust, I've never experienced
that in, in a business.
And I, I think that you have tobe involved like.
You know, example, I'm not asinvolved in the day-to-day of
Voda as I was even six monthsago, right?
But it took time to get there.
And my definition ofsemi-absentee isn't that.
Now I'm going on the beach,drinking my ties, and, you know,

(29:39):
hanging out.
If I'm not in the office on aMonday through Friday, then I'm
out doing something to generaterevenue or recruit people.
Now, sometimes that might meangoing out to play around a
tennis in Friday afternoon,networking with a property
manager, a plumber, or aconsultant, a, a potential
teammate.
That is the job of the businessowner.
But I always thought of semiabsentee means like you're not

(30:00):
in the day to day, so you can goout there and be what we call
the mayor of the town, not semiabsentee meeting.
I just park my money and it, itjust happens.
I think you're missing onevariable that really matters in
this conversation, and I wouldsay it's experience.
For example, my kid that washere, if I have to get her ready
to come here and meet, I can dothat in a half an hour.

(30:21):
If her dad had to do it, shemight be here at like 5:00 PM So
I think like right now, yeah,you had to definitely like,
they're like kid, like this islike babies.
You kind of gotta be there thefirst year.
But if you had to do anotherhome service brand the next
time, yeah.
And you did another thing thatwas like similar to Voda, you
would be semi-absentee prettyquick.
So I think with the franchiseecomes from a space where like

(30:44):
they have a lot of experience toleverage and this is just like a
copy paste thing for them.
They're able to step back reallyquickly and seamlessly and, and
have that manage managementmodel model.
But if this is something that'sbrand new and you're completely
green to it, yeah, it's gonnatake more time.
That's a great point.
It's not, that's a good point.

(31:04):
It's not like black and white.
It depends on your, your, yourbackground, I mean.
The way I look at, it's like,let's say you owned three orange
theories and I owned threeorange theories, and you brought
on a great GM that was a GM ofanother Orange theory, right?
You gave them a profit share andnot 5% or 2%, but 20% of the
business.
And you met with them, you know,weekly to hold them accountable

(31:27):
and celebrate their wins.
You weren't bipolar with youremotions, right?
You didn't start getting in theway of them.
And then sometimes you're in theway, sometimes you're not.
Maybe you went to the gym twicea week with'em and worked out.
So you had an actualrelationship.
And then I you know, didn't dothat.
Didn't give them a profitinterest, didn't hold them
accountable, didn't be acheerleader, didn't have a
scorecard, was moody with them.
Sometimes I'm the boss,sometimes I'm not.

(31:49):
Who do you think would end upworking more hours?
Me, right?
'cause I was a bad manager.
Right.
Is that Orange theory or is thatthe manager?
So to your point, it's theskill.
It's the background.
So I think that that's the, thechallenge is like, I think
people sometimes overestimatethough, because they think to
themselves, well, I managedpeople my whole life.
Well, you managed a collegeeducated worker.

(32:09):
Not a blue collar.
Nothing wrong with blue collar.
It's just a different, it's adifferent, in my case, we're not
home services.
It's a different person.
There is something really to besaid about.
I mean, I think it's a loteasier when you're managing a
team that you've built, you likeall those people, you hired
them, and if you don't likethem, you could just let'em go.
Where if you're working forsomeone else, you have to manage

(32:32):
those people.
Mm-hmm.
Whether they're qualified ornot.
Mm-hmm.
Like they got thrown onto yourteam and then you're, you're
struggling.
So I think I do love the, thefreedom aspect of that.
But yeah, you're right.
I just have to throw that inthere.
Well, that's a good pointthough.
But here's the other thing.
Like most franchise owners end.
Operators in general.
That's the biggest challengethey have, is like they, they
have someone on their team.
First of all, they wanna checkthe box.

(32:53):
I hear it all the time, right?
I gotta get a GM for training,so I just need to check the box.
It's not a box to check.
This most important thing ishiring the right person, but
then when they're not the rightperson, they give them way too
many chances before they letthem go.
Like, I've never, let merephrase.
After years of being beat up, Irefuse to keep a teammate for
two reasons.
One, it happens all the time.

(33:15):
Oh no, they're going to sabotagemy business somehow.
If I'm thinking that's the onlyreason I'm keeping them, they're
going right.
And I'll deal with the sabotageif God forbid happens, which
usually doesn't, or what will Ido without them?
If I ever feel this mindset,obviously I have people that I
feel like, what would I dowithout them?
I would, I would hate to losethem.
That's a different story, butmore like, I don't like working
with this person, but I alsodon't what would I do without

(33:37):
them?
They have to go.

Right.

It's a, it's like, and that's the number
one time people are afraid to doit.
What I've found.
Maybe it's a little crazy, butwhen you have someone doing a
job that you feel like, what am,what am I gonna do without them,
you actually let them go becausethe pain of letting them go will
actually cause you to solve it,and the doors will open.
Whereas if you just hold ontothem, you're going to prolong
the inevitable.

I like that.
I mean, you gotta talk to otherbusiness owners.
Sometimes you get caught in, youknow, in yourself, in your
thoughts.
So

I, I agree with that.
I,

I, I've had, I've had similar
experiences, so I'll leave it atthat.
But yes, I, I completely agree.

The craziest part is you think
you're being compassionate.
Right?
And actually good leadership isthat person that's in the wrong
seat usually.
Mm-hmm.
They know it well then I'm just

Giuseppe Grammat (34:23):
compassionate.

Yeah.
They're bringing No, butthey're, they're bringing those
problems home.
Their spouse is feeling it,their kids are feeling it.
Nobody wakes up every daysaying, I hope I could screw up
work today.
I hope I could make my bossunhappy.
And when they're in the wrongseat, that's what keeps
happening.
And so they actually, you'redoing them a service, getting
them out respectfully so theycan go into what's something, a

(34:44):
better seat for them?
Oh yeah, yeah.
Usually that.
Sure.

and before you get to that, have a
conversation outta the office.
Right.
Not beating them up, like, whydid you do this?
But have, you know, we hadissues

managers over the

years and you have a, a conversation, you
go out for a round of golf orI'm not a golfer, but you do,
you do your thing tennis orwhatever sport it is.
And you have a conversation,then the conversation gets going
and sometimes it has nothing todo with the business.
It's personal stuff.
Maybe they're going through

a divorce, maybe something,

you know, they got some bad news maybe a
family member being sick orsomething like that, and just
something like that.
And all they needed was a littlebit of time off and

all they needed, but

they felt bad

So, you know, you treat, it's a family.

I mean, I look at every business as a
family,

and you treat

every, everyone, everyone has their.
You know, good days and bad daysand you, but I think it's, you
take'em outta the environment,you have a conversation with
them and I think that alone willgo a long way.
And sometimes together youdecide maybe we need to part
ways or I just need to get mystuff in order because of all
the personal stuff I have on myplate.
So,

yeah.

I think those meetings and sometimes
they turned out great.
Sometimes they

turned

into, yeah.
We, we both mutually

agree we have to,

to part ways and that's okay as well.
Yeah.
Saves a lot of, lot of

headaches down the road.
Yeah.
Do you have any crazy stories?
That's the juicy stuff that Iwant to hear.
the crazies?

I don't think

I don't think I have any crazy stories.

And we're running out of time and I'm just
kidding.

Crazy stories with like teammates,
employees?
No.
Or like in the franchise space,like with candidates.
I have so many people that areout of their minds.
For sure.
Like, I get people that arelike.
You know, we really just try tomake sure that we match people
to the right brands.
It's really being efficient andeffective with the brands that
we're presenting them.
Like imagine if I was your, youwere my real estate agent, and I

(36:29):
was like, just show me every,all, everything of Zillow,
right?
I wanna see the whole Zillow.
Like that's what people do us.
Like we wanna see every singlebrand.
No, like you're not gonna,that's not every single brand is
not for you.
Sure.
Like, you know, like

it'll probably be sold by the time you
finish your due diligence

Yeah, yeah, yeah.
Looking at a thousand companies,everything's

gonna be sold.

I would say also you have no budget.
You're looking at something likea$5 million build out is okay
for

you.
For the right opportunity.
For the right opportunity.
We can, we have a partner

unlimited funds.
Oh.
And that's the worst, likebusiness

partners.
That's

most expensive way to borrow money.
I always tell people like, yeah,you, you pay a franchise of
royalty, but your partner,you're paying like a huge chunk
and then when you sell it,you're paying, you're, they get
50%.
I think a business partner onlymakes sense in three situations.
One, you, you truly need money,you don't have access to your
own or lending that can happensometimes and they provide

(37:25):
capital.
Two, they have a completelydifferent skillset than you.
Completely different.
And that makes sense.
Like my business partner Zach,like his skillset and mine are
so opposite that it works outgreat because he's great at what
he's great at, and I'm great atwhat I'm great at.
And here's another thing I'velearned.
He likes what he does, and Ilike what I do.
Right?
None of us are like, like, oh,like, you know, like from day

(37:48):
one, like I, I travel a lot.
It looks a lot more glamorousthan it is.
People think I'm just havingfun.
I'm, that's what I'm good at.
My superpower is networking andconnecting with people.
And, and Zach doesn't, you know,he likes that, but he doesn't
wanna do it as much as I do, anddoesn't mean that I'm not okay
at ops or like ops, but I don'twant to do it the way he did.
He does what?
He likes it.
You see what I'm saying?
Yeah.
It's like that's a greatpartnership.
So it's either money, they havea skillset set that you don't

(38:10):
have.
Love that.
Yeah.
Yeah.
Or the third would be they havean audience that you don't have.
Right.
And so, you know, if, if I havea business partner, and they're,
for example, they've been inrestoration, they know all the
property managers and all theplumbers, and they're gonna
bring a book of business that'sworth giving equity to or a
partnership to.
Yeah.
Sometimes.
Yeah.
Like George Foreman Grill, like,you know, you didn't design

(38:31):
that.
Yeah.
The

He had the audience.

You the audience.
You know, it's interesting.
My crazy story too, too, for memy one pet peeve is when people
say, you know.
I wanna make a half milliondollars a year, and I don't
wanna work a lot of hours andsay, well, what do you make now?
I make 200 a year and I work 80hours a

week.
Less even more.

Right.
Well, how about you work 80hours a week for yourself and
you try to make, you know, somemoney doing it that way.
Why does it have to be likedouble the income and half the
time your first, and that's yourway of telling yourself you're
not gonna, you're not gonna doit unless you set this crazy
thing that's not real reality.
Oh yeah.
I have other people that arelike.

You

know, I have a really good job, and then
I'm looking at theirquestionnaire and I'm like,
these people don't make a lot ofmoney.
But for them, it's, it's a lot.
And they're like, they thinkthat they can't ever get there
again.
Like, it's gonna be so hardsometimes it's just fear that
holds you back.
And there's, I'm like, wow, ifthey only knew that there was so
much potential for them toleave, especially if you see

(39:31):
that other people that do thesame thing are making way more
than them, like they'reunderpaid for their role and
you're like.
You should not be working there.
Yeah, but those people that arein those roles, like one of the
things I'll tell you, like themore you know, Voda girls gonna
get a little chance to be inrooms with people further than
me are very successful.
I haven't met one yet.
I don't mean arrogantly, but Ihaven't met one yet.
That's like brilliant.

(39:52):
It's, they took the risk, theywent for it.
I think you'd be surprised, likepeople that I haven't met them,
but I think at the top two, themore you meet them, you realize,
wait a minute, this person justacted fast, took a risk,
believed in themselves, bettedon themselves.
They got lucky a little bit.
Yeah, they worked hard.
I was just listening to, andobviously this is a crazy
example, but like, have you everlistened to Steve Schwartzman's

(40:12):
book, the founder of Blackstone?
No, he's a great book.
He started Blackstone, obviouslyhuge company and obviously, he's
smart.
He went to Ivy League school,but he listen to the book and he
brings me to my says like I'm aregular guy.
I'm not even really that good atmath.
He's the largest private equityfirm, and the more you listen to
him, what he has is he hascharisma because you know, he is

(40:33):
sharp and he's warm.
And I think his skills just, herecruited great people, right?
And so I just, when I see thesefranchise owners, like the, the
Flynn Group, they own 2000locations, the largest
franchisee in the world.
Like I guarantee if you sat downwith the, whatever his name,
Flynn, I'm not saying he's notbrilliant, but I think you'd be
surprised that most of thatbrilliance came from the

(40:53):
experiences that they had, not.
Raw

Giuseppe Grammati (40:56):
intelligence.
Absolutely.
Yeah.
They're master delegators.
They have the right people inthe right positions.

But they learned that through the time.
Yes.
Correct.
Correct.
Through the experience.
They didn't like, you know whatI mean?
Like they didn't become that.
They became that by doing it.
Oh, so you just reminded me of astory.
Do you ever hear this?
Lord Laura and I pulled up LordTimothy Dexter.

Mm-hmm.

This guy was illiterate.
And he became the wealthiestguy.
Hold on.
In the late 17 hundreds, thewealthy elite of Newburyport,
Massachusetts had a problem.
His name was Timothy Dexter, andhe simply wouldn't fail.
Like all the rich socialiteswere really jealous of him.
I don't know if you wanna hearthe whole story, but they tried
to trick him into investing inthings.

(41:39):
Like they tricked him intoinvesting in

couldn't read contract, right?

Oh, they were like, oh.
They were like, they were, hesaw them investing in local
currency, and it was, at thetime, it was continental
currency paper.
That was paper money that wasrapidly becoming worthless.
He decided, he mu he decidedthis must be what rich people
did.
But when the wealthy werecautiously buying small amounts.
Dexter went all in with theenthusiasm of a Labrador chasing
a squirrel.

(42:05):
If buying worthless money isgood, he reasoned, then buying
lots of worthless money isbetter.
And then everyone was likelaughing at him.
So he was the basically the, thelike, everyone was just like the
fool, right?
He couldn't read.
He married someone rich, shedied.
So he ended up being loaded,right?
And then Alexander Hamilton, thefirst secretary of the Treasury,

(42:26):
enacted his debt assumptionplan, and then all that money
became worth stuff.
It was like, now it was worth alot and he became the richest
guy.
But like back to back, theywould come up with like
ridiculous things like whalebones.
All of a sudden corsets becamein style.
Yeah.
Yeah.
And he

all the whale bones

And then they convinced him to collect
stray cats.
Like they, because he was sodumb, they would trick him into
doing this stuff.
So now he had a house with straycats, like a thousand of them.
Right.
And then all of a sudden heheard there were, that there
were there was like a ratinfestations on all the ships
coming into the port atMassachusetts.
So now he sold all of these catsand he made tons of money.
Like everything they tried totrick him into doing Oh.

(43:06):
Worked out resourcefulness.
Yeah, he was just like thelucky, they couldn't like make
this, this guy ended up havinglike, this huge mansion.
He had a statue of himself like15 feet tall and all these other
statues he had like, he couldn'tread.
He wrote a book actually at,towards the end of his life,
which was nonsense.
And he, he was literate.
It had no punctuation.

(43:26):
So everyone made fun of him.
Then he rewrote the bestsellingbook.
He rewrote, it was a bestsellingbook.
People used to have parties andread it.
Then everyone was making fun ofhim.
So then he wrote like a secondedition with punctuation, but it
was all, the punctuation was atthe end and it was like three
pages of explanation, points,

but more periods, commas, curiosity.
Well, he

end.
Meanwhile, he knew what he wasdoing'cause that

got the attention.

He knew how to put the periods,

He on the back of the

book, and he was like, here.
So you can just use them as youwish.
My favorite, not, not as funnyas that story, but just as, as
we wrap up.
But one of my favorite it'sHenry Ford.
You ever heard this?
You ever heard, think and GrowRich?
Yeah.
Henry Ford.
Basically a news company calledhim ignorant.
So he considered this slanderthat they called him ignorance.
So he sued the newspapercompany.

(44:12):
And so when he was in court, thenewspaper company's lawyer was
like, basically went up on stageor whatever, deposed him and
said you know, who's the secondpresident?
He didn't know, you know, what'sthe, you know, all these
different facts that Henry Fordknew none of them.
And so they were making theirproof, proving their point that
he was, you know, he was, he wasignorant.
And then at one point he stoppedhim, he said, excuse me.
At any given moment, I can pressa button at my desk and have the

(44:35):
smartest people at my disposalcome in and answer any of these
ridiculous questions.
None of them relate to buildingthe horseless motor car.
And so it doesn't pertain tothat.
I don't waste my time learningabout it.
I only obsess over building thislife changing technology.
And immediately people realizethat he's brilliant.
He just didn't waste his time onthings that didn't move his
mission right.

(44:55):
And I think that the, the pointis like the franchise owners,
like, it's like you don't haveto be this brilliant, you know,
and maybe you are smart, butlike you just go after it.
I, I hate to make it simple, butmaking money in business
usually, especially as a homeservice business, it's just
going out there and making ithappen and connecting and being
the mayor of the town, most ofthe other things don't matter.
They really don't.
As long as you of course give agood service and you hire great

(45:17):
people, good peopleovercomplicate the business.

To follow the sy, follow the system.
Follow the system.
I mean, like one in sixfranchise owners are, are coming
outta the military.
They Why?
Because they follow the system.
Yeah.
They're told exactly what to do.
There's different positions and

they execute.

Simple as that.
They don't start thinking.
I bought a McDonald's, so I'mgonna start adding

and

the menu.
No, you execute on the system.
Yes.
It's a lot of work.
Yes.
You're dealing with, with staffleaving and all that other
stuff, but execute

on the system

and that's it.
Focus on that.
Yeah.
Instead of thinking about howyou're gonna change the

menu.
Oh my gosh.
Did you, did you see the 2025economic financial report for
franchising?
The IFA one?
Mm-hmm.
You're in a good spot in homeservices.
It's gonna

gonna

blow up this year to predicting.
Oh, especially home services isthe

to

be.
Yeah.
And they're saying food's gonnacome back.
Yeah.
Food will come back homeservice, restoration.
Absolutely.
Personal

services.
Yeah.
Personal service on top of thatlist too.
Yeah.
But

one other thing on that, it's like I, how
about this?
In the game.
Like if we played a sport,right, and we sat here, we're in
the huddle, and you said, Dan,you're gonna go left, you're the
coach.
You said, Dan, you're gonna goleft Natalie, you're gonna go
right, and then you're gonnaboth cross right in the middle
of the game.
I don't say, nah, I'm gonna gothe other way.
Right?
I do the play that I was told todo.
Right.
And then in the locker room,we're over a beer.
After, after the game, I mightsay, Hey, what if next time we

(46:34):
tried the other right.
But in other words, as afranchise owner, bring your
ideas all you want, but duringthe day, during the game, stick
to the plan until you've, youknow, mastered that.
And that's the other thing, likelearn the rules before you break
the rules.
Right.
I would say as a franchiseowner, do everything the exact
way.
The franchise owner, it tellsyou to do it.
And then once you're a topproducer, then you could start

(46:54):
to change things.
But it's

Keep it simple.
Follow the process, and that'sit.
That's really it.
Yeah.
I think we, I think weovercomplicate people in general
can tend to overcomplicate,

So I like that.
Thanks for watching.

Hopefully that was helpful.

We're done.
Thanks

for joining us.
Thank you for having

me.
Thanks for tuning in if you wantto learn how to make the
transition from corporate toowning your franchise.
Join Giuseppe on the nextepisode.
You can also follow on allsocial media platforms and
achieve financial and timefreedom today.

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