May 24, 2025 • 42 mins
From explosive growth with RestoPros to launching the B. Rugged Brands platform (Scoop Brothers & more!), President Shannon Roderick shares invaluable insights! Learn about multi-brand advantages, real franchisee support, navigating startup anxiety, and crucial advice for corporate execs eyeing franchise ownership.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
shannon-roderick_1_05-13-20 (00:00):
And it has really just taken this
(00:02):
brand to, to a different levelin the market.
We, like I had mentioned, westarted out in May of 22 with
six locations, and today weproudly are 125 locations across
39 states and over 400territories.
Business ownership does not giveyou more freedom.
(00:23):
You are 24 7.
But what it does is that itgives you the flexibility to
create your own career path,right?
giuseppe_1_05-13-2025_14083 (00:31):
The realities of business ownership
are, it's not easy.
As you mentioned, you're notgetting any time freedom.
You're gonna be working yourbutt off that first year.
You're gonna be investing money,working your butt off and trying
to.
Build that right team.
Welcome to the Franchise FreedomPodcast, where you can escape
the corporate trap throughfranchise ownership.
(00:51):
Here's your host, Giuseppe gr,the franchise guide.
giuseppe_1_05-13-2025_1 (00:59):
Welcome to the Franchise Freedom
Podcast.
I'm your host, GiuseppeGrammatico, your franchise
guide, the show where we helpcorporate executives experience
time and financial freedom viafranchising.
Thanks for joining us today.
we have an awesome guest for youtoday.
Before we dive in, just wantedto thank you for joining.
If you have any questions, ifyou have any ideas for topics
send it to us our way.
(01:19):
You can email us directly,gg@ggthefranchiseguide.com You
can leave a comment in any ofour social posts, YouTube.
We really appreciate it.
Let us know what you'rethinking, topics, questions
concerns you have.
We would love to make sure weaddress those concerns and
questions on future episodes.
We are bringing on my goodfriend Shannon Roderick on the
(01:40):
show.
Shannon, welcome to the show.
shannon-roderick_1_05-13- (01:42):
Thank you.
I appreciate it.
giuseppe_1_05-13-2025_140832 (01:44):
If you could give the audience a
little bit of background alittle bit about yourself and
how you got into franchising.
shannon-roderick_1_05-13- (01:50):
Sure.
Absolutely.
Thank you.
It started out as a collegeathlete and going into, played
volleyball in college and had anopportunity to play at a private
business school in Michigan.
And, it was so amazing to see,and this school now actually has
franchising as a degree.
(02:12):
And it was called NorthwoodUniversity in Midland, Michigan.
And they were always basedaround free enterprise, right?
Entrepreneurship and reallydeveloping.
Strong business characterscoming out of there and just had
a great experience four yearsthere and then fell in love with
the automotive industry.
(02:32):
Obviously being in Michigan andthe big three were a big
contributor.
To that university.
And after that got into theautomotive car sales and
dealership operations there andhad a great opportunity to start
with a a brand new companycalled Sonic Automotive.
And Sonic Automotive startedwith three dealerships and grew,
(02:57):
took the company public, and wewere really a consolidator.
Back in, in the late 1990s.
A lot of those first generationowners were getting ready to get
rid of their dealerships andSonic was there to go ahead and
either acquire do a merger withthe current owners and so on and
so forth.
And just a great run that I hadwith them.
(03:19):
Just learning processes,efficiencies.
And really the expansion, right?
A across the country and dealingwith different personalities and
things like that.
that ended right before the fallof the automotive industry
actually in 2008.
Had two young boys at the timeback to back and knew that I
(03:40):
couldn't be a stay at home.
But I came from a long lineageof family business.
And started buying up companiesin Charlotte.
It was a great time to open upand buy companies because it was
in the R word, it was in thatrecession phase.
And a lot of those businesseswere valued undervalued.
(04:00):
And we just started buying themup.
And so a couple of'em, we wouldthink about franchising.
But then we really just stayedwithin the local markets and
still have one in business thatmy, my husband runs to this day
in the hospitality industry andsold off the other ones be
before before Covid hit.
(04:23):
then how I got into franchising,to be honest with you.
Through all of those experiencesin business, I always say it's
COC, it was'cause of Covid.
I really wanted to get into aneeds based and not so much
those businesses that I hadbefore were hospitality and
retail.
And when you come into somethinglike this, it, it really or
(04:44):
gives you a clear vision of whatyou may not wanna struggle
through, if something like thatshould happen again.
And headhunter had reached outknowing that I was back in the
market after selling.
some businesses and our founder,Alex Blair actually I called him
because I knew he had someinteractions with a company that
wanted me to come work for him.
(05:06):
I met Alex for lunch one day andhe was telling me about Resta
Pros and I.
Where he wanted to take it.
And that lunch meeting turnedinto an interview.
And I think with my pastexperience in streamlining,
expanding and really being ableto put growth in, into a
platform for a brand new companywas just a great marriage for
(05:28):
both of us.
And started with Resta Pros inMay 22.
We had six locations and onething about Resto Pros is
they've always had a greatfoundation.
They knew who they were as acompany.
We knew what we were going intoto a market and to this day
we've had enhanced a lot of theprocesses, a lot of the
deliverables, the foundation andrelationship building in the
(05:54):
market is still one of our mainbread and butter.
That we have.
And it has really just takenthis brand to, to a different
level in the market.
We, like I had mentioned, westarted out in May of 22 with
six locations, and today weproudly are 125 locations across
(06:16):
39 states and over 400territories.
giuseppe_1_05-13-2025_1408 (06:19):
Wow, that is a absolutely amazing.
I didn't realize, just basicallythree years ago.
shannon-roderick_1_05-13-2 (06:23):
Ago.
I know.
Just had my anniversary lastweekend.
giuseppe_1_05-13-2025_1408 (06:27):
Yes.
congratulations.
Happy Mother's Day.
You hit'em all this month.
for the audience, not notfamiliar with Resto Pros, who is
Resto Pros, what those restoPros offer?
shannon-roderick_1_05-13- (06:35):
Sure.
Resta Pros is a mitigationcompany.
mitigation, meaning there wasdamage, it might have been
caused by water, fire, mold,smoke, storm damage have been, a
bathroom overflow.
It is where it just cannot beremediated with just a house fan
or a towel.
You're soaking up some damage orjust removing it.
(06:58):
It is really where we have to goin, remove the damaged material,
dry out, get the structure,whether it's commercial or
residential, into a safeenvironment.
And then some of our locationstake that service a little bit
further.
We always say we have to startout with mitigation, right?
We've gotta, we've gotta cleareverything out.
(07:18):
And some of our locations nowhave brought on rebuild to, to.
Make sure that property can berestored to its original
condition.
giuseppe_1_05-13-2025_1408 (07:27):
With Resto Pros there was I'm not
sure of the date, and this is aquestion I had for you, but B.
Rugged brands tell us a littlebit about that and maybe any of
the other brands that fall intothat parent company or that,
that umbrella.
shannon-roderick_1_05-1 (07:40):
Because of the success with Resta Pros
and the team behind thatsuccess, our founder is a very
innovative individual and wereally did.
You, when you have somethingreally good, you've got the
secret sauce.
We've got the boilerplate.
And more than anything, we hadthe vision of services and home
services we wanted to bring toour markets in the, in
(08:02):
surrounding communities.
And so Alex de developed acompany a parent company.
Called B.
Rugged Brands, and that is goingto house our home ser our
different home services brandsWe're cleaning out damage.
We are sometimes in sewer andwhat we call in this business
(08:22):
category three.
You would not drink it.
You would not wanna sit in it,you would not it's bad.
It's contaminated.
We, you've gotta cleaneverything that it has touched.
second brand that we haverecently launched is called
Scoop Brothers.
And Scoop Brothers is going tobe a pet waste valet service.
We are going to be able toservice both residential and
(08:45):
commercial and along with, petwaste removal, scooping it if
you so inclined to, categorieslike that.
We are able to put in thecommercial pods, that you see
the pet waste pods that goaround and we will be able to
service those also withinstallation or maintenance on
'em.
giuseppe_1_05-13-2025_ (09:05):
Awesome.
And with B.
Rugged what is the plan, I guessgoing forward?
Is it to, you said.
Keep it all, is it gonna bejokingly, you said, the two
brands are similarities betweenthe two, but
shannon-roderick_1 (09:16):
cleanliness.
giuseppe_1_05-13-2025_140 (09:16):
Yeah, what, what does the future, for
the brand look like?
shannon-roderick_1_05-13-202 (09:20):
We are gonna look at some more home
services brand brands thatreally are more of a, of either
a subscription based model thatit's reoccurring.
And, or.
Needs based, we really have aniche in in this emergency
services through quality ofwork, reaction to in response
(09:41):
time and just how we deliverthings to insurance and to our
customers.
As far as estimates, quality ofwork and really it's through
documentation we have.
Just taken Resta in what we canbuild onto it to with
technology.
We've got Matterport where wescan the whole house and the
(10:02):
property and.
Last time, when's the last timeyou did inventory of your house?
It is just a, it's a leavebehind link that I know I
haven't just being able, ifsomething ever happened, we have
some technology, if we didservices at your house, that we
would be able scan and be ableto store those or send you the
(10:22):
link.
As a homeowner so that you hadit after we were done.
But really, when it comes to B.
Rugged, it is we really wannaattract brands that are needs
based and that we can havemulti.
Brands into a market andhopefully, potentially some of
our owners have, they're addingto their portfolio if they such,
(10:47):
if they like it.
But I know that even with ourcurrent Resta pros owners, they.
Trust, liked and respect theteam that built Resta Pros
behind it.
Same team is under B.
Rugged.
And we're just really proud ofit.
We're really proud of this, theservices and the systems that
that we produce in these brandsprovide.
giuseppe_1_05-13-2025_140 (11:09):
Yeah, support is big and we're gonna
talk about support and feedbackhere in, in a little bit, but
go, going back to B.
Rugged.
What is the, we've had a couplecompanies where they essentially
were representing, five or morebrands underneath their
umbrella.
What is the advantage to apotential franchise owner?
So maybe they start, they'retypically starting off with one
(11:29):
brand, which is usually what Irecommend.
Especially most of the peoplelistening here are corporate
executives.
Maybe they're making that leapfor the first time into
entrepreneurship.
What are some advantages there?
Is there any sharing oftechnology, marketing?
You had mentioned teams, butwhat other advantages?
Even from the standpoint of.
Being the, maybe the first tosee the new brands that are
(11:50):
gonna be launched.
shannon-roderick_1_05-13-2 (11:51):
Sure we do have a lot of, we've got a
lot of shared services just withour marketing, we have a great
digital marketing partner out ofAtlanta that has really taken
all four brands B.
Rugged.
We've got Resta Pros, we've gotScoop Brothers.
We have a new brand out therecalled, crawlspace guardian.
(12:13):
And that is gonna focus on theencapsulation and crawlspace
needs for homes.
Which is so important'cause weknow that if we're taking care
of that underneath, that youwanna take care of the
foundation of your home and whatit sits on or that can, we're
not taking care of that base.
It can start causing moreproblems.
And what I think is importantabout B.
(12:35):
Rugged is that, having theshared vendors, having the
shared services, They all knowour mission.
They all know where we're going.
And I think more importantly,it's just the standardization
that we know what kind ofquality that we're getting in,
into a partner and I thinkthat's really.
(12:58):
Something that you have to hangyour hat on because we, we do we
did a lot of research.
We made sure they could scalewith us.
But like we do in Resta proslike we do with all of our
customers, I.
Business starts with arelationship and, having those
strong vendor relations thatwhere each brand is heading and
(13:19):
can satisfy it and be there forour owners, I think is really
important.
I think the second thing aboutthe shared services, we've got.
Our vehicles, right?
There's a different vehicle foreach of these brands.
And there's some, cost expensecontrol, with that.
And we've got some benefitsthat, that will also, as we use
one for one brand, we can use itin another.
(13:40):
We should see some of thosesavings across the the whole
company.
giuseppe_1_05-13-2025_140832 (13:45):
I like that.
Yeah, because some, sometimespeople will ask, is it better to
stick with one brand, add acomplimentary brand?
And there's pros and cons,there's differences.
I don't even like to say prosand cons.
I like to say there'sdifferences and I.
Sometimes the options may not bethere.
Maybe an instance where theterritory was sold around you
and now you're looking at acomplimentary brand.
(14:05):
So it's good to have thoseoptions because I always
encourage everyone to think outwhat do the next five or 10
years look like?
Are you looking for a quickerexit or you're looking to create
a legacy for your family?
So these are all things I havethem.
Maybe not necessarily decidingon day one, but just thinking
about as they, you expand theirbusiness.
That's a big one.
In, in our last conversation,one thing that really attracted
(14:28):
me to Resto Pros and we'vehelped quite a few people move
forward specifically with RestoPros, is the support.
And not only support, you're,the lines of communication are
completely open.
Checking in with franchisees andthings like that, which I think
is a major differentiator, we.
We speak with, numerous brandsand the level of support is
(14:50):
definitely on the high endknowing what's going on with
each franchisee.
What their thoughts, where theirneeds are, what maybe what their
struggles are.
Can you elaborate a little biton that?
Because, you hear, and it'sbeen, I believe in a way,
overused, responsiblefranchising.
What is that?
And I've seen it take all thesedifferent directions, but it
really boils down to, to supportand communication.
(15:11):
So can you expand a little biton.
Or elaborate a little bit on,what, you know how you work with
your franchisees.
shannon-roderick_1_05-13- (15:17):
Yeah, absolutely.
And I have to tell you our levelof support almost came by
default I probably, a little bitof a unicorn because I had zero
franchise experience.
Alls I knew is that there was anowner, they invested money and
we needed to support'em.
giuseppe_1_05-13-2025_14 (15:35):
Right.
shannon-roderick_1_05-13-2 (15:36):
told me that, oh, we could suggest
some things.
Nobody said, Hey, I came from.
A business where we owned theseproperties.
We owned these entities and itwas, over a hundred locations
across the us And so ifsomething didn't work out, you
(15:57):
went to that location, yousupported the team that was
there, you put action plans inplace.
And, we just said, Hey, we'regonna follow up with you and
we're gonna right the ship andwe're gonna keep moving.
in franchising, I said we'rejust, we're gonna go support'em.
We're gonna put people in, inthe market, we're gonna put
people in the field.
We're gonna have meaningfulconversations with our owners
(16:20):
because they just didn't buythis franchise to let it sit on
the shelf.
They didn't let it, just fall,but.
What we really recognized in thevery beginning is a ton of our
owners came from beingresponsible for somebody else's
assets and liabilities, and nowthey're responsible for their
(16:40):
own.
What we did realize very quicklygetting into this is we needed
to help them.
Set up their business, run theirbusiness, learn a new industry,
and we really we dumbed it down.
It Do you know how to do this?
Yes, I know how to put my namein here.
Okay, Do you know that you needthis general liability?
(17:03):
Do you know how to go down andget a business license?
And so when you give that levelof support.
It automatically buildscomradery within your company
and a culture.
that is one thing that we reallydo mean.
What we say is when you becomepart of B.
(17:24):
Rugged or you become an owner inResta Pros or Scoop Brothers, is
just not a gimmick.
It's just not a one-liner.
You are part of this familybecause I take responsibility
for and so does the rest of ourteam.
invested your hard-earned moneyinto a brand and we need to
deliver on that.
(17:44):
And so I think really having thelevel of support and growing at
the same time is alwayslistening to your franchise
owners.
seeing, you hear one thing?
Yep.
We're gonna address it and sayyou hear two or three things.
Okay.
Let's talk to the team and seeif anybody else has heard it.
(18:06):
You hear four, five, and six.
We need to put a process inplace to either correct it,
either celebr celebrate it,correct it, or why does it keep
coming up?
giuseppe_1_05-13-2025_140 (18:14):
Okay.
shannon-roderick_1_05-13-2025 (18:15):
I think having that impact of
being hands-on and not whenshould we launch it?
Not waiting.
When should we change it?
We heard you.
We need to help.
We're gonna change it now andwe're gonna keep the ball
moving.
And I think that has a lot to dowith our success is that we
listen, we listen to the system.
giuseppe_1_05-13-2025_140 (18:39):
Yeah, and that's it, right?
You may think you had it figuredout, but.
The people that are runningtheir businesses every single
day they're coming across there.
There's gonna be some issues,maybe, I don't know, something
needs to be a change that needsto be changed, whether it be the
pricing, maybe the marketing,maybe the target, who you're
going after.
I think that's huge.
And when I check in with peoplewe've helped over the years
(18:59):
sometimes they'll say I feelbad.
Asking about this or they maythink they're the only person
experiencing that issue.
And I said, that may be thecase, but it probably isn't, and
you should really check in.
With the franchisor, usuallythere's a coach assigned, you
speak directly with thefranchisees.
That's not the case for everybrand.
So I always say reach out ifyou're having issues, bring it
(19:20):
up.
If the financials aren'taligning, bring it up.
Maybe some, maybe you'reaccounting for something
incorrectly.
Maybe there's just a mistake inthe chart of accounts.
Whatever it is, go back to thefranchisor.
And it's amazing how many peoplesay, you know what?
I should have done that.
Not sure why I didn't.
And on the flip side, you maythink every, everything is going
well and there's no, nocomplaints.
(19:40):
System's growing and some of thefranchisees may be struggling.
So I always encourage them,bring it up.
And it's not to complain, butjust to say, Hey, maybe this
isn't working.
I, there needs to be a betterway, or maybe we need some
retraining.
And we need some additionalsupport.
So I think that's.
That boils down to, would yousay culture or, we call it
support, but I all kind ofblends together.
(20:02):
Support culture feedback.
I think that's that's a bigpart.
And you'll get to hear that whenyou're talking to franchise
companies and speaking with thefranchisees on those validation
calls, you'll get to heardirectly from franchisees if the
franchisor has that open doorpolicy, if they're supportive,
if they're.
Acknowledging, of any issues andtrying to, work with you and
(20:22):
help you.
Anything I'm missing there?
'cause I think that's a bigpiece and I, it's a, it's an
area I see a lot of people notasking about.
shannon-roderick_1_05-13- (20:30):
Yeah, I, you hit the nail on the head
I think.
I think it is.
I think it is, being able to.
To be accessible right in, inletting your owners, I hate keep
saying, franchisees, they arethey're owners and they help us
build this brand every day.
But knowing that they have thataccessibility to, to the team
(20:53):
and that they have the.
have the freedom right to saywhat's on their mind because
they are part of a family.
What family discussion have youhad, with within your own, and
it's always been, positive orgreat.
And one thing is that I trulybelieve that everything has a
solution.
And if we know about it, then wecan help solve it.
(21:13):
If we don't know about it thatwe can't do anything about it.
So we always really try to, endevery conversation we tell our
team, let me know if there'sanything we can do.
Please.
Don't be, whether it's carrierpigeon, email, text message, or
phones are always open.
Our doors are always open, butwe to become a better brand.
(21:34):
We need to hear from our ownerswrong or indifferent.
And as long as you can acceptopenness and not know that,
you're the master of all theanswers, I think you're just,
your brand can continue to growin a positive manner, and then
it leads, really to someownership on our owners, right?
(21:54):
It, for example, something cameup and did you let anybody know?
No.
Why not?
I didn't know if it would reallyaffect anybody.
Actually let's put it out there.
You bring a problem to me.
I'm gonna ask our franchiseperformance directors.
A lot of people in this worldcall'em coaches but they are
responsible be.
(22:16):
For, between, 30 and 35locations per FPD in our
organization.
And they are there to just focuson those locations and being
able to help.
So I think the more that we cancommunicate to them, Hey, put
this out to your division oryour region, see if they're
(22:36):
having these same things, thenit's easier to move that needle
to correct anything that, thatwe need to address.
giuseppe_1_05-13-2025_1408 (22:42):
Love it.
Yeah, it sounds so basic and sosimple, but you guys do a really
good job and even prior to that,it's just.
This is the anxiety levels arereally high.
You don't know what you don'tknow.
I know when I started over 20years close to 20 years ago in
franchising, there was all thesethings on my mind.
Who do I hire?
Who do I get for payroll?
When do I set up my legalentity?
(23:04):
What about all the other legaldocuments?
Do I need a franchise attorney?
There's so many moving parts andwe help.
Or we can, but I like that youhave that checklist, putting
yourself, putting yourself intheir shoes basically.
The many of them have neverowned the business before.
So really giving'em kind of stepby step, as you mentioned, these
are the things you have to do.
And maybe not throwing'em all,throwing it all on their plate,
(23:24):
but just saying maybe the, theseare the first five things you
need to do.
And break it down because itdoes become.
Overwhelming if you've neverdone it before.
And some people may be stilltransitioning out of a job or,
maybe they just left their job,but they, they got, they're
prioritizing everything.
When do I order the truck?
When do I start hiringemployees?
So that roadmap, that, thatguide, I think is, is crucial
(23:44):
and it definitely helps with thenerves and, helping them make
better decisions in that, wehave a plan and this, the, these
are the five items we have totackle this week.
That's a big part.
And those are some of thequestions and that I get
concerns like where the heck doI even start?
And I go that the franchisorwill assist you in, in that
process.
What else, stands out to youfrom a support standpoint?
(24:07):
With Resto Pro we'll call it B.
Rugged because you have multiplebrands that, that really go over
and beyond.
Supporting franchise owners.
They're, a lot of these ownersare first time owners.
So what else from a supportstandpoint are you offering to a
system?
shannon-roderick_1_05-13-2025 (24:22):
I do think I think what's, what
sets us apart and what allows usto support is.
The comradery in and the care.
I am not just here to take aroyalty.
I, we have always said that wewant to, we want these brands to
change people's lives, right?
(24:43):
They were doing what they weredoing, they invested their money
in something and we wanna givethem the roadmap to, to be able
to be successful.
And I think.
A listening b being innovative.
I always tell people, they'relike, wow, the training for when
(25:03):
we started as an early adopter,zero to 30 looks completely
different now at 1 0 5 and one10 and things like that.
And I said, because.
Everybody's human, right?
And when we get these questionsand presentations or in training
in our new owner training and wecome across to somebody, I think
(25:25):
it is always really importantto, to have an open mind and
being able to make the systembetter and to ask questions.
We have discovery days andprobably about three months ago.
We had about 15 people in thisdiscovery day.
And I looked at one of mycoworkers that we were
(25:47):
presenting with, and I said, wehave a problem.
She's I thought that DiscoveryDay went really great.
And I said, no, the discoveryday went great, but we've made
the presentation where nobodyhad any questions And that makes
me nervous.
And she was like that means we.
We've made the presentationgreat after everyone.
And I said but we need someinteraction.
(26:09):
We need to be able to challengesome of these owners to to get
better with our presentation.
Is it that we should be divinginto more digital marketing and
what our plan is for that?
Should we be diving into whatlook like you, what you wanna
look for in recruiting, you knowwhere that additional is.
I think if you have an open mindto keep challenging the system
(26:34):
and yourself to become better, Ithink that support just falls in
in line of what we're providingour owners.
I.
If you stay stagnant, yourowners are gonna stay stagnant.
And I don't think that's a goodway to, to stay in, in market.
I don't think that is a good wayto build a brand, but more
(26:54):
importantly you gotta be up withthe times and know and have the
flexibility to make somepositive changes to retain more
market share.
giuseppe_1_05-13-2025_140832 (27:03):
I love that.
That was great.
I completely agree.
People listening in, they, wehave, we, we mix up the topics
of the shows and, but one thingI always like to ask is, if you
can share some advice, so a lotof people are make are looking
to make that first leap.
So they've never owned abusiness, maybe they had an
Airbnb that's been a commonbusiness theme.
(27:26):
But what advice would you giveto someone that is.
Maybe sick of the corporategrind.
They don't wanna work for theiremployer anymore.
They've explored businessownership but are struggling
making that decision or takingthat leap, what advice would you
give to that corporate person inthat specific situation that is
really scared to make the leapand leave that job?
shannon-roderick_1_05-13- (27:47):
Sure.
think and that's where that'swhere I'm unique too because, I
didn't get into this position bycoming up through, through the
ranks.
And so a lot of the advice, alot of the talks that that I get
to have with Is about makingthat leap.
I was in corporate America, inthe automotive industry.
(28:10):
Something happened where I said,man, I really love business.
My family was in business forover 160 years multi-generation.
Yes, I, sisters and I broke myfather's heart when we left
Michigan and came down south anddidn't take it over.
We were the last generation tokill it, but.
One of the things that I wouldalways say is do your research
(28:33):
This is till I, I say this toevery probably some of your
candidates that came, that youbrought to Resta Pros is don't
rely on somebody else to tellyou about the research in your
market.
you are looking for a brand, ifyou are looking go out.
And I did that as a businessowner.
When I was looking at arestaurant or I was looking at a
(28:54):
retail space, I would go whenthey first opened up, I would go
during the slow times.
I would go during a high peaktime.
is somebody, if they'reoperation only stayed open until
six, what did operation, whatdid business traffic look like
at seven?
giuseppe_1_05-13-2025_14 (29:09):
Right.
shannon-roderick_1_05 (29:10):
potential for me to expand?
And I would say a, do theresearch about the market in the
brand that you're looking at.
remember and this is somethingthat people always, I always
pause when I hear, why do youwanna become a business owner?
And they immediately say, I wantmore freedom.
(29:31):
I will tell you now, folks.
Business ownership does not giveyou more freedom.
You are 24 7.
But what it does is that itgives you the flexibility to
create your own career path,right?
And it for your family, for youfor any legacy.
It gives you that flexibility.
Because like we always say, youare gonna do it one way because
(29:55):
you were investing the money init.
Somebody else you're is gonnawork for you.
But the biggest thing that Ialways tell people is do
self-evaluation.
And self-evaluation is going tobe, that's the last key to it.
Do your research, make sure thatyou understand your why and
lastly, self-evaluation.
(30:16):
Are you somebody that can bedisciplined to follow a process?
you someone that can hold andarticulate expectations?
And then lastly, are you able tohold people accountable to your
expectations And be disciplinedagain?
(30:36):
It's a full circle.
It comes around, it's not bad ifyou don't like to stay within
some guardrails, it's not bad.
It's just, I think each businessowner needs to know their
strengths and their weaknessesand be able to build a team
around all of those differentqualities.
giuseppe_1_05-13-2025_1408 (30:54):
Yeah I love that you don't, it's
franchise ownership.
It's.
You don't need experiencenecessarily in the industry the
franchisor can teach you.
But ultimately what do you bringto the table?
What's your role?
What's that transferableskillset?
Coming from Wall Street andyou're getting into the
restoration business.
Sure.
If you're an extrovert, ifyou're great at networking and
(31:14):
can manage teams franchiseownership, that added layer, I
always say you have to make sureyou can follow.
Systems.
We're not buying the McDonald'sof the worlds to change their
menu.
But if you're open and honestand what do you want?
What are you looking to create?
What do you bring to the table?
There, there are no right orwrongs.
Sometimes it's it, moreimportantly than anything else,
(31:34):
it's, I wanna make a lot ofmoney, but I do want the
flexibility to, for me, become asoccer coach and, coach the
kids' games and I've.
I don't think I've missed a gameever and since my son was four
years old or my daughter's GirlScout events and music and
things like that.
Jot those things down.
There's no right or wrong.
Not the I always get the whatifs.
It depends.
(31:55):
At the end of the day, what doyou anticipate or what do you
envision your ideal businessbeing from the role to the
people you're doing businesswith, to the people even you
employ?
Are you okay?
Do you want the system, I alwayssay built for you?
Or do you want to build it fromscratch?
These are also questions to helpyou figure out if a franchise
could be a good fit.
But these are all valid things.
There's not, you don't have todo research.
(32:17):
You really have to look inwardand figure out, do I, am I okay
with this?
The realities of businessownership are, it's not easy.
As you mentioned, you're notgetting any time freedom.
You're gonna be working yourbutt off that first year.
You're gonna be investing money,working your butt off and trying
to.
Build that right team.
I think being honest and settingthe expectation and some of the
(32:38):
people will filter themselvesout and say, you know what?
The timing isn't right, or I'mnot willing to take the risk.
And it's then you gotta go backto that.
Why?
If the why is strong enough,then you have to figure out will
my current job get me to this?
Why?
And that why is, not missing thegames and the family event.
That y has to be very strongbecause there's gonna be ups and
downs.
It's, business ownership iscyclical.
(32:59):
I always stress that, and peoplejust wanna dive in and talk
about brands, and I'm like,we're gonna get into all that.
And I know they get superexcited, what do you got?
Show me what you got and, whatare they, restaurants, non
restaurants.
You wanna get clear on that Onceyou have the foundation, we can
figure out, I think finding thebrands is actually easier than
people think.
The hard part is getting themget, getting people to open up
and being honest with themselvesas to what this vehicle they're,
(33:23):
what they're looking for this,what they're looking to get from
this vehicle, I guess is what Iwas trying to say.
I get really excited about thatbecause, people wanna dive into
the brands on the first call andI'm like, I know nothing about
you, let alone, even if I did wewould still have to see what's
available in your market.
Did I miss anything there?
'cause this is such a crucialpart of this whole process that
people just glance over andjust, dive in.
(33:45):
And I call it they settle, let'sI don't wanna work nights and
weekends, but I'm gonna buy arestaurant because I love the
sandwiches at this franchise orthe burgers here.
And they don't realize okay,you're open seven days a week,
holidays, weekends, you got alot more employees.
You have a lot more turnover.
I feel like I, I don't know.
I talk about it all the time andthen I'll get on that first call
and people want to dive in andtalk about the brands available
(34:07):
in the market.
shannon-roderick_1_05-13-2 (34:08):
take such a great and a lot of even,
your counterparts I, you takesuch pride in really, I.
research that you do in brandsand you wanna be able to guide
those folks.
I remember you saying, listen, Ionly give people a couple of
brands'cause I don't wanna get'em overwhelmed.
I,
giuseppe_1_05-13-2025_14083 (34:27):
All right.
shannon-roderick_1_05-13-20 (34:28):
out their why.
I find out their likes becauseif you don't like what you're
do, and I can't give you a, abrand that you're not gonna or
an industry that you're notgonna
giuseppe_1_05-13-2025_14 (34:36):
Right.
shannon-roderick_1_05-13-20 (34:36):
You wake up every day and you know
you don't like dirt and you.
You a landscaping company, thisisn't, that's not gonna be a
good fit.
I love that aspect of, you'realso doing the research on that
individual and trying to makesure that you can present brands
that, that makes sense and beable to give them the full
(34:58):
scope.
I think if you give somebody 20brands and it's all over the
board.
giuseppe_1_05-13-2025_14 (35:03):
That's a lot.
shannon-roderick_1_05-13-20 (35:03):
not gonna, not gonna be able to
move.
So I, I would say that anotherthing that, that I would say too
about franchising and going fromworking for somebody else to
working for yourself is the whyis important, but it's also,
what are you.
What are you looking to get outof it?
(35:24):
And I think that's what makes B.
Rugged really really specialbecause we know not one size
fits all.
It just doesn't, there are somany different people and
there's so many differentbehaviors and personalities and
things like that we really do.
We start out owner operator, wehave an option for semi
(35:45):
involved.
then we have the executive modeland we have something for every
single brand, in one of thosethree options.
And we go through that from thevery beginning with our
prospects.
We'll say, Hey, what, we knowyou don't know everything about
this brand, but right now,today, if we were to award you
(36:08):
something, what would you do?
How would your business bestructured?
giuseppe_1_05-13-2025_14 (36:12):
Right.
shannon-roderick_1_05-13-20 (36:13):
I'm in this job.
I need the business to get uphere.
Okay, now we know your goalsinstead of you need to be in the
market seven, seven days a weekfrom seven in the morning until
three in the afternoon.
We're gonna have to help youbuild a team to fill that role
because you're not gonna be ableto do it if you're semi
involved.
And I think it's important to,to be able to listen.
(36:37):
our owners and one thing that Iwill tell you I've learned is to
be absolutely transparent inyour business we have such a
long relationship with theseowners that is the best, team
building, brand building.
(36:58):
That you can do because themessage doesn't change.
They come through and you'rethere to be really guiding them.
But that is what I mean when wesay Resta Pros Foundation.
We've never changed thefoundation.
We want you to go out and buildrelationships that starts from
(37:19):
our vendors to our customers.
And.
And that model, I think is justin important to, to be
transparent.
When they get into the system,they're gonna, they're gonna
find out if you weren't anyway.
giuseppe_1_05-13-2025_1408 (37:34):
Yeah you're exactly, this is what, 10
year agreement, right?
Usually.
This is a marriage, is this issomething long term.
You need to be really clear andyou guys do a great job.
Who is our ideal, who's ourfranchise avatar?
If some brands need you to befull-time and you're like I'm
keeping my job the first year.
That's great.
This is just, maybe this isn'tgonna work unless you have the
(37:54):
opportunity to really leave thatjob.
But that role has to match who,that, that franchise avatar is.
Sometimes I've seen brandsstruggle with that.
I.
Semi involved, not semiinvolved.
They kind, they're not veryclear.
So being very clear on that end.
That way it's, Hey, maybe RestoPros isn't the best fit for you,
but Scoop Brothers may be thebetter fit or vice versa.
(38:16):
And that's another advantage ofworking with a, a parent company
that has multiple brands.
So I think that's a, it's amajor advantage.
With that being said, I alwayslike to end the shows with a fun
fact.
So I don't know if you rememberwhat you put on the forum, but
fun, fun fact.
Yeah.
And what is that?
I,'cause I this one I like and Ihave an add-on to yours, but
I'll let you go first.
shannon-roderick_1_05-13-2025 (38:36):
I do.
It is a fun fact is I ha enjoyskiing, water and snow.
But a fun fact in my youngerdays literally slalom course
every day
giuseppe_1_05-13-2025_1408 (38:50):
Wow.
shannon-roderick_1_05-1 (38:50):
beating the streets, and now my boys who
are now 18 and 19, they're like.
Oh my gosh.
You can still do it.
So that is my one thing that Ido as we all continue to get
older every year.
I still continue to do the thingthat I've done since I, I've
(39:12):
learned how to ski when I wasfour years old water ski when I
was four years old.
And still do it every summer.
Every opportunity.
giuseppe_1_05-13-2025_14 (39:21):
That's awesome.
Yeah, skiing, I've always I'llthrow a fun fact at you and a
reason you'll probably neverever invite me skiing is that I
went skiing I'll be 47 thisyear.
I went skiing two years ago forthe first time in Vermont with a
good friend of mine, and I wason my.
Probably my back or my butt thewhole time.
I could not, I've ne I don'tgive up very easily, but I gave
(39:42):
up on skiing that first day, somaybe one of these days may
maybe I just needed some extraguidance or coaching.
But I literally had kids skiingaround me as I'm on the kitty
slope on my butt half the timeor pretty much the whole time.
So that's my little fun fact toskiing.
But I've always envied peoplelike, wow, this is.
Absolutely unbelievable.
(40:03):
My, my son who was 15 at thetime picked it up immediately.
He's an athlete and I've neverbeen so frustrated before.
Ended up drinking coffee theentire day, watching them to go
down the slope.
So if you have any tipsdefinitely send our way.
But I think I'm gonna give itone more shot and then that may
go I.
shannon-roderick_1_05-13- (40:20):
it'll be, I, And I think it's so funny
because grow, growing up inMichigan, all of our snowhill
up, up north we're.
Built around golf courses,right?
When the golf courses weren'tused in Michigan, we would, bump
out some hills and things likethat on the fairways.
And that became, our ski hills.
giuseppe_1_05-13-2025_14083 (40:41):
All right.
shannon-roderick_1_05-13-2 (40:41):
then moving down to North Carolina,
we have a mountain that is abouttwo hours away and it's 55 0 6,
right?
It's.
Elevation 55 0 6.
It's a little bit higher thanwhat we would see in Michigan,
and then we ventured out west.
I have never skied in NorthCarolina again because I think
(41:04):
just learning out there andcontinuing it is just, it was a
game changer for us and ourfamily.
So I give a, give it anothershot.
giuseppe_1_05-13-2025_14083 (41:13):
One more shot.
Okay.
shannon-roderick_1_05-13- (41:14):
I've.
giuseppe_1_05-13-2025_14083 (41:16):
You have faith?
Okay, you haven't seen thevideo.
I wish someone took video.
'cause after the video youprobably say, you know what,
maybe not.
But we'll we're gonna give itone more shot.
I promised my son we'd we'd goout one more time.
But I do appreciate you comingon the show.
This was, it was really fun.
I jokingly said, wish werecorded the first conversation.
We were covering quite a fewtopics, but looking forward to
you bringing back on and keepingus with updates.
(41:37):
Right on, on B.
Rugged.
Additional brands that, that arecoming to market.
Looking forward to that andlooking forward to seeing you
soon in Cincinnati.
shannon-roderick_1_ (41:45):
Absolutely.
Thank you so much
giuseppe_1_05-13-2025_1 (41:47):
Thanks, Jen.
shannon-roderick_1_05-13-2025 (41:47):
I appreciate it.
giuseppe_1_05-13-2025_1 (41:48):
Thanks.
It was great.
Take care.
shannon-roderick_1_05- (41:50):
Bye-bye.
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.
And it has really just taken this
(00:02):
brand to, to a different levelin the market.
We, like I had mentioned, westarted out in May of 22 with
six locations, and today weproudly are 125 locations across
39 states and over 400territories.
Business ownership does not giveyou more freedom.
(00:23):
You are 24 7.
But what it does is that itgives you the flexibility to
create your own career path,right?
giuseppe_1_05-13-2025_14083 (00:31):
The realities of business ownership
are, it's not easy.
As you mentioned, you're notgetting any time freedom.
You're gonna be working yourbutt off that first year.
You're gonna be investing money,working your butt off and trying
to.
Build that right team.
Welcome to the Franchise FreedomPodcast, where you can escape
the corporate trap throughfranchise ownership.
(00:51):
Here's your host, Giuseppe gr,the franchise guide.
giuseppe_1_05-13-2025_1 (00:59):
Welcome to the Franchise Freedom
Podcast.
I'm your host, GiuseppeGrammatico, your franchise
guide, the show where we helpcorporate executives experience
time and financial freedom viafranchising.
Thanks for joining us today.
we have an awesome guest for youtoday.
Before we dive in, just wantedto thank you for joining.
If you have any questions, ifyou have any ideas for topics
send it to us our way.
(01:19):
You can email us directly,gg@ggthefranchiseguide.com You
can leave a comment in any ofour social posts, YouTube.
We really appreciate it.
Let us know what you'rethinking, topics, questions
concerns you have.
We would love to make sure weaddress those concerns and
questions on future episodes.
We are bringing on my goodfriend Shannon Roderick on the
(01:40):
show.
Shannon, welcome to the show.
shannon-roderick_1_05-13- (01:42):
Thank you.
I appreciate it.
giuseppe_1_05-13-2025_140832 (01:44):
If you could give the audience a
little bit of background alittle bit about yourself and
how you got into franchising.
shannon-roderick_1_05-13- (01:50):
Sure.
Absolutely.
Thank you.
It started out as a collegeathlete and going into, played
volleyball in college and had anopportunity to play at a private
business school in Michigan.
And, it was so amazing to see,and this school now actually has
franchising as a degree.
(02:12):
And it was called NorthwoodUniversity in Midland, Michigan.
And they were always basedaround free enterprise, right?
Entrepreneurship and reallydeveloping.
Strong business characterscoming out of there and just had
a great experience four yearsthere and then fell in love with
the automotive industry.
(02:32):
Obviously being in Michigan andthe big three were a big
contributor.
To that university.
And after that got into theautomotive car sales and
dealership operations there andhad a great opportunity to start
with a a brand new companycalled Sonic Automotive.
And Sonic Automotive startedwith three dealerships and grew,
(02:57):
took the company public, and wewere really a consolidator.
Back in, in the late 1990s.
A lot of those first generationowners were getting ready to get
rid of their dealerships andSonic was there to go ahead and
either acquire do a merger withthe current owners and so on and
so forth.
And just a great run that I hadwith them.
(03:19):
Just learning processes,efficiencies.
And really the expansion, right?
A across the country and dealingwith different personalities and
things like that.
that ended right before the fallof the automotive industry
actually in 2008.
Had two young boys at the timeback to back and knew that I
(03:40):
couldn't be a stay at home.
But I came from a long lineageof family business.
And started buying up companiesin Charlotte.
It was a great time to open upand buy companies because it was
in the R word, it was in thatrecession phase.
And a lot of those businesseswere valued undervalued.
(04:00):
And we just started buying themup.
And so a couple of'em, we wouldthink about franchising.
But then we really just stayedwithin the local markets and
still have one in business thatmy, my husband runs to this day
in the hospitality industry andsold off the other ones be
before before Covid hit.
(04:23):
then how I got into franchising,to be honest with you.
Through all of those experiencesin business, I always say it's
COC, it was'cause of Covid.
I really wanted to get into aneeds based and not so much
those businesses that I hadbefore were hospitality and
retail.
And when you come into somethinglike this, it, it really or
(04:44):
gives you a clear vision of whatyou may not wanna struggle
through, if something like thatshould happen again.
And headhunter had reached outknowing that I was back in the
market after selling.
some businesses and our founder,Alex Blair actually I called him
because I knew he had someinteractions with a company that
wanted me to come work for him.
(05:06):
I met Alex for lunch one day andhe was telling me about Resta
Pros and I.
Where he wanted to take it.
And that lunch meeting turnedinto an interview.
And I think with my pastexperience in streamlining,
expanding and really being ableto put growth in, into a
platform for a brand new companywas just a great marriage for
(05:28):
both of us.
And started with Resta Pros inMay 22.
We had six locations and onething about Resto Pros is
they've always had a greatfoundation.
They knew who they were as acompany.
We knew what we were going intoto a market and to this day
we've had enhanced a lot of theprocesses, a lot of the
deliverables, the foundation andrelationship building in the
(05:54):
market is still one of our mainbread and butter.
That we have.
And it has really just takenthis brand to, to a different
level in the market.
We, like I had mentioned, westarted out in May of 22 with
six locations, and today weproudly are 125 locations across
(06:16):
39 states and over 400territories.
giuseppe_1_05-13-2025_1408 (06:19):
Wow, that is a absolutely amazing.
I didn't realize, just basicallythree years ago.
shannon-roderick_1_05-13-2 (06:23):
Ago.
I know.
Just had my anniversary lastweekend.
giuseppe_1_05-13-2025_1408 (06:27):
Yes.
congratulations.
Happy Mother's Day.
You hit'em all this month.
for the audience, not notfamiliar with Resto Pros, who is
Resto Pros, what those restoPros offer?
shannon-roderick_1_05-13- (06:35):
Sure.
Resta Pros is a mitigationcompany.
mitigation, meaning there wasdamage, it might have been
caused by water, fire, mold,smoke, storm damage have been, a
bathroom overflow.
It is where it just cannot beremediated with just a house fan
or a towel.
You're soaking up some damage orjust removing it.
(06:58):
It is really where we have to goin, remove the damaged material,
dry out, get the structure,whether it's commercial or
residential, into a safeenvironment.
And then some of our locationstake that service a little bit
further.
We always say we have to startout with mitigation, right?
We've gotta, we've gotta cleareverything out.
(07:18):
And some of our locations nowhave brought on rebuild to, to.
Make sure that property can berestored to its original
condition.
giuseppe_1_05-13-2025_1408 (07:27):
With Resto Pros there was I'm not
sure of the date, and this is aquestion I had for you, but B.
Rugged brands tell us a littlebit about that and maybe any of
the other brands that fall intothat parent company or that,
that umbrella.
shannon-roderick_1_05-1 (07:40):
Because of the success with Resta Pros
and the team behind thatsuccess, our founder is a very
innovative individual and wereally did.
You, when you have somethingreally good, you've got the
secret sauce.
We've got the boilerplate.
And more than anything, we hadthe vision of services and home
services we wanted to bring toour markets in the, in
(08:02):
surrounding communities.
And so Alex de developed acompany a parent company.
Called B.
Rugged Brands, and that is goingto house our home ser our
different home services brandsWe're cleaning out damage.
We are sometimes in sewer andwhat we call in this business
(08:22):
category three.
You would not drink it.
You would not wanna sit in it,you would not it's bad.
It's contaminated.
We, you've gotta cleaneverything that it has touched.
second brand that we haverecently launched is called
Scoop Brothers.
And Scoop Brothers is going tobe a pet waste valet service.
We are going to be able toservice both residential and
(08:45):
commercial and along with, petwaste removal, scooping it if
you so inclined to, categorieslike that.
We are able to put in thecommercial pods, that you see
the pet waste pods that goaround and we will be able to
service those also withinstallation or maintenance on
'em.
giuseppe_1_05-13-2025_ (09:05):
Awesome.
And with B.
Rugged what is the plan, I guessgoing forward?
Is it to, you said.
Keep it all, is it gonna bejokingly, you said, the two
brands are similarities betweenthe two, but
shannon-roderick_1 (09:16):
cleanliness.
giuseppe_1_05-13-2025_140 (09:16):
Yeah, what, what does the future, for
the brand look like?
shannon-roderick_1_05-13-202 (09:20):
We are gonna look at some more home
services brand brands thatreally are more of a, of either
a subscription based model thatit's reoccurring.
And, or.
Needs based, we really have aniche in in this emergency
services through quality ofwork, reaction to in response
(09:41):
time and just how we deliverthings to insurance and to our
customers.
As far as estimates, quality ofwork and really it's through
documentation we have.
Just taken Resta in what we canbuild onto it to with
technology.
We've got Matterport where wescan the whole house and the
(10:02):
property and.
Last time, when's the last timeyou did inventory of your house?
It is just a, it's a leavebehind link that I know I
haven't just being able, ifsomething ever happened, we have
some technology, if we didservices at your house, that we
would be able scan and be ableto store those or send you the
(10:22):
link.
As a homeowner so that you hadit after we were done.
But really, when it comes to B.
Rugged, it is we really wannaattract brands that are needs
based and that we can havemulti.
Brands into a market andhopefully, potentially some of
our owners have, they're addingto their portfolio if they such,
(10:47):
if they like it.
But I know that even with ourcurrent Resta pros owners, they.
Trust, liked and respect theteam that built Resta Pros
behind it.
Same team is under B.
Rugged.
And we're just really proud ofit.
We're really proud of this, theservices and the systems that
that we produce in these brandsprovide.
giuseppe_1_05-13-2025_140 (11:09):
Yeah, support is big and we're gonna
talk about support and feedbackhere in, in a little bit, but
go, going back to B.
Rugged.
What is the, we've had a couplecompanies where they essentially
were representing, five or morebrands underneath their
umbrella.
What is the advantage to apotential franchise owner?
So maybe they start, they'retypically starting off with one
(11:29):
brand, which is usually what Irecommend.
Especially most of the peoplelistening here are corporate
executives.
Maybe they're making that leapfor the first time into
entrepreneurship.
What are some advantages there?
Is there any sharing oftechnology, marketing?
You had mentioned teams, butwhat other advantages?
Even from the standpoint of.
Being the, maybe the first tosee the new brands that are
(11:50):
gonna be launched.
shannon-roderick_1_05-13-2 (11:51):
Sure we do have a lot of, we've got a
lot of shared services just withour marketing, we have a great
digital marketing partner out ofAtlanta that has really taken
all four brands B.
Rugged.
We've got Resta Pros, we've gotScoop Brothers.
We have a new brand out therecalled, crawlspace guardian.
(12:13):
And that is gonna focus on theencapsulation and crawlspace
needs for homes.
Which is so important'cause weknow that if we're taking care
of that underneath, that youwanna take care of the
foundation of your home and whatit sits on or that can, we're
not taking care of that base.
It can start causing moreproblems.
And what I think is importantabout B.
(12:35):
Rugged is that, having theshared vendors, having the
shared services, They all knowour mission.
They all know where we're going.
And I think more importantly,it's just the standardization
that we know what kind ofquality that we're getting in,
into a partner and I thinkthat's really.
(12:58):
Something that you have to hangyour hat on because we, we do we
did a lot of research.
We made sure they could scalewith us.
But like we do in Resta proslike we do with all of our
customers, I.
Business starts with arelationship and, having those
strong vendor relations thatwhere each brand is heading and
(13:19):
can satisfy it and be there forour owners, I think is really
important.
I think the second thing aboutthe shared services, we've got.
Our vehicles, right?
There's a different vehicle foreach of these brands.
And there's some, cost expensecontrol, with that.
And we've got some benefitsthat, that will also, as we use
one for one brand, we can use itin another.
(13:40):
We should see some of thosesavings across the the whole
company.
giuseppe_1_05-13-2025_140832 (13:45):
I like that.
Yeah, because some, sometimespeople will ask, is it better to
stick with one brand, add acomplimentary brand?
And there's pros and cons,there's differences.
I don't even like to say prosand cons.
I like to say there'sdifferences and I.
Sometimes the options may not bethere.
Maybe an instance where theterritory was sold around you
and now you're looking at acomplimentary brand.
(14:05):
So it's good to have thoseoptions because I always
encourage everyone to think outwhat do the next five or 10
years look like?
Are you looking for a quickerexit or you're looking to create
a legacy for your family?
So these are all things I havethem.
Maybe not necessarily decidingon day one, but just thinking
about as they, you expand theirbusiness.
That's a big one.
In, in our last conversation,one thing that really attracted
(14:28):
me to Resto Pros and we'vehelped quite a few people move
forward specifically with RestoPros, is the support.
And not only support, you're,the lines of communication are
completely open.
Checking in with franchisees andthings like that, which I think
is a major differentiator, we.
We speak with, numerous brandsand the level of support is
(14:50):
definitely on the high endknowing what's going on with
each franchisee.
What their thoughts, where theirneeds are, what maybe what their
struggles are.
Can you elaborate a little biton that?
Because, you hear, and it'sbeen, I believe in a way,
overused, responsiblefranchising.
What is that?
And I've seen it take all thesedifferent directions, but it
really boils down to, to supportand communication.
(15:11):
So can you expand a little biton.
Or elaborate a little bit on,what, you know how you work with
your franchisees.
shannon-roderick_1_05-13- (15:17):
Yeah, absolutely.
And I have to tell you our levelof support almost came by
default I probably, a little bitof a unicorn because I had zero
franchise experience.
Alls I knew is that there was anowner, they invested money and
we needed to support'em.
giuseppe_1_05-13-2025_14 (15:35):
Right.
shannon-roderick_1_05-13-2 (15:36):
told me that, oh, we could suggest
some things.
Nobody said, Hey, I came from.
A business where we owned theseproperties.
We owned these entities and itwas, over a hundred locations
across the us And so ifsomething didn't work out, you
(15:57):
went to that location, yousupported the team that was
there, you put action plans inplace.
And, we just said, Hey, we'regonna follow up with you and
we're gonna right the ship andwe're gonna keep moving.
in franchising, I said we'rejust, we're gonna go support'em.
We're gonna put people in, inthe market, we're gonna put
people in the field.
We're gonna have meaningfulconversations with our owners
(16:20):
because they just didn't buythis franchise to let it sit on
the shelf.
They didn't let it, just fall,but.
What we really recognized in thevery beginning is a ton of our
owners came from beingresponsible for somebody else's
assets and liabilities, and nowthey're responsible for their
(16:40):
own.
What we did realize very quicklygetting into this is we needed
to help them.
Set up their business, run theirbusiness, learn a new industry,
and we really we dumbed it down.
It Do you know how to do this?
Yes, I know how to put my namein here.
Okay, Do you know that you needthis general liability?
(17:03):
Do you know how to go down andget a business license?
And so when you give that levelof support.
It automatically buildscomradery within your company
and a culture.
that is one thing that we reallydo mean.
What we say is when you becomepart of B.
(17:24):
Rugged or you become an owner inResta Pros or Scoop Brothers, is
just not a gimmick.
It's just not a one-liner.
You are part of this familybecause I take responsibility
for and so does the rest of ourteam.
invested your hard-earned moneyinto a brand and we need to
deliver on that.
(17:44):
And so I think really having thelevel of support and growing at
the same time is alwayslistening to your franchise
owners.
seeing, you hear one thing?
Yep.
We're gonna address it and sayyou hear two or three things.
Okay.
Let's talk to the team and seeif anybody else has heard it.
(18:06):
You hear four, five, and six.
We need to put a process inplace to either correct it,
either celebr celebrate it,correct it, or why does it keep
coming up?
giuseppe_1_05-13-2025_140 (18:14):
Okay.
shannon-roderick_1_05-13-2025 (18:15):
I think having that impact of
being hands-on and not whenshould we launch it?
Not waiting.
When should we change it?
We heard you.
We need to help.
We're gonna change it now andwe're gonna keep the ball
moving.
And I think that has a lot to dowith our success is that we
listen, we listen to the system.
giuseppe_1_05-13-2025_140 (18:39):
Yeah, and that's it, right?
You may think you had it figuredout, but.
The people that are runningtheir businesses every single
day they're coming across there.
There's gonna be some issues,maybe, I don't know, something
needs to be a change that needsto be changed, whether it be the
pricing, maybe the marketing,maybe the target, who you're
going after.
I think that's huge.
And when I check in with peoplewe've helped over the years
(18:59):
sometimes they'll say I feelbad.
Asking about this or they maythink they're the only person
experiencing that issue.
And I said, that may be thecase, but it probably isn't, and
you should really check in.
With the franchisor, usuallythere's a coach assigned, you
speak directly with thefranchisees.
That's not the case for everybrand.
So I always say reach out ifyou're having issues, bring it
(19:20):
up.
If the financials aren'taligning, bring it up.
Maybe some, maybe you'reaccounting for something
incorrectly.
Maybe there's just a mistake inthe chart of accounts.
Whatever it is, go back to thefranchisor.
And it's amazing how many peoplesay, you know what?
I should have done that.
Not sure why I didn't.
And on the flip side, you maythink every, everything is going
well and there's no, nocomplaints.
(19:40):
System's growing and some of thefranchisees may be struggling.
So I always encourage them,bring it up.
And it's not to complain, butjust to say, Hey, maybe this
isn't working.
I, there needs to be a betterway, or maybe we need some
retraining.
And we need some additionalsupport.
So I think that's.
That boils down to, would yousay culture or, we call it
support, but I all kind ofblends together.
(20:02):
Support culture feedback.
I think that's that's a bigpart.
And you'll get to hear that whenyou're talking to franchise
companies and speaking with thefranchisees on those validation
calls, you'll get to heardirectly from franchisees if the
franchisor has that open doorpolicy, if they're supportive,
if they're.
Acknowledging, of any issues andtrying to, work with you and
(20:22):
help you.
Anything I'm missing there?
'cause I think that's a bigpiece and I, it's a, it's an
area I see a lot of people notasking about.
shannon-roderick_1_05-13- (20:30):
Yeah, I, you hit the nail on the head
I think.
I think it is.
I think it is, being able to.
To be accessible right in, inletting your owners, I hate keep
saying, franchisees, they arethey're owners and they help us
build this brand every day.
But knowing that they have thataccessibility to, to the team
(20:53):
and that they have the.
have the freedom right to saywhat's on their mind because
they are part of a family.
What family discussion have youhad, with within your own, and
it's always been, positive orgreat.
And one thing is that I trulybelieve that everything has a
solution.
And if we know about it, then wecan help solve it.
(21:13):
If we don't know about it thatwe can't do anything about it.
So we always really try to, endevery conversation we tell our
team, let me know if there'sanything we can do.
Please.
Don't be, whether it's carrierpigeon, email, text message, or
phones are always open.
Our doors are always open, butwe to become a better brand.
(21:34):
We need to hear from our ownerswrong or indifferent.
And as long as you can acceptopenness and not know that,
you're the master of all theanswers, I think you're just,
your brand can continue to growin a positive manner, and then
it leads, really to someownership on our owners, right?
(21:54):
It, for example, something cameup and did you let anybody know?
No.
Why not?
I didn't know if it would reallyaffect anybody.
Actually let's put it out there.
You bring a problem to me.
I'm gonna ask our franchiseperformance directors.
A lot of people in this worldcall'em coaches but they are
responsible be.
(22:16):
For, between, 30 and 35locations per FPD in our
organization.
And they are there to just focuson those locations and being
able to help.
So I think the more that we cancommunicate to them, Hey, put
this out to your division oryour region, see if they're
(22:36):
having these same things, thenit's easier to move that needle
to correct anything that, thatwe need to address.
giuseppe_1_05-13-2025_1408 (22:42):
Love it.
Yeah, it sounds so basic and sosimple, but you guys do a really
good job and even prior to that,it's just.
This is the anxiety levels arereally high.
You don't know what you don'tknow.
I know when I started over 20years close to 20 years ago in
franchising, there was all thesethings on my mind.
Who do I hire?
Who do I get for payroll?
When do I set up my legalentity?
(23:04):
What about all the other legaldocuments?
Do I need a franchise attorney?
There's so many moving parts andwe help.
Or we can, but I like that youhave that checklist, putting
yourself, putting yourself intheir shoes basically.
The many of them have neverowned the business before.
So really giving'em kind of stepby step, as you mentioned, these
are the things you have to do.
And maybe not throwing'em all,throwing it all on their plate,
(23:24):
but just saying maybe the, theseare the first five things you
need to do.
And break it down because itdoes become.
Overwhelming if you've neverdone it before.
And some people may be stilltransitioning out of a job or,
maybe they just left their job,but they, they got, they're
prioritizing everything.
When do I order the truck?
When do I start hiringemployees?
So that roadmap, that, thatguide, I think is, is crucial
(23:44):
and it definitely helps with thenerves and, helping them make
better decisions in that, wehave a plan and this, the, these
are the five items we have totackle this week.
That's a big part.
And those are some of thequestions and that I get
concerns like where the heck doI even start?
And I go that the franchisorwill assist you in, in that
process.
What else, stands out to youfrom a support standpoint?
(24:07):
With Resto Pro we'll call it B.
Rugged because you have multiplebrands that, that really go over
and beyond.
Supporting franchise owners.
They're, a lot of these ownersare first time owners.
So what else from a supportstandpoint are you offering to a
system?
shannon-roderick_1_05-13-2025 (24:22):
I do think I think what's, what
sets us apart and what allows usto support is.
The comradery in and the care.
I am not just here to take aroyalty.
I, we have always said that wewant to, we want these brands to
change people's lives, right?
(24:43):
They were doing what they weredoing, they invested their money
in something and we wanna givethem the roadmap to, to be able
to be successful.
And I think.
A listening b being innovative.
I always tell people, they'relike, wow, the training for when
(25:03):
we started as an early adopter,zero to 30 looks completely
different now at 1 0 5 and one10 and things like that.
And I said, because.
Everybody's human, right?
And when we get these questionsand presentations or in training
in our new owner training and wecome across to somebody, I think
(25:25):
it is always really importantto, to have an open mind and
being able to make the systembetter and to ask questions.
We have discovery days andprobably about three months ago.
We had about 15 people in thisdiscovery day.
And I looked at one of mycoworkers that we were
(25:47):
presenting with, and I said, wehave a problem.
She's I thought that DiscoveryDay went really great.
And I said, no, the discoveryday went great, but we've made
the presentation where nobodyhad any questions And that makes
me nervous.
And she was like that means we.
We've made the presentationgreat after everyone.
And I said but we need someinteraction.
(26:09):
We need to be able to challengesome of these owners to to get
better with our presentation.
Is it that we should be divinginto more digital marketing and
what our plan is for that?
Should we be diving into whatlook like you, what you wanna
look for in recruiting, you knowwhere that additional is.
I think if you have an open mindto keep challenging the system
(26:34):
and yourself to become better, Ithink that support just falls in
in line of what we're providingour owners.
I.
If you stay stagnant, yourowners are gonna stay stagnant.
And I don't think that's a goodway to, to stay in, in market.
I don't think that is a good wayto build a brand, but more
(26:54):
importantly you gotta be up withthe times and know and have the
flexibility to make somepositive changes to retain more
market share.
giuseppe_1_05-13-2025_140832 (27:03):
I love that.
That was great.
I completely agree.
People listening in, they, wehave, we, we mix up the topics
of the shows and, but one thingI always like to ask is, if you
can share some advice, so a lotof people are make are looking
to make that first leap.
So they've never owned abusiness, maybe they had an
Airbnb that's been a commonbusiness theme.
(27:26):
But what advice would you giveto someone that is.
Maybe sick of the corporategrind.
They don't wanna work for theiremployer anymore.
They've explored businessownership but are struggling
making that decision or takingthat leap, what advice would you
give to that corporate person inthat specific situation that is
really scared to make the leapand leave that job?
shannon-roderick_1_05-13- (27:47):
Sure.
think and that's where that'swhere I'm unique too because, I
didn't get into this position bycoming up through, through the
ranks.
And so a lot of the advice, alot of the talks that that I get
to have with Is about makingthat leap.
I was in corporate America, inthe automotive industry.
(28:10):
Something happened where I said,man, I really love business.
My family was in business forover 160 years multi-generation.
Yes, I, sisters and I broke myfather's heart when we left
Michigan and came down south anddidn't take it over.
We were the last generation tokill it, but.
One of the things that I wouldalways say is do your research
(28:33):
This is till I, I say this toevery probably some of your
candidates that came, that youbrought to Resta Pros is don't
rely on somebody else to tellyou about the research in your
market.
you are looking for a brand, ifyou are looking go out.
And I did that as a businessowner.
When I was looking at arestaurant or I was looking at a
(28:54):
retail space, I would go whenthey first opened up, I would go
during the slow times.
I would go during a high peaktime.
is somebody, if they'reoperation only stayed open until
six, what did operation, whatdid business traffic look like
at seven?
giuseppe_1_05-13-2025_14 (29:09):
Right.
shannon-roderick_1_05 (29:10):
potential for me to expand?
And I would say a, do theresearch about the market in the
brand that you're looking at.
remember and this is somethingthat people always, I always
pause when I hear, why do youwanna become a business owner?
And they immediately say, I wantmore freedom.
(29:31):
I will tell you now, folks.
Business ownership does not giveyou more freedom.
You are 24 7.
But what it does is that itgives you the flexibility to
create your own career path,right?
And it for your family, for youfor any legacy.
It gives you that flexibility.
Because like we always say, youare gonna do it one way because
(29:55):
you were investing the money init.
Somebody else you're is gonnawork for you.
But the biggest thing that Ialways tell people is do
self-evaluation.
And self-evaluation is going tobe, that's the last key to it.
Do your research, make sure thatyou understand your why and
lastly, self-evaluation.
(30:16):
Are you somebody that can bedisciplined to follow a process?
you someone that can hold andarticulate expectations?
And then lastly, are you able tohold people accountable to your
expectations And be disciplinedagain?
(30:36):
It's a full circle.
It comes around, it's not bad ifyou don't like to stay within
some guardrails, it's not bad.
It's just, I think each businessowner needs to know their
strengths and their weaknessesand be able to build a team
around all of those differentqualities.
giuseppe_1_05-13-2025_1408 (30:54):
Yeah I love that you don't, it's
franchise ownership.
It's.
You don't need experiencenecessarily in the industry the
franchisor can teach you.
But ultimately what do you bringto the table?
What's your role?
What's that transferableskillset?
Coming from Wall Street andyou're getting into the
restoration business.
Sure.
If you're an extrovert, ifyou're great at networking and
(31:14):
can manage teams franchiseownership, that added layer, I
always say you have to make sureyou can follow.
Systems.
We're not buying the McDonald'sof the worlds to change their
menu.
But if you're open and honestand what do you want?
What are you looking to create?
What do you bring to the table?
There, there are no right orwrongs.
Sometimes it's it, moreimportantly than anything else,
(31:34):
it's, I wanna make a lot ofmoney, but I do want the
flexibility to, for me, become asoccer coach and, coach the
kids' games and I've.
I don't think I've missed a gameever and since my son was four
years old or my daughter's GirlScout events and music and
things like that.
Jot those things down.
There's no right or wrong.
Not the I always get the whatifs.
It depends.
(31:55):
At the end of the day, what doyou anticipate or what do you
envision your ideal businessbeing from the role to the
people you're doing businesswith, to the people even you
employ?
Are you okay?
Do you want the system, I alwayssay built for you?
Or do you want to build it fromscratch?
These are also questions to helpyou figure out if a franchise
could be a good fit.
But these are all valid things.
There's not, you don't have todo research.
(32:17):
You really have to look inwardand figure out, do I, am I okay
with this?
The realities of businessownership are, it's not easy.
As you mentioned, you're notgetting any time freedom.
You're gonna be working yourbutt off that first year.
You're gonna be investing money,working your butt off and trying
to.
Build that right team.
I think being honest and settingthe expectation and some of the
(32:38):
people will filter themselvesout and say, you know what?
The timing isn't right, or I'mnot willing to take the risk.
And it's then you gotta go backto that.
Why?
If the why is strong enough,then you have to figure out will
my current job get me to this?
Why?
And that why is, not missing thegames and the family event.
That y has to be very strongbecause there's gonna be ups and
downs.
It's, business ownership iscyclical.
(32:59):
I always stress that, and peoplejust wanna dive in and talk
about brands, and I'm like,we're gonna get into all that.
And I know they get superexcited, what do you got?
Show me what you got and, whatare they, restaurants, non
restaurants.
You wanna get clear on that Onceyou have the foundation, we can
figure out, I think finding thebrands is actually easier than
people think.
The hard part is getting themget, getting people to open up
and being honest with themselvesas to what this vehicle they're,
(33:23):
what they're looking for this,what they're looking to get from
this vehicle, I guess is what Iwas trying to say.
I get really excited about thatbecause, people wanna dive into
the brands on the first call andI'm like, I know nothing about
you, let alone, even if I did wewould still have to see what's
available in your market.
Did I miss anything there?
'cause this is such a crucialpart of this whole process that
people just glance over andjust, dive in.
(33:45):
And I call it they settle, let'sI don't wanna work nights and
weekends, but I'm gonna buy arestaurant because I love the
sandwiches at this franchise orthe burgers here.
And they don't realize okay,you're open seven days a week,
holidays, weekends, you got alot more employees.
You have a lot more turnover.
I feel like I, I don't know.
I talk about it all the time andthen I'll get on that first call
and people want to dive in andtalk about the brands available
(34:07):
in the market.
shannon-roderick_1_05-13-2 (34:08):
take such a great and a lot of even,
your counterparts I, you takesuch pride in really, I.
research that you do in brandsand you wanna be able to guide
those folks.
I remember you saying, listen, Ionly give people a couple of
brands'cause I don't wanna get'em overwhelmed.
I,
giuseppe_1_05-13-2025_14083 (34:27):
All right.
shannon-roderick_1_05-13-20 (34:28):
out their why.
I find out their likes becauseif you don't like what you're
do, and I can't give you a, abrand that you're not gonna or
an industry that you're notgonna
giuseppe_1_05-13-2025_14 (34:36):
Right.
shannon-roderick_1_05-13-20 (34:36):
You wake up every day and you know
you don't like dirt and you.
You a landscaping company, thisisn't, that's not gonna be a
good fit.
I love that aspect of, you'realso doing the research on that
individual and trying to makesure that you can present brands
that, that makes sense and beable to give them the full
(34:58):
scope.
I think if you give somebody 20brands and it's all over the
board.
giuseppe_1_05-13-2025_14 (35:03):
That's a lot.
shannon-roderick_1_05-13-20 (35:03):
not gonna, not gonna be able to
move.
So I, I would say that anotherthing that, that I would say too
about franchising and going fromworking for somebody else to
working for yourself is the whyis important, but it's also,
what are you.
What are you looking to get outof it?
(35:24):
And I think that's what makes B.
Rugged really really specialbecause we know not one size
fits all.
It just doesn't, there are somany different people and
there's so many differentbehaviors and personalities and
things like that we really do.
We start out owner operator, wehave an option for semi
(35:45):
involved.
then we have the executive modeland we have something for every
single brand, in one of thosethree options.
And we go through that from thevery beginning with our
prospects.
We'll say, Hey, what, we knowyou don't know everything about
this brand, but right now,today, if we were to award you
(36:08):
something, what would you do?
How would your business bestructured?
giuseppe_1_05-13-2025_14 (36:12):
Right.
shannon-roderick_1_05-13-20 (36:13):
I'm in this job.
I need the business to get uphere.
Okay, now we know your goalsinstead of you need to be in the
market seven, seven days a weekfrom seven in the morning until
three in the afternoon.
We're gonna have to help youbuild a team to fill that role
because you're not gonna be ableto do it if you're semi
involved.
And I think it's important to,to be able to listen.
(36:37):
our owners and one thing that Iwill tell you I've learned is to
be absolutely transparent inyour business we have such a
long relationship with theseowners that is the best, team
building, brand building.
(36:58):
That you can do because themessage doesn't change.
They come through and you'rethere to be really guiding them.
But that is what I mean when wesay Resta Pros Foundation.
We've never changed thefoundation.
We want you to go out and buildrelationships that starts from
(37:19):
our vendors to our customers.
And.
And that model, I think is justin important to, to be
transparent.
When they get into the system,they're gonna, they're gonna
find out if you weren't anyway.
giuseppe_1_05-13-2025_1408 (37:34):
Yeah you're exactly, this is what, 10
year agreement, right?
Usually.
This is a marriage, is this issomething long term.
You need to be really clear andyou guys do a great job.
Who is our ideal, who's ourfranchise avatar?
If some brands need you to befull-time and you're like I'm
keeping my job the first year.
That's great.
This is just, maybe this isn'tgonna work unless you have the
(37:54):
opportunity to really leave thatjob.
But that role has to match who,that, that franchise avatar is.
Sometimes I've seen brandsstruggle with that.
I.
Semi involved, not semiinvolved.
They kind, they're not veryclear.
So being very clear on that end.
That way it's, Hey, maybe RestoPros isn't the best fit for you,
but Scoop Brothers may be thebetter fit or vice versa.
(38:16):
And that's another advantage ofworking with a, a parent company
that has multiple brands.
So I think that's a, it's amajor advantage.
With that being said, I alwayslike to end the shows with a fun
fact.
So I don't know if you rememberwhat you put on the forum, but
fun, fun fact.
Yeah.
And what is that?
I,'cause I this one I like and Ihave an add-on to yours, but
I'll let you go first.
shannon-roderick_1_05-13-2025 (38:36):
I do.
It is a fun fact is I ha enjoyskiing, water and snow.
But a fun fact in my youngerdays literally slalom course
every day
giuseppe_1_05-13-2025_1408 (38:50):
Wow.
shannon-roderick_1_05-1 (38:50):
beating the streets, and now my boys who
are now 18 and 19, they're like.
Oh my gosh.
You can still do it.
So that is my one thing that Ido as we all continue to get
older every year.
I still continue to do the thingthat I've done since I, I've
(39:12):
learned how to ski when I wasfour years old water ski when I
was four years old.
And still do it every summer.
Every opportunity.
giuseppe_1_05-13-2025_14 (39:21):
That's awesome.
Yeah, skiing, I've always I'llthrow a fun fact at you and a
reason you'll probably neverever invite me skiing is that I
went skiing I'll be 47 thisyear.
I went skiing two years ago forthe first time in Vermont with a
good friend of mine, and I wason my.
Probably my back or my butt thewhole time.
I could not, I've ne I don'tgive up very easily, but I gave
(39:42):
up on skiing that first day, somaybe one of these days may
maybe I just needed some extraguidance or coaching.
But I literally had kids skiingaround me as I'm on the kitty
slope on my butt half the timeor pretty much the whole time.
So that's my little fun fact toskiing.
But I've always envied peoplelike, wow, this is.
Absolutely unbelievable.
(40:03):
My, my son who was 15 at thetime picked it up immediately.
He's an athlete and I've neverbeen so frustrated before.
Ended up drinking coffee theentire day, watching them to go
down the slope.
So if you have any tipsdefinitely send our way.
But I think I'm gonna give itone more shot and then that may
go I.
shannon-roderick_1_05-13- (40:20):
it'll be, I, And I think it's so funny
because grow, growing up inMichigan, all of our snowhill
up, up north we're.
Built around golf courses,right?
When the golf courses weren'tused in Michigan, we would, bump
out some hills and things likethat on the fairways.
And that became, our ski hills.
giuseppe_1_05-13-2025_14083 (40:41):
All right.
shannon-roderick_1_05-13-2 (40:41):
then moving down to North Carolina,
we have a mountain that is abouttwo hours away and it's 55 0 6,
right?
It's.
Elevation 55 0 6.
It's a little bit higher thanwhat we would see in Michigan,
and then we ventured out west.
I have never skied in NorthCarolina again because I think
(41:04):
just learning out there andcontinuing it is just, it was a
game changer for us and ourfamily.
So I give a, give it anothershot.
giuseppe_1_05-13-2025_14083 (41:13):
One more shot.
Okay.
shannon-roderick_1_05-13- (41:14):
I've.
giuseppe_1_05-13-2025_14083 (41:16):
You have faith?
Okay, you haven't seen thevideo.
I wish someone took video.
'cause after the video youprobably say, you know what,
maybe not.
But we'll we're gonna give itone more shot.
I promised my son we'd we'd goout one more time.
But I do appreciate you comingon the show.
This was, it was really fun.
I jokingly said, wish werecorded the first conversation.
We were covering quite a fewtopics, but looking forward to
you bringing back on and keepingus with updates.
(41:37):
Right on, on B.
Rugged.
Additional brands that, that arecoming to market.
Looking forward to that andlooking forward to seeing you
soon in Cincinnati.
shannon-roderick_1_ (41:45):
Absolutely.
Thank you so much
giuseppe_1_05-13-2025_1 (41:47):
Thanks, Jen.
shannon-roderick_1_05-13-2025 (41:47):
I appreciate it.
giuseppe_1_05-13-2025_1 (41:48):
Thanks.
It was great.
Take care.
shannon-roderick_1_05- (41:50):
Bye-bye.
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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