August 25, 2025 • 26 mins
Have you thought about expanding your company internationally? Going across an ocean or maybe a neighboring country? Our guest today is Keenan Fisher, and he shares with us how he is successfully expanding into new international markets.
TODAY'S WIN-WIN:
What you want now vs. what you want later.
LINKS FROM THE EPISODE:
- Schedule your free franchise consultation with Big Sky Franchise Team: https://bigskyfranchiseteam.com/.
- You can visit our guest's website at:
- Attend our Franchise Sales Training Workshop:
- https://bigskyfranchiseteam.com/franchisesalestraining/
- Connect with our guest on social:
- https://www.linkedin.com/company/tommy-gun's-original-barbershop/?originalSubdomain=ca
- https://www.facebook.com/TommyGunsOriginalBarbershop/
ABOUT OUR GUEST:
Keenan Fisher, a visionary leader and the driving force behind Tommy Gun's Original Barbershop, has transformed his father’s family-run business into a global franchise powerhouse. Taking over from Ken Fisher, who founded the company in 1988, Keenan has elevated Tommy Gun’s to unparalleled heights. Under his leadership, the brand has grown to over 88 locations across Canada and surpassed 100 locations worldwide, including expansions into the USA, Australia, and New Zealand. A testament to his dedication, Keenan recently celebrated a monumental milestone: 10 million haircuts since the brand’s inception. Through innovative thinking and a commitment to exceptional service, Keenan ensures Tommy Gun’s remains a leader in the barbershop industry, embodying the legacy of excellence his father began.
ABOUT BIG SKY FRANCHISE TEAM:
This episode is powered by Big Sky Franchise Team. If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/.
The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Welcome to the Multiply your Success podcast,
where each week, we helpgrowth-minded entrepreneurs and
franchise leaders take the nextstep in their expansion journey.
I'm your host, tom Dufour, ceoof Big Sky Franchise Team, and
as we open today, I'm wonderingif you have thought about
expanding your companyinternationally, and whether
that's internationally across anocean or maybe just across a
(00:25):
border that's right next to you.
Well, our guest today is KenanFisher, and he shares with us
how he has successfully expandedhis franchise system into new
international markets.
Now Kenan is a visionary leaderand the driving force behind
Tommy Gunn's original barbershop, and he's transformed his
father's family-run businessinto a global franchise
(00:47):
powerhouse.
He's taken over from Ken Fisher, who founded the company in
1988.
Keenan has elevated the brandto over 88 locations across
Canada and grown to more than100 total locations worldwide,
including expansions into the US, australia and New Zealand.
A testament to his dedication,keenan recently celebrated a
(01:08):
monumental milestone of 10million haircuts since the
brand's inception.
You're going to love thisinterview, so let's go ahead and
jump right into it, thanks alot, tom.
Speaker 2 (01:18):
It's Keenan Fisher.
I'm the managing partner atTommy Gunn's Original Barbershop
.
We're a barbershop franchisechain that originated in Canada
with over 100 locations acrossCanada, australia, new Zealand
and now into the US, which we'revery excited about.
Speaker 1 (01:34):
Wonderful Well, thank you so much for being here.
I always enjoy havingfranchisors on to share part of
their journey and their growthstory, so let's just start there
.
It's a nice, easy place tostart.
Talk about a little bit of thehistory of Tommy Guns and what
led you to even franchise it.
Speaker 2 (01:51):
Yeah, well, I'm a bit of a unique case.
I'm a second generationfranchisor, and second
generation within the hair andbeauty space.
So you know, I grew up in hairsalons.
My parents had a hair salonfranchise chain all across
Canada and that's where I gottwo things I kind of cut my
teeth and learned the ropes thatare around the business and, as
(02:12):
well, as you know, grew apassion for the business.
So when I say passionate, I'mpassionate about our space and
hair, beauty and grooming andbarbering and also franchising.
You know franchising is such agreat space to be in.
I come from a, you know, teamsports, competitive background
and in franchising you have allthese partners that are like
your teammates and you have ashared goal of getting to
(02:33):
success.
So it's an environment thatvery early on in my life I knew
I wanted to be a part of.
So in the early days when wewere running the salons, we saw
a real gap in the marketplaceright and the original idea
actually came from my dad, who'sdefinitely one of the best idea
guys in our industry here andthere was a gap where there was
(02:56):
a segment of the population thatjust wasn't being fulfilled and
we thought that we could comeup with something very unique
and deliver a service andexperience that wasn't out there
, that guests would really love,that wasn't out there that
guests would really love.
And you know the approach to itwas.
You know, in our industry atthe time, you know guys were
going to, you know where theywere told to go, or brought by
their spouses or parents orwherever, where it was
convenient, where they could getin, but it wasn't really
(03:18):
catered to what they wanted.
And so when we did our researchand knew the client base that we
were targeting, they wanted agreat experience, something that
felt bespoke to them, but itneeded to be convenient.
They didn't want to plan six toeight weeks out for their cuts
to get in and really the choiceswere if you wanted experience,
you needed to pre-book six toeight weeks out.
If you wanted convenience, yousacrificed an experience and we
(03:40):
wanted them to come to anenvironment where they could
have both.
And so we created a system thatwas very much experience and
quality focused but also had thetechnology in place to make it
very convenient.
So you know, if you knew, youfound out you were on a podcast
that afternoon or the next day,you could still get in and have
an awesome haircut, awesomeexperience and, you know, come
out there feeling confident andready for whatever you're
(04:01):
getting ready for feelingconfident and ready for whatever
you're getting ready for.
Speaker 1 (04:06):
I love that background and I have to ask, at
the very least you know now,with you growing your own
franchise in the salon space andcoming from a family business,
what's the dynamic there?
How does all of that play out?
Speaker 2 (04:17):
Yeah, absolutely we're.
We're a classic family businessstill.
So my brother-in-law, corey,and I run the business, where we
call ourselves managingpartners.
We're like co-CEOs.
It's, you know, built off ourfamily values of, you know,
shared success and doing thingsthe right way and being
relentless in our pursuit ofbeing great and leading, and so
(04:38):
that's a big part of what we do,and so it's been great for us
being able to work with family,build something special that is
legacy, and go along the ridewith others like our franchise
partners and strategic partners,and our team has been a great
experience thus far, so we'repretty excited about it.
Speaker 1 (04:58):
Was franchising always on your mind as the
direction you wanted to take thebusiness?
Was it something you kind ofgrew into?
How did that all work out?
Speaker 2 (05:06):
Yeah, it was in mind from day one because of our
background in franchising.
You know which.
With the original concept itwas one of those things where we
, you know there was a greatbusiness model.
And then how do we grow it?
Well, franchising is a greatgrowth model and the business
model came first In this casebecause we had the experience
and the business model camefirst In this case because we
had the experience.
We had that in mind from dayone.
(05:27):
So building process, building adesign, building a brand that
is trainable, scalable, willwork in multiple markets.
We had the advantage that wehad that mindset from the
beginning.
So I think that helped us kindof get a jump out quicker than
if we did it the other way.
But our unique background kindof, I think, gave us a bit of an
(05:47):
advantage in our strategy fromday one.
Speaker 1 (05:50):
As your franchise system has been growing.
You've been expanding, reallyin locations around the world
and now into the United Statesand expanding there.
What have you learned over thattime period, as some of the
things that you've kind offigured out about growing your
franchise system?
Certainly you had a franchisebackground in the past, so it
wasn't foreign.
Were there new things this goaround that maybe came out or
(06:12):
that you discovered?
Speaker 2 (06:14):
Yeah, absolutely so.
Our previous experience allhappened in Canada.
Well, pretty well all happenedin Canada.
And in this new experiencewhere we wanted to go through
international growth, there'sdefinitely a learning curve
there, right?
So you go into a new country,you've got different legislation
around franchising and businessin general, you've got labor
laws, labor standards, and thenyou have cultural differences,
(06:36):
right.
You go to Canada, to Australia,to New Zealand, to the US.
There's differences in allthose countries.
There's differences in allthose countries.
And so I guess, in identifyingcountries where we thought we
would work was finding thesimilarities within the
marketplace and starting there.
And then, once we believed thatour concept would fit, it was
finding out what's the nuancethat's different.
(06:57):
So 80 to 90 percent of what wedo resonates in all those
countries, but that 10 to 20%was critical for us to figure
out, and figure out quickly toensure success.
So that that takes a lot ofwork, right?
It's not.
You know.
Especially at least ourexperience in our space is if
you're going in those, you haveto do the work upfront to figure
out what those are early andthen build traction off of that.
(07:19):
So that was probably ourbiggest learning going in, you
know, and we we've had greatpartners along the way that have
helped that and we have a greatnetwork within our industry
globally.
That's really helped us inaccelerating our learning there.
So we were never afraid to leaninto others and make the calls
and do the work to figure it out.
But that was the biggestlearning in our new experience
(07:40):
of going global, versus our pastexperience, which was all
domestic.
Speaker 1 (07:44):
We work primarily with entrepreneurs, help them
franchise their business orcompanies similar to yours that
expand outside of the US or intoother markets and go that
direction, and I think whatyou're talking about is a piece
that oftentimes I see infranchisors and entrepreneurs
that it's overlooked.
Some of those nuanceddifferences that 10 to 20
(08:06):
percent you're talking aboutthere, nuanced differences that
10 to 20% you're talking aboutthere, but it really seems like
that 10 to 20% is the differencebetween succeeding and not in
some of these foreign markets ornew markets that you're
entering into.
How did you go about figuringsome of this out?
What are some of the thingsthat you did?
Speaker 2 (08:21):
Yeah, so first we need to understand what are the
core things that determine oursuccess and then that's where we
figure out where thedifferences are on those items.
First, so you know, in ourbusiness we're labor intensive,
we're a service business, right?
So you really need tounderstand the labor market and
across all those markets, thelabor market varies greatly.
And then, if you look at the USas a whole, licensing and labor
(08:43):
market can vary state to stateand region to region.
So you need to have an in-depthunderstanding of that and have
a great strategy around how tomanage and deal with that and
procure talent, because talent'sincredibly important.
Other things on the back end isaccess to capital.
So the different fundingprograms in all these countries
are very different.
The banking systems aredifferent, what government
(09:03):
programs are different.
So really making sure you havethe right finance and access to
capital, partners, understandingthose programs, making sure
that you're validatingcandidates in the right way so
that they'll be approved for theprograms that are available.
So those are some examples onthe kind of back end or the
internal side of the business.
And then it's understanding youknow what, what exactly there
(09:24):
is from a consumer perspectiveas well, right?
So are there any traits withinthe consumers that are different
?
Are there certain products thatresonate in different markets
that don't in others?
Are there certain servicestandards that are more critical
?
So, if you're in a warm climate, are cold towels more important
than hot towels Simple thingslike that that seem simple but
make a big difference in the endof it.
(09:44):
Right, and those are the detailsthat we need to hammer out as
the franchisor and working withour franchise partners to make
sure that we get that dialed inso that they're delivering an
exceptional service andexperience and having high
retention of their guests andsetting up all their barbers for
success.
So those are some of the items,but we start with our core
pillars.
So, of our five core pillars,where are those impacted?
(10:07):
And then we get into thedetails from there.
Speaker 1 (10:10):
I'd love for you to talk about.
When you launched into a newmarket, a new country the United
States, New Zealand, Australia,these new markets, as you go
into it and you launch and youdo your homework ahead of time.
And yet I'm certain there werestill new things that come up
once franchisees launch andthings pop up that oh wow, we
(10:31):
didn't know about that, or youlearned something, or how did
you handle that?
How are you addressing that andsupporting your franchisees
through these new discoveries?
Speaker 2 (10:40):
Yeah, I think there's two components to that, right.
So one, we're a new brand tothat market.
So, whereas if we go to amarket where we have brand
equity, it's a lot easier to cutthrough and tell our story
because people have an ideaalready, right?
So when you're going there, youhave to go back to your kind of
roots and remember when youwere first telling the story in
the existing market, becauseyour marketing is going to be a
(11:00):
lot different how you cutthrough, how you engage and
connect with that community.
So that's kind of like goingbackwards to go forward in terms
of strategy.
So that's the first component.
And the second component ishaving the same hands-on
approach that you did early onin your initial market, so we're
not having to make those sameadjustments.
Whereas we're entering in newmarkets, we have a larger team
(11:22):
that's involved in that openingand launch.
We're investing a lot heavierin it from a people perspective
and we're actually getting inthere with our franchise
partners, boots on the ground toto see it in in real time.
So we're we're taking aproactive approach approach to
(11:45):
it versus a reactive and waiting.
You know, the other option isyou get open, wait and and see,
hope it sticks and if it doesn't, then you go there, whereas
we'll be boots on the groundwith the openings actually in
person, seeing how theengagements happen.
And that goes back to thereacting quickly.
So if there are adjustments weneed to make, we want to make
them quickly because we'reestablishing brand reputation at
(12:06):
that time, so we want to getout in front of it.
Speaker 1 (12:10):
As companies in franchising.
And it makes me think of whenyou mentioned you and your
brother and being family run andfamily owned and operated here.
It just prompts me to becurious.
Just to ask, as you startthinking about a future exit, is
it something you're thinking ofwith the amount of venture
capital and private equity infranchising?
Or are you guys saying, well,we like this family run thing?
(12:31):
Where do you guys fall on that?
Speaker 2 (12:33):
I would say we love the family run program.
We're really enjoying it andwe're young.
Whether we look at it or not,we are young, so we got lots of
runway ahead for us.
We really feel like we're justgetting started as well.
We're over a hundred locations,but the ceiling's high.
We're not in any level ofplanning discussions on terms of
exits at this stage.
I mean, the idea of a legacyfamily business to me sounds
(12:55):
very, very appealing and greatand I think that would just be
an amazing story and scenariofor us.
So we'll see what the futureholds, but as of right now,
we're loving the family business.
It's great to build it together, build a legacy.
It all matters to us and thebusiness becomes an extension of
your family in some ways right.
(13:16):
So it's something that wecherish closely, for sure.
Speaker 1 (13:19):
I thought that might be your response, just based on
working with your brother andfamily.
There's just something fun andspecial about that and having,
like you said, a longer horizonin front of you certainly is
appealing.
For sure.
Knowing what you know nowbecause this would then be your
third time through franchisingwhat advice might you give to a
(13:39):
new franchisor, someone that'strying to kind of get things
going?
Speaker 2 (13:43):
If you're a new franchisor, it also means you're
entrepreneurial and you have anentrepreneurial spirit.
If you're a new franchisor, italso means you're
entrepreneurial and you have anentrepreneurial spirit.
So I think the key thing is, asan entrepreneur, is to stay
focused on what's most importantand not get too wide or too
distractive.
Keep that narrow focus, focuson compounded results, and
(14:04):
that's how you'll be able toscale up quicker.
I think the trap forentrepreneurs is we're always
excited about so many things, sowe want to do too much and get
too wide, and that, to me, is isa lesson we're always learning
to make sure that we're keepingthat narrow focus and focusing
on the most important things allthe time.
And I'd say the other thing, forfor any franchisor, especially
in the early days, where youknow every deal matters so much
(14:27):
is still being prudent in yourprocess.
Get the right operators, getthe right locations, spend the
right amount of time to makesure your markets are working.
You know, you see so manyfranchisors that where they fail
as they go too fast with thewrong people or just open
locations to get them open, andthat's a really hard thing to
dig yourself out of.
So we, we didn't do that.
(14:49):
We were proven in it because wehad great, you know, people
around us and experience andgood mentors that you know
helped advise us to to keep ontrack with that and I'm very
happy we did and that's why wehave, you know, basically no
attrition in our, in ourbusiness.
Speaker 1 (15:02):
That's great advice and you know, actually, as
you're describing that, I'mreading the sign behind you, so
someone may not see the video ofthis, but over your shoulder it
says what you want now versuswhat you want most.
Speaker 2 (15:14):
So talk about that a little bit, my kids all the time
I say you either pay now or paylater, but you're going to pay.
So what do you want to do?
Do you want to put in the worknow for what you where you want
to be or you know, not be whereyou want to be later and pay for
it?
I came into my office one dayand my daughter was on a
(15:35):
stepstool with some markers andshe actually wrote that on there
.
So which was?
Which was great, and I'm like,ah ago, and it stuck.
But but I'm a big believer inthat right.
Like nothing's built in a day,like there's there's very few
overnight successes and it'sbuilt with consistency and doing
things the right way andsurrounding yourself with great
(15:58):
people and putting in the work.
Uh, there's very few successfulentrepreneurs that I know that
say, oh yeah, I was easy all thetime and I never had sacrifice
and all those things.
So you know it's embracing that.
You know I was talking to afriend of mine who's also in
business and we were talkingabout the early days where
you're really grinding Right andit feels like a grind.
I feel like, you know, we'restill grinding most of the time
(16:21):
now too, because we love it somuch.
But that's some of the most funyou have too.
But that's some of the most funyou have too.
And you talk to entrepreneurs.
Their best stories are whenthey were just like all in 24-7,
just doing everything they canto barely make it work.
So having you know, embracingthat and focusing on like what
your actual end goal is and viewit as a positive, I think is a
great approach to business.
Speaker 1 (16:42):
What great impact, by the way, on your kids, that
your daughter has heard thatphrase so many times that she
wrote it up on the wall.
That's a great story, greatstory.
Well, kenan, what's the bestway?
If someone's interested inlearning more about your
business or maybe they'reinterested in your franchise or
they know someone that might bea good fit for your franchise
(17:04):
how can they learn more?
Speaker 2 (17:05):
Absolutely Just TommyGunscom.
On our website we have afranchise section where we've
got a ton of information andthen there's either a form they
can fill out there or they canjust email us at info at
TommyGunscom or franchise atTommyGunscom.
And we'd love to connect.
Like I said, we're real handson.
We get in touch real quick andwant to actually.
You know, usually when peopleare interested they want to talk
(17:26):
to real people.
So you know, one of us get intouch very quickly and we we, we
love to meet new people, see ifit's the right fit.
You know everyone that weconnect with our.
Our goal is to make sure thatthe, the validation process and
who we're actually awarding towe're going to be able to have a
positive impact on theirbusiness life and personal life.
So our kind of motto is iswhoever works with us should be
(17:49):
better off after than before.
Speaker 1 (17:55):
We'd love to connect and see if that fit.
Is there to make that a reality?
Fantastic, and we'll make surewe link that in the show notes
as well, so people can justclick when they listen.
They can click right on this ontheir phone or however they're
listening.
Well, kenan, this is a greattime of the show.
We make a transition and we askevery guest the same four
questions before they go, andthe first question we ask is
have you had a miss or two onyour journey and something you
learned from it?
Speaker 2 (18:15):
Yeah, absolutely so.
The biggest misses I had arewhen we went too wide so I kind
of referenced this earlier, butwhen we went too wide and gotten
strayed from our core business.
Not that we didn't stop doingour core business, but we
widened our scope and to me thatwas the slower of productivity
right.
(18:35):
You get too wide, you do a lotof things a 7 out of 10 versus a
few things a 10 out of 10.
And the quicker we narrowedthat up, the better and more
productive we were.
So my biggest misses along theway are if we get too excited
about the things on the fringeand not making sure that we're
focused on the core.
That, to me, is paramount andsomething that I talk to our
(18:59):
team and myself about on aregular basis.
Speaker 1 (19:02):
Let's take a look at a make or win, a highlight.
You've certainly shared somealong the way.
Are there others you'd like toshare with us?
Speaker 2 (19:09):
Yeah, a big win for us is successfully expanding
internationally, and so westarted into Australia and we
had a unique structure therewhere it was a master franchise
where we were partners in withthe master operator.
We grew that up operator.
We grew that up.
We had a multi-unit operatorthat we actually ended up buying
(19:30):
in and becoming the full masterfranchise operator and is
growing that market now and I'mextremely proud of that.
I mean growing internationally,over 10,000 miles away.
You know that's not somethingthat's typical or easy to do and
we've really created an amazingfoothold there.
In fact, our average unitvolume is higher in Australia
than it is in Canada.
(19:50):
Even so, we have an amazingopportunity there and the family
, the couple, luke and Grace,who are master franchise owners
out there incredible people.
So you get new great partnersin the business.
So that's something I'm veryproud of and we were luckily
recognized for it this past yearat the Global Franchise Awards.
We were awarded top franchisein the hair and beauty category,
(20:12):
which was a very cool momentfor us.
You know we're competitive anddriven, so we're typically
always pushing ahead, so you getreflective at those moments and
that was really awesome andgreat for our team and all of
our franchise partners andeveryone involved who made it
all happen.
Speaker 1 (20:28):
Oh, excellent.
The next question we ask ishave you used a multiplier to
multiply yourself personally,professionally, or organizations
you've been involved with?
Speaker 2 (20:39):
Yeah, I think the most important thing for me was
never being the limitation ofthe business.
Right, I don't have to be thebest at everything, I don't have
to have every answer.
Be the smartest guy in thelimitation of the business,
right, I don't have to be thebest at everything, I don't have
to know how to have everyanswer.
Be the smartest guy in the room, I'll probably have the most
passion or in line with the mostpassion in all the rooms.
But learning that early is kindof one of my secret weapons, I
believe.
So I surround myself withincredibly talented and smart
(21:02):
people who can meet mymotivation but have great skill
sets.
I never stopped learning.
I've been peer to peer businessgroups.
I go to workshops.
I do anything I can to learn.
At conferences.
I seek out mentors If there's,you know, guys running franchise
systems and it can be othercategories, but they're where I
want to be.
I try and get their ear and Ithink that's been.
(21:24):
You know, if I'm to look at anymultiplier, that's, you know,
helped us grow and be successful, helped us avoid pitfalls and
mistakes.
You know key learnings, youknow that's really it.
And I can pick out so manymoments from those people and
groups that just like, reallysteered us in the right path and
steered me personally, so that,to me, has been the best.
(21:45):
Multiplier is just alwayslearning and and and not being
afraid to bring in, you know,brilliant people that can can
take you to the next level rightCause leading a business isn't
dragging everyone along right.
That's not.
That's not where I want to be.
I want to be surrounded bypeople that that you know, keep
plowing us forward and and andupward and and.
So that's that's really ourapproach and that's been.
(22:07):
Our biggest multipliers is thepeople and who we surround
ourselves with.
Speaker 1 (22:12):
Well, and Kenan, the final question we ask every
guest is what does success meanto you?
Speaker 2 (22:16):
So we have a term that we talk about in our office
called infinity business, andour goal is to get to what we
call infinity business, and whatthat means is a perpetually
successful business, bothpersonally and financially, for
all stakeholders.
So it's not just about theshareholders.
We focus on every stakeholder,from our guests to our barbers,
guest services managers, thefranchise partners, our vendors,
(22:40):
which we call our strategicpartners.
So that's really what we'reworking towards as a business is
creating what we call infinitybusiness, where all stakeholders
are thriving in our environment.
Speaker 1 (22:50):
I love that.
Well, and Kenan, as we bringthis to a close, is there
anything you were hoping toshare or get across that you
haven't had a chance to yet?
Speaker 2 (22:59):
Yeah, I think the main thing is for us is we're
really excited to grow.
The US has been a big focus forus and we're launching.
We're in Arizona now we'relaunching in Utah.
That, to us, is kind of thenext phase of growth and
partnerships and we're excitedabout that journey and want to
share it with as many as we canalong the way interview and
(23:28):
let's go ahead and jump intotoday's three key takeaways.
Speaker 1 (23:29):
So takeaway number one is when he talked about
determining what his key driversare for success at his company
and for them they identifiedtalent was very important.
So when he expandedinternationally, he had to find
and figure out ways to help hisfranchisees find talent.
Then he said the second piecewas the back end and access to
capital and funding for thosefranchisees in other countries.
(23:51):
And number three he looked atit from the consumer perspective
.
He said what else might theconsumer like or that might be
different.
He said what are traits of theconsumers that are different?
He described, for example, in awarm climate, a cold towel is
more important than a warm toweland what other services might
need to be adjusted.
I loved how he gave that levelof detail and I think that's a
(24:13):
great application for you as youconsider for your own business
in international expansion.
Takeaway number two is when hetalked about opening in an
established market versus a newmarket, and in an established
market he said less people arerequired.
It's a little more to the pointand easier to get up and going.
(24:33):
However, in a new marketmeaning where there are no
franchisees and they're nowexpanding into that area.
It requires an all hands ondeck, and it sounds like he and
his leadership team attend andgive extra time and resources.
Takeaway number three is whenhe gave the advice to
franchisors and new franchisors,and the advice he gave was to
(24:54):
stay focused on what matters,Keep your attention narrow, be
prudent in selecting yourfranchisees and find great
mentors to help along the way.
I thought that was just somegreat advice that he provided
there, and now it's time fortoday's win-win.
(25:15):
So today's win-win is aleadership lesson, really that
he shared, that he has beenteaching his children and that
his daughter had made the signfor him, and he taught his kids,
and has been teaching his kids,that you either pay now or you
pay later.
You pay now or you pay later,and that's just such a truth in
(25:35):
life and it's just somethingthat comes up over and over and
over again.
So you either pay now or youpay later, and I thought that
was a great way to look at itand I think that's a great way
to end the episode.
So that's the episode today.
Folks, Please make sure yousubscribe to the podcast and
give us a review, and rememberif you or anyone you know might
be ready to franchise theirbusiness or take their franchise
(25:57):
company to the next level.
Please connect with us atBigSkyFranchiseTeamcom, where we
can schedule a freeconsultation to learn more about
you and your business and howwe might be able to serve you.
Thanks for tuning in and welook forward to having you back
next week.
Welcome to the Multiply your Success podcast,
where each week, we helpgrowth-minded entrepreneurs and
franchise leaders take the nextstep in their expansion journey.
I'm your host, tom Dufour, ceoof Big Sky Franchise Team, and
as we open today, I'm wonderingif you have thought about
expanding your companyinternationally, and whether
that's internationally across anocean or maybe just across a
(00:25):
border that's right next to you.
Well, our guest today is KenanFisher, and he shares with us
how he has successfully expandedhis franchise system into new
international markets.
Now Kenan is a visionary leaderand the driving force behind
Tommy Gunn's original barbershop, and he's transformed his
father's family-run businessinto a global franchise
(00:47):
powerhouse.
He's taken over from Ken Fisher, who founded the company in
1988.
Keenan has elevated the brandto over 88 locations across
Canada and grown to more than100 total locations worldwide,
including expansions into the US, australia and New Zealand.
A testament to his dedication,keenan recently celebrated a
(01:08):
monumental milestone of 10million haircuts since the
brand's inception.
You're going to love thisinterview, so let's go ahead and
jump right into it, thanks alot, tom.
Speaker 2 (01:18):
It's Keenan Fisher.
I'm the managing partner atTommy Gunn's Original Barbershop
.
We're a barbershop franchisechain that originated in Canada
with over 100 locations acrossCanada, australia, new Zealand
and now into the US, which we'revery excited about.
Speaker 1 (01:34):
Wonderful Well, thank you so much for being here.
I always enjoy havingfranchisors on to share part of
their journey and their growthstory, so let's just start there
.
It's a nice, easy place tostart.
Talk about a little bit of thehistory of Tommy Guns and what
led you to even franchise it.
Speaker 2 (01:51):
Yeah, well, I'm a bit of a unique case.
I'm a second generationfranchisor, and second
generation within the hair andbeauty space.
So you know, I grew up in hairsalons.
My parents had a hair salonfranchise chain all across
Canada and that's where I gottwo things I kind of cut my
teeth and learned the ropes thatare around the business and, as
(02:12):
well, as you know, grew apassion for the business.
So when I say passionate, I'mpassionate about our space and
hair, beauty and grooming andbarbering and also franchising.
You know franchising is such agreat space to be in.
I come from a, you know, teamsports, competitive background
and in franchising you have allthese partners that are like
your teammates and you have ashared goal of getting to
(02:33):
success.
So it's an environment thatvery early on in my life I knew
I wanted to be a part of.
So in the early days when wewere running the salons, we saw
a real gap in the marketplaceright and the original idea
actually came from my dad, who'sdefinitely one of the best idea
guys in our industry here andthere was a gap where there was
(02:56):
a segment of the population thatjust wasn't being fulfilled and
we thought that we could comeup with something very unique
and deliver a service andexperience that wasn't out there
, that guests would really love,that wasn't out there that
guests would really love.
And you know the approach to itwas.
You know, in our industry atthe time, you know guys were
going to, you know where theywere told to go, or brought by
their spouses or parents orwherever, where it was
convenient, where they could getin, but it wasn't really
(03:18):
catered to what they wanted.
And so when we did our researchand knew the client base that we
were targeting, they wanted agreat experience, something that
felt bespoke to them, but itneeded to be convenient.
They didn't want to plan six toeight weeks out for their cuts
to get in and really the choiceswere if you wanted experience,
you needed to pre-book six toeight weeks out.
If you wanted convenience, yousacrificed an experience and we
(03:40):
wanted them to come to anenvironment where they could
have both.
And so we created a system thatwas very much experience and
quality focused but also had thetechnology in place to make it
very convenient.
So you know, if you knew, youfound out you were on a podcast
that afternoon or the next day,you could still get in and have
an awesome haircut, awesomeexperience and, you know, come
out there feeling confident andready for whatever you're
(04:01):
getting ready for feelingconfident and ready for whatever
you're getting ready for.
Speaker 1 (04:06):
I love that background and I have to ask, at
the very least you know now,with you growing your own
franchise in the salon space andcoming from a family business,
what's the dynamic there?
How does all of that play out?
Speaker 2 (04:17):
Yeah, absolutely we're.
We're a classic family businessstill.
So my brother-in-law, corey,and I run the business, where we
call ourselves managingpartners.
We're like co-CEOs.
It's, you know, built off ourfamily values of, you know,
shared success and doing thingsthe right way and being
relentless in our pursuit ofbeing great and leading, and so
(04:38):
that's a big part of what we do,and so it's been great for us
being able to work with family,build something special that is
legacy, and go along the ridewith others like our franchise
partners and strategic partners,and our team has been a great
experience thus far, so we'repretty excited about it.
Speaker 1 (04:58):
Was franchising always on your mind as the
direction you wanted to take thebusiness?
Was it something you kind ofgrew into?
How did that all work out?
Speaker 2 (05:06):
Yeah, it was in mind from day one because of our
background in franchising.
You know which.
With the original concept itwas one of those things where we
, you know there was a greatbusiness model.
And then how do we grow it?
Well, franchising is a greatgrowth model and the business
model came first In this casebecause we had the experience
and the business model camefirst In this case because we
had the experience.
We had that in mind from dayone.
(05:27):
So building process, building adesign, building a brand that
is trainable, scalable, willwork in multiple markets.
We had the advantage that wehad that mindset from the
beginning.
So I think that helped us kindof get a jump out quicker than
if we did it the other way.
But our unique background kindof, I think, gave us a bit of an
(05:47):
advantage in our strategy fromday one.
Speaker 1 (05:50):
As your franchise system has been growing.
You've been expanding, reallyin locations around the world
and now into the United Statesand expanding there.
What have you learned over thattime period, as some of the
things that you've kind offigured out about growing your
franchise system?
Certainly you had a franchisebackground in the past, so it
wasn't foreign.
Were there new things this goaround that maybe came out or
(06:12):
that you discovered?
Speaker 2 (06:14):
Yeah, absolutely so.
Our previous experience allhappened in Canada.
Well, pretty well all happenedin Canada.
And in this new experiencewhere we wanted to go through
international growth, there'sdefinitely a learning curve
there, right?
So you go into a new country,you've got different legislation
around franchising and businessin general, you've got labor
laws, labor standards, and thenyou have cultural differences,
(06:36):
right.
You go to Canada, to Australia,to New Zealand, to the US.
There's differences in allthose countries.
There's differences in allthose countries.
And so I guess, in identifyingcountries where we thought we
would work was finding thesimilarities within the
marketplace and starting there.
And then, once we believed thatour concept would fit, it was
finding out what's the nuancethat's different.
(06:57):
So 80 to 90 percent of what wedo resonates in all those
countries, but that 10 to 20%was critical for us to figure
out, and figure out quickly toensure success.
So that that takes a lot ofwork, right?
It's not.
You know.
Especially at least ourexperience in our space is if
you're going in those, you haveto do the work upfront to figure
out what those are early andthen build traction off of that.
(07:19):
So that was probably ourbiggest learning going in, you
know, and we we've had greatpartners along the way that have
helped that and we have a greatnetwork within our industry
globally.
That's really helped us inaccelerating our learning there.
So we were never afraid to leaninto others and make the calls
and do the work to figure it out.
But that was the biggestlearning in our new experience
(07:40):
of going global, versus our pastexperience, which was all
domestic.
Speaker 1 (07:44):
We work primarily with entrepreneurs, help them
franchise their business orcompanies similar to yours that
expand outside of the US or intoother markets and go that
direction, and I think whatyou're talking about is a piece
that oftentimes I see infranchisors and entrepreneurs
that it's overlooked.
Some of those nuanceddifferences that 10 to 20
(08:06):
percent you're talking aboutthere, nuanced differences that
10 to 20% you're talking aboutthere, but it really seems like
that 10 to 20% is the differencebetween succeeding and not in
some of these foreign markets ornew markets that you're
entering into.
How did you go about figuringsome of this out?
What are some of the thingsthat you did?
Speaker 2 (08:21):
Yeah, so first we need to understand what are the
core things that determine oursuccess and then that's where we
figure out where thedifferences are on those items.
First, so you know, in ourbusiness we're labor intensive,
we're a service business, right?
So you really need tounderstand the labor market and
across all those markets, thelabor market varies greatly.
And then, if you look at the USas a whole, licensing and labor
(08:43):
market can vary state to stateand region to region.
So you need to have an in-depthunderstanding of that and have
a great strategy around how tomanage and deal with that and
procure talent, because talent'sincredibly important.
Other things on the back end isaccess to capital.
So the different fundingprograms in all these countries
are very different.
The banking systems aredifferent, what government
(09:03):
programs are different.
So really making sure you havethe right finance and access to
capital, partners, understandingthose programs, making sure
that you're validatingcandidates in the right way so
that they'll be approved for theprograms that are available.
So those are some examples onthe kind of back end or the
internal side of the business.
And then it's understanding youknow what, what exactly there
(09:24):
is from a consumer perspectiveas well, right?
So are there any traits withinthe consumers that are different
?
Are there certain products thatresonate in different markets
that don't in others?
Are there certain servicestandards that are more critical
?
So, if you're in a warm climate, are cold towels more important
than hot towels Simple thingslike that that seem simple but
make a big difference in the endof it.
(09:44):
Right, and those are the detailsthat we need to hammer out as
the franchisor and working withour franchise partners to make
sure that we get that dialed inso that they're delivering an
exceptional service andexperience and having high
retention of their guests andsetting up all their barbers for
success.
So those are some of the items,but we start with our core
pillars.
So, of our five core pillars,where are those impacted?
(10:07):
And then we get into thedetails from there.
Speaker 1 (10:10):
I'd love for you to talk about.
When you launched into a newmarket, a new country the United
States, New Zealand, Australia,these new markets, as you go
into it and you launch and youdo your homework ahead of time.
And yet I'm certain there werestill new things that come up
once franchisees launch andthings pop up that oh wow, we
(10:31):
didn't know about that, or youlearned something, or how did
you handle that?
How are you addressing that andsupporting your franchisees
through these new discoveries?
Speaker 2 (10:40):
Yeah, I think there's two components to that, right.
So one, we're a new brand tothat market.
So, whereas if we go to amarket where we have brand
equity, it's a lot easier to cutthrough and tell our story
because people have an ideaalready, right?
So when you're going there, youhave to go back to your kind of
roots and remember when youwere first telling the story in
the existing market, becauseyour marketing is going to be a
(11:00):
lot different how you cutthrough, how you engage and
connect with that community.
So that's kind of like goingbackwards to go forward in terms
of strategy.
So that's the first component.
And the second component ishaving the same hands-on
approach that you did early onin your initial market, so we're
not having to make those sameadjustments.
Whereas we're entering in newmarkets, we have a larger team
(11:22):
that's involved in that openingand launch.
We're investing a lot heavierin it from a people perspective
and we're actually getting inthere with our franchise
partners, boots on the ground toto see it in in real time.
So we're we're taking aproactive approach approach to
(11:45):
it versus a reactive and waiting.
You know, the other option isyou get open, wait and and see,
hope it sticks and if it doesn't, then you go there, whereas
we'll be boots on the groundwith the openings actually in
person, seeing how theengagements happen.
And that goes back to thereacting quickly.
So if there are adjustments weneed to make, we want to make
them quickly because we'reestablishing brand reputation at
(12:06):
that time, so we want to getout in front of it.
Speaker 1 (12:10):
As companies in franchising.
And it makes me think of whenyou mentioned you and your
brother and being family run andfamily owned and operated here.
It just prompts me to becurious.
Just to ask, as you startthinking about a future exit, is
it something you're thinking ofwith the amount of venture
capital and private equity infranchising?
Or are you guys saying, well,we like this family run thing?
(12:31):
Where do you guys fall on that?
Speaker 2 (12:33):
I would say we love the family run program.
We're really enjoying it andwe're young.
Whether we look at it or not,we are young, so we got lots of
runway ahead for us.
We really feel like we're justgetting started as well.
We're over a hundred locations,but the ceiling's high.
We're not in any level ofplanning discussions on terms of
exits at this stage.
I mean, the idea of a legacyfamily business to me sounds
(12:55):
very, very appealing and greatand I think that would just be
an amazing story and scenariofor us.
So we'll see what the futureholds, but as of right now,
we're loving the family business.
It's great to build it together, build a legacy.
It all matters to us and thebusiness becomes an extension of
your family in some ways right.
(13:16):
So it's something that wecherish closely, for sure.
Speaker 1 (13:19):
I thought that might be your response, just based on
working with your brother andfamily.
There's just something fun andspecial about that and having,
like you said, a longer horizonin front of you certainly is
appealing.
For sure.
Knowing what you know nowbecause this would then be your
third time through franchisingwhat advice might you give to a
(13:39):
new franchisor, someone that'strying to kind of get things
going?
Speaker 2 (13:43):
If you're a new franchisor, it also means you're
entrepreneurial and you have anentrepreneurial spirit.
If you're a new franchisor, italso means you're
entrepreneurial and you have anentrepreneurial spirit.
So I think the key thing is, asan entrepreneur, is to stay
focused on what's most importantand not get too wide or too
distractive.
Keep that narrow focus, focuson compounded results, and
(14:04):
that's how you'll be able toscale up quicker.
I think the trap forentrepreneurs is we're always
excited about so many things, sowe want to do too much and get
too wide, and that, to me, is isa lesson we're always learning
to make sure that we're keepingthat narrow focus and focusing
on the most important things allthe time.
And I'd say the other thing, forfor any franchisor, especially
in the early days, where youknow every deal matters so much
(14:27):
is still being prudent in yourprocess.
Get the right operators, getthe right locations, spend the
right amount of time to makesure your markets are working.
You know, you see so manyfranchisors that where they fail
as they go too fast with thewrong people or just open
locations to get them open, andthat's a really hard thing to
dig yourself out of.
So we, we didn't do that.
(14:49):
We were proven in it because wehad great, you know, people
around us and experience andgood mentors that you know
helped advise us to to keep ontrack with that and I'm very
happy we did and that's why wehave, you know, basically no
attrition in our, in ourbusiness.
Speaker 1 (15:02):
That's great advice and you know, actually, as
you're describing that, I'mreading the sign behind you, so
someone may not see the video ofthis, but over your shoulder it
says what you want now versuswhat you want most.
Speaker 2 (15:14):
So talk about that a little bit, my kids all the time
I say you either pay now or paylater, but you're going to pay.
So what do you want to do?
Do you want to put in the worknow for what you where you want
to be or you know, not be whereyou want to be later and pay for
it?
I came into my office one dayand my daughter was on a
(15:35):
stepstool with some markers andshe actually wrote that on there
.
So which was?
Which was great, and I'm like,ah ago, and it stuck.
But but I'm a big believer inthat right.
Like nothing's built in a day,like there's there's very few
overnight successes and it'sbuilt with consistency and doing
things the right way andsurrounding yourself with great
(15:58):
people and putting in the work.
Uh, there's very few successfulentrepreneurs that I know that
say, oh yeah, I was easy all thetime and I never had sacrifice
and all those things.
So you know it's embracing that.
You know I was talking to afriend of mine who's also in
business and we were talkingabout the early days where
you're really grinding Right andit feels like a grind.
I feel like, you know, we'restill grinding most of the time
(16:21):
now too, because we love it somuch.
But that's some of the most funyou have too.
But that's some of the most funyou have too.
And you talk to entrepreneurs.
Their best stories are whenthey were just like all in 24-7,
just doing everything they canto barely make it work.
So having you know, embracingthat and focusing on like what
your actual end goal is and viewit as a positive, I think is a
great approach to business.
Speaker 1 (16:42):
What great impact, by the way, on your kids, that
your daughter has heard thatphrase so many times that she
wrote it up on the wall.
That's a great story, greatstory.
Well, kenan, what's the bestway?
If someone's interested inlearning more about your
business or maybe they'reinterested in your franchise or
they know someone that might bea good fit for your franchise
(17:04):
how can they learn more?
Speaker 2 (17:05):
Absolutely Just TommyGunscom.
On our website we have afranchise section where we've
got a ton of information andthen there's either a form they
can fill out there or they canjust email us at info at
TommyGunscom or franchise atTommyGunscom.
And we'd love to connect.
Like I said, we're real handson.
We get in touch real quick andwant to actually.
You know, usually when peopleare interested they want to talk
(17:26):
to real people.
So you know, one of us get intouch very quickly and we we, we
love to meet new people, see ifit's the right fit.
You know everyone that weconnect with our.
Our goal is to make sure thatthe, the validation process and
who we're actually awarding towe're going to be able to have a
positive impact on theirbusiness life and personal life.
So our kind of motto is iswhoever works with us should be
(17:49):
better off after than before.
Speaker 1 (17:55):
We'd love to connect and see if that fit.
Is there to make that a reality?
Fantastic, and we'll make surewe link that in the show notes
as well, so people can justclick when they listen.
They can click right on this ontheir phone or however they're
listening.
Well, kenan, this is a greattime of the show.
We make a transition and we askevery guest the same four
questions before they go, andthe first question we ask is
have you had a miss or two onyour journey and something you
learned from it?
Speaker 2 (18:15):
Yeah, absolutely so.
The biggest misses I had arewhen we went too wide so I kind
of referenced this earlier, butwhen we went too wide and gotten
strayed from our core business.
Not that we didn't stop doingour core business, but we
widened our scope and to me thatwas the slower of productivity
right.
(18:35):
You get too wide, you do a lotof things a 7 out of 10 versus a
few things a 10 out of 10.
And the quicker we narrowedthat up, the better and more
productive we were.
So my biggest misses along theway are if we get too excited
about the things on the fringeand not making sure that we're
focused on the core.
That, to me, is paramount andsomething that I talk to our
(18:59):
team and myself about on aregular basis.
Speaker 1 (19:02):
Let's take a look at a make or win, a highlight.
You've certainly shared somealong the way.
Are there others you'd like toshare with us?
Speaker 2 (19:09):
Yeah, a big win for us is successfully expanding
internationally, and so westarted into Australia and we
had a unique structure therewhere it was a master franchise
where we were partners in withthe master operator.
We grew that up operator.
We grew that up.
We had a multi-unit operatorthat we actually ended up buying
(19:30):
in and becoming the full masterfranchise operator and is
growing that market now and I'mextremely proud of that.
I mean growing internationally,over 10,000 miles away.
You know that's not somethingthat's typical or easy to do and
we've really created an amazingfoothold there.
In fact, our average unitvolume is higher in Australia
than it is in Canada.
(19:50):
Even so, we have an amazingopportunity there and the family
, the couple, luke and Grace,who are master franchise owners
out there incredible people.
So you get new great partnersin the business.
So that's something I'm veryproud of and we were luckily
recognized for it this past yearat the Global Franchise Awards.
We were awarded top franchisein the hair and beauty category,
(20:12):
which was a very cool momentfor us.
You know we're competitive anddriven, so we're typically
always pushing ahead, so you getreflective at those moments and
that was really awesome andgreat for our team and all of
our franchise partners andeveryone involved who made it
all happen.
Speaker 1 (20:28):
Oh, excellent.
The next question we ask ishave you used a multiplier to
multiply yourself personally,professionally, or organizations
you've been involved with?
Speaker 2 (20:39):
Yeah, I think the most important thing for me was
never being the limitation ofthe business.
Right, I don't have to be thebest at everything, I don't have
to have every answer.
Be the smartest guy in thelimitation of the business,
right, I don't have to be thebest at everything, I don't have
to know how to have everyanswer.
Be the smartest guy in the room, I'll probably have the most
passion or in line with the mostpassion in all the rooms.
But learning that early is kindof one of my secret weapons, I
believe.
So I surround myself withincredibly talented and smart
(21:02):
people who can meet mymotivation but have great skill
sets.
I never stopped learning.
I've been peer to peer businessgroups.
I go to workshops.
I do anything I can to learn.
At conferences.
I seek out mentors If there's,you know, guys running franchise
systems and it can be othercategories, but they're where I
want to be.
I try and get their ear and Ithink that's been.
(21:24):
You know, if I'm to look at anymultiplier, that's, you know,
helped us grow and be successful, helped us avoid pitfalls and
mistakes.
You know key learnings, youknow that's really it.
And I can pick out so manymoments from those people and
groups that just like, reallysteered us in the right path and
steered me personally, so that,to me, has been the best.
(21:45):
Multiplier is just alwayslearning and and and not being
afraid to bring in, you know,brilliant people that can can
take you to the next level rightCause leading a business isn't
dragging everyone along right.
That's not.
That's not where I want to be.
I want to be surrounded bypeople that that you know, keep
plowing us forward and and andupward and and.
So that's that's really ourapproach and that's been.
(22:07):
Our biggest multipliers is thepeople and who we surround
ourselves with.
Speaker 1 (22:12):
Well, and Kenan, the final question we ask every
guest is what does success meanto you?
Speaker 2 (22:16):
So we have a term that we talk about in our office
called infinity business, andour goal is to get to what we
call infinity business, and whatthat means is a perpetually
successful business, bothpersonally and financially, for
all stakeholders.
So it's not just about theshareholders.
We focus on every stakeholder,from our guests to our barbers,
guest services managers, thefranchise partners, our vendors,
(22:40):
which we call our strategicpartners.
So that's really what we'reworking towards as a business is
creating what we call infinitybusiness, where all stakeholders
are thriving in our environment.
Speaker 1 (22:50):
I love that.
Well, and Kenan, as we bringthis to a close, is there
anything you were hoping toshare or get across that you
haven't had a chance to yet?
Speaker 2 (22:59):
Yeah, I think the main thing is for us is we're
really excited to grow.
The US has been a big focus forus and we're launching.
We're in Arizona now we'relaunching in Utah.
That, to us, is kind of thenext phase of growth and
partnerships and we're excitedabout that journey and want to
share it with as many as we canalong the way interview and
(23:28):
let's go ahead and jump intotoday's three key takeaways.
Speaker 1 (23:29):
So takeaway number one is when he talked about
determining what his key driversare for success at his company
and for them they identifiedtalent was very important.
So when he expandedinternationally, he had to find
and figure out ways to help hisfranchisees find talent.
Then he said the second piecewas the back end and access to
capital and funding for thosefranchisees in other countries.
(23:51):
And number three he looked atit from the consumer perspective
.
He said what else might theconsumer like or that might be
different.
He said what are traits of theconsumers that are different?
He described, for example, in awarm climate, a cold towel is
more important than a warm toweland what other services might
need to be adjusted.
I loved how he gave that levelof detail and I think that's a
(24:13):
great application for you as youconsider for your own business
in international expansion.
Takeaway number two is when hetalked about opening in an
established market versus a newmarket, and in an established
market he said less people arerequired.
It's a little more to the pointand easier to get up and going.
(24:33):
However, in a new marketmeaning where there are no
franchisees and they're nowexpanding into that area.
It requires an all hands ondeck, and it sounds like he and
his leadership team attend andgive extra time and resources.
Takeaway number three is whenhe gave the advice to
franchisors and new franchisors,and the advice he gave was to
(24:54):
stay focused on what matters,Keep your attention narrow, be
prudent in selecting yourfranchisees and find great
mentors to help along the way.
I thought that was just somegreat advice that he provided
there, and now it's time fortoday's win-win.
(25:15):
So today's win-win is aleadership lesson, really that
he shared, that he has beenteaching his children and that
his daughter had made the signfor him, and he taught his kids,
and has been teaching his kids,that you either pay now or you
pay later.
You pay now or you pay later,and that's just such a truth in
(25:35):
life and it's just somethingthat comes up over and over and
over again.
So you either pay now or youpay later, and I thought that
was a great way to look at itand I think that's a great way
to end the episode.
So that's the episode today.
Folks, Please make sure yousubscribe to the podcast and
give us a review, and rememberif you or anyone you know might
be ready to franchise theirbusiness or take their franchise
(25:57):
company to the next level.
Please connect with us atBigSkyFranchiseTeamcom, where we
can schedule a freeconsultation to learn more about
you and your business and howwe might be able to serve you.
Thanks for tuning in and welook forward to having you back
next week.
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