November 17, 2025 • 52 mins
Brandon Downer: How Pink's Window Cleaning Franchise Turned Home Services Into Hospitality | The Franchise Insiders Podcast
Discover how Brandon Downer built Pink's Window Cleaning from a neighborhood observation into a thriving home services franchise that treats customers like guests and technicians like hospitality professionals.
From Layoffs to Launching a Home Service Franchise
After two layoffs, Brandon Downer and his partner Carter spotted an opportunity during a neighborhood walk: local service trucks everywhere, but zero customer experience. They launched Pink's Window Cleaning with a bold premise—apply hospitality principles to blue-collar work.
Why Most Window Cleaning Services Fail Customers (And How Pink's Solves It)
Homeowners face recurring problems: no-shows, handwritten quotes, surprise pricing, and crews that don't respect their property. Pink's redesigned the entire experience: online scheduling, upfront pricing, card-on-file payments, branded uniforms, and a promise to leave every property better than they found it.
The Pink's Franchise Playbook: Culture, Systems, and Scalability
Learn why Pink's hires baristas and hospitality workers (not just window cleaners), how technology drives trust and recurring revenue, and why a memorable brand color beats a generic business name. Brandon shares the franchise growth strategy: launch timing by market seasonality, building routes that compound, and creating exit opportunities for owners.
Blue-Collar Franchise Opportunities and AI-Resistant Businesses
We explore why service-based franchises offer real wealth-building paths for younger entrepreneurs—hands-on MBAs that create jobs, build leadership skills, and generate recurring revenue streams that boost business valuation.
Ready to Explore Franchise Ownership?
Whether you're considering a home services franchise, window cleaning business, or other blue-collar opportunities, visit thefranchiseinsiders.com to take our 3-minute franchise matching assessment. Subscribe for weekly episodes and leave a review to help others discover their path to business ownership.
Keywords: Pink's Window Cleaning franchise, home services franchise opportunities, window cleaning business, blue-collar franchise, franchise ownership, service-based franchise, recurring revenue business
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Send us your questions for an upcoming episode at 305-710-0050.
From your pals in franchise ownership, Jack and Jill Johnson.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:23):
Hi, everyone.
Welcome back to the We Bought aFranchise podcast.
I'm Jack Johnson.
I'm Jill Johnson.
And today we've got anincredible guest.
A guest that has changed theface of home services
franchises.
We have Brandon Downer, one ofthe original founders, one of
the two original founders,right, Brandon?
SPEAKER_03 (00:42):
That's right.
That's right.
SPEAKER_00 (00:43):
Of course, we have Katherine Allen and we have
David Sam Juan.
And David, of course, is a Pinksfranchise owner, just like Jill
and I used to be.
Brandon, welcome to the show.
It's so great to have you.
SPEAKER_03 (00:55):
Guys, thanks for having me on.
This is so fun just to hang outand just talk with y'all.
I miss you guys.
SPEAKER_00 (01:01):
Yeah.
You know, it was owning Pinkswas such fun.
And you guys, you guys made itfun.
You know, it's like Pinks isn'tjust the run-of-the-mill home
services brand.
Pinks is different.
And this is actually where Iwant to start, Brandon.
How on earth did this come tobe?
Like back in COVID, you andCarter like walking the streets
(01:24):
of Austin.
Like, how does this start?
SPEAKER_03 (01:27):
Right.
Well, it first started off whereCarter and I were working
corporate jobs, probably like alot of people that listen to
this podcast right now.
And COVID hits, I was in thelive music business.
Carter was working for Dakova'sBoots, and they laid all of us
off, right?
I think my company was like 60%layoffs.
(01:48):
His was, I think 80% layoffs.
And I think what is interesting,like a note I took from that, is
you're a great employee untilyou're not, until the company
needs to can you.
And so basically it wasinteresting.
Sorry, we got someone honkingoutside the building, but it was
(02:10):
interesting because I think forthe longest time I thought I
would be this career employeeguy, work my way up the
corporate chain and and um, youknow, become an executive or you
know, vice president or adirector level.
And then when I finally found myspot in my career, you know, and
I felt like I was in a goodplace, I get laid off.
(02:32):
And so I'm kind of sittingthere, you know, sitting on my
hands, wondering what am I goingto do next?
Called Carter up, and like yousaid, Jack, we were walking
around town, and this was in Mayof 2020.
Unemployment was 15% orsomething like that.
But as we walked in theneighborhood, we counted between
(02:53):
15 and 20 service trucks,plumbers, cleaners, lawn
maintenance guys, painters, allof that in my neighborhood
within a mile radius of myhouse.
And we just thought toourselves, hold on,
unemployment's 15%.
I'm unemployed, and these guysare working and making money.
And then we started to even deepdive even more, and we were just
(03:16):
kind of spitballing and thinkingabout all the wealthy people we
knew in our lives.
And it felt like every wealthyperson we knew, when you ask
them what they did, they'relike, oh, I pour concrete.
Oh, I have a painting business,I'll have a roofing business,
these random blue-collarservices.
And we're like, hold on, allthese guys are loaded, they live
on the lake, they drive a nicecar, and what do they do for a
(03:39):
living?
They lay roof or paint a house.
And so we're like, hold on.
We grew up in this town or inthese suburbs of Austin, suburbs
of Houston, where we were toldif you go work in the trades,
you're a failure.
The only good jobs are workingin an office, working in
corporate, working as a doctor,a lawyer, a commercial real
(04:00):
estate broker, whatever it is.
And but these guys are living onthe lake, these painters, these
plumbers, these whatever.
And so we're like, hold on.
We've been told this thing ourwhole life, and we see something
else.
And so basically, we justthought to ourselves, let's
start a business.
Let's start a service business.
We didn't know what.
Um, we thought through plumbing,we thought through electricity,
(04:21):
and we're like, man, we're notsmart enough for any of that.
Um, and then I we just I justsaid, Well, what if we just
clean some windows?
That seems easy.
I used to wash dishes in collegeat a sorority house.
Um, I think Carter did the samething.
And so we went to Home Depot,spent$153.87, bought a squeegee,
(04:43):
a towel, a bucket, uh, somesoap, and we're like, all right,
we got ourselves a business.
And and again, there was nogreat plan for pinks, it was
just we need money.
Um, he just got married, youknow, a year earlier.
I was like living in a packed ina house with five dudes, so my
expenses were low, but I waslike, I still need money to you
(05:05):
know go out and have fun and youknow, try to find a spouse.
So that's kind of like theorigin story.
I'll kind of park it there for asecond.
SPEAKER_00 (05:14):
I mean, I love that.
And like you're absolutelyright.
I I took a picture of our streetthe other day, just walked
outside, three service trucksoutside, middle of the day.
I bet I could do the same thingright now.
That was so brilliant of youguys to notice that.
And we've got a whole slew ofthings we want to ask you, but I
just that before you get to yourquestion, I know you have you
(05:36):
have one, but Brandon Howe, whypinks?
How'd you guys come up with thename?
Oh, I like this story.
SPEAKER_05 (05:43):
Sorry, I know it.
SPEAKER_04 (05:44):
Yes, I don't know, I don't know for the rest of us.
SPEAKER_03 (05:48):
So pinks I'll say this, I'll give you context
around the brand, and then I'llthat'll kind of lead into the
name.
But in 2020, at least in Austin,which like that's our world,
this is Austin, Texas, right?
It was so hard to get servicepeople to show up to your house
(06:09):
on time or at all.
No one had any sort oftechnology at that time.
I had a plumbing experiencewhere I had like a leak in my
shower, I had a hole in theceiling of my kitchen because my
shower was upstairs and it wasleaking through.
And the plumber showed up likefive hours late for three days
in a row.
His apprentice fell asleep on myporch.
(06:30):
The quote was just like on apiece of paper, and and then
like they couldn't figure outwhat was wrong.
They quoted one thing, and thenwhen the invoice came in, it was
another thing.
And it was funny because as whatwe told, as I told my family and
friends about this experienceand how it was a total
nightmare, everyone had thatexperience with some sort of
(06:54):
service business, whether it wassomething was stolen from my
house, whether it was uh they,you know, the cleaners came in
and they tracked mud in thehouse and then they left and
they left it worse than theyfound it.
And so we just felt that theservice business was kind of
broken.
So that leads into us at thevery beginning of the company
wanting to have a brand thattold a story that's different.
(07:19):
A story that the trades arerespectable.
And we just have this corebelief that without the service
people of our cities, our townswould be a disaster.
I don't want to live in a townwhere there's not a plumber,
personally.
I don't want to live in a townwhere there's no electricians,
where there's no painters, wherethere's no lawn maintenance
(07:40):
people, where there's no windowcleaners, any of that.
We need these jobs.
And so we just thought toourselves, let's try to create a
brand that shows that these jobsmatter and that these people
that do these jobs reallymatter.
And so we knew early on wewanted a brand.
Um, and when we started thinkingthrough what are we going to
(08:00):
name this thing?
And at first we're like, let'sname it like Capital City
Cleaners.
But then as we did marketresearch, we we we saw that
every single cleaner in town wasa location-based name.
And we didn't love that becauseafter like five five one two
cleaners, uh, ATX cleaners,capital city cleaners, all that,
(08:23):
you don't you get them all mixedup in your brain.
And so we were talking toCarter's mother-in-law about it,
and she was like, What if youjust name it a color?
People people remember colors,and she's like, What do you but
what about pinks?
It's five letters, easy toremember.
You make pink the accent color,so people ask, you know, where's
(08:43):
the pink?
Um, or or why is it named pinks?
And there's something about justmemories and colors and all that
that stick in people people'sbrains.
And so we actually didn't thinkabout it too much after that.
We were just like, All right,pinks it is, and we ran with it.
That's awesome.
I love it.
SPEAKER_00 (09:01):
Isn't there a pink Floyd song where like one of the
lyrics is by the way, whichone's pink?
SPEAKER_05 (09:05):
I have no idea.
SPEAKER_00 (09:06):
Pink didn't have a cigar.
I'm dating myself.
SPEAKER_05 (09:09):
No, they're classic.
No, I love that.
I love the story because youknow, everyone wants this like
very deep, meaningful where thename comes from.
But it was like, it's just likea great story in branding.
And I feel like that is kind ofmy next question is like, you
know, you guys did a great jobwith the name, and obviously we
love the customer service.
I mean, that's really what drewus to it, is is you're right.
(09:30):
We were experiencing the samething in South Florida where
people were unreliable and notshowing up, and it was just like
so frustrating.
So the idea of just thisprofessionalism and you know,
guaranteeing that you're gonnaget, you know, hardworking team
and you know, just thatattentive service.
And so we love that, but it'sit's like you guys created a
(09:51):
movement.
So talk to us a little bit howyou did that.
You know, Pinks is not just, Imean, it the brand is amazing,
but it's like people just wantto be a part of what you guys
are doing, regardless of whatyour services are, you know, and
that's what drew us, but I'dlove to hear from you kind of
how you created this movement umfrom you know, a home services
brand.
SPEAKER_03 (10:11):
So, so funny.
It's so funny to hear you evensay the word movement because in
our mind, we're just trying todo right by the customer.
And I guess how we started themovement is we just started in
our backyard.
And I think that's the moral ofthe story is like if you want to
change the world, you know,change your neighborhood first,
then change your town, and thenyou kind of build out from
(10:32):
there.
Don't, you know, you're notgonna change the world by just
thinking you're gonna change theworld.
You got to start locally, rightwhere your feet are.
And I think that's what we did.
We got hyper obsessed with thecustomer in the customer
experience.
And so we would study literally,we'd have people come up to our
house to quote.
We'd study how they did thingsfrom when they pulled up in
(10:56):
their vehicle to quote the houseto how they knocked on the door,
to how they interacted with us,to how the quote looked when we
actually received it.
And so I think, and I kind ofgot this from Sam Walton.
Sam Walton, founder of Walmart,says the customer is the boss
because they're the ones withthe money spending money with
(11:16):
you, and the boss can fire youat any moment.
And so, if we're not making thecustomer happy and doing what
they want, then we're not gonnahave a business.
So I'm not the boss of pinks,Carter's not the boss of pinks,
the customers are the boss ofpinks, and so, like I said, we
got hyper obsessed with theexperience.
What do they want to see?
(11:36):
Do they want to be onmaintenance plans where they
kind of get to set it and forgetit, and they just get to have
clean, clean windows year-round.
They get reminders when we'recoming, they get a receipt when
we're done, their cards on file.
You know, it's all about makingit easy for the customer, as
opposed to you know, a pen andpaper quote.
There's no there's no process tofollow up, there's no automated
(11:59):
follow-up, there's no technologyinvolved.
And and that's kind of where atleast five years ago, the
service business was stuck.
And so, how did this movementcome to be?
Is we just spent so much timecommitted to making our
customers happy.
When we started this thing, wehad no idea how to clean
windows, we had no idea how topressure wash a driveway, but
(12:22):
what we did have is a desire toserve the customer.
And Jack, if you were mycustomer and I said I was gonna
clean all your windows on thehouse, I may not know the most
efficient or best way to cleanit at that time, but I knew at
the end of the service that youwere gonna be happy.
And I'm I literally wouldn'tleave until you were happy.
(12:43):
And so I think the movementstarted with just one customer
at a time, and and we call it atPinks, just giving the customer
a wow experience.
And you know, we're kind ofinspired by Chick-fil-A, right?
You go to Chick-fil-A, you getthrough the the line is the
drive-thru line is in thestreet, and you leave there and
you go, dang, that was quick.
The kids serving me were supernice and respectable, and like
(13:06):
you're kind of wowed by theexperience.
But what do they do when youboil it down?
They serve chicken, they servechicken sandwiches.
And so our goal was to literallymake people lol at how good the
service was.
We wanted that, we wanted themoms that we were serving to go
to their parties on Friday nightand be like, I had these boys
(13:29):
that came into my house and thatgave me an exceptional
experience that gave me a hatand actually want to wear the
hat.
And that was that was the bigthing is one, can we make a
brand that people actually wantto wear and actually want to be
about?
Another company we're inspiredby here in Austin, Texas, is
(13:50):
Yeti.
And for some reason, I'm sureall of you guys are drinking out
of a Yeti cup right now, and youmight have a Yeti hat, a Yeti
sticker on your truck.
But when you boil down, whatdoes Yeti do?
They serve cool or they makecoolers and they make cups and
they sell it to people.
And it's simple, right?
But for some reason, they havethis compelling story, and I
(14:12):
want to be a part of it.
I want to drink out of a Yeti.
I want to have a Yeti sticker onmy laptop because it's just
cool.
And so the movement was juststarted by us just wanting to
create a brand that one that wewere proud of.
Because if we're not proud of itand we're not proud to put the
uniform on, then everyone'sgonna think we're bogus and
fake.
So we wanted to be proud of whatwe were doing, and I think that
(14:35):
just kind of resonated with thecustomers across Austin.
SPEAKER_00 (14:38):
I mean, I've never seen anything like it.
There, there's if you go onLinkedIn right now, you will see
you know, entrepreneurs that are25 to 60 years old who have
changed their profile pictureswhere they once were wearing a
suit and tie, so now they havethe pink hat and the pink shirt
on.
I've never seen anything like itin brand, like even with a brand
(14:59):
like Crumble or evenChick-fil-A, you don't see a
Chick-fil-a manager wearing aChick-fil-a shirt in his pro his
or her profile picture.
So you guys really did somethingvery different.
The branding, and I'm beinghonest, when Jill and I, I don't
know if you know this, when wewere before we became Pink's
franchise owners, um, and forthose of you listening, I I
(15:23):
think most of you know at thispoint that Jill and I were
Pink's franchise owners, um, wewere talking to that one
painter, which we think is agreat franchise, but in one of
the slides, there was the Pinxlogo.
And and you know, they're givingthe presentation and it's it's
great.
But I'm like, hey guys, can youtell me about that?
What's that brand up there, thatPink's brand?
(15:43):
And they're like, Oh, yeah, thisis a new brand we just added.
We literally just added, they'vegot like two locations.
I'm like, can you tell us aboutthat?
And then they started to show uslike you guys with the hats, and
I'm like, I bet we could put apink's hat on everyone in Boca
Braton.
Like, I saw that and it didn'tmatter.
And you guys have an amazing wayof teaching people how to wash
(16:03):
windows.
And I even saw the owner in Ithink Indianapolis talking about
the process for washing windowsin colder climates.
Like, so there is science behindall of this and there is
strategic thinking, but thenumber one thing is it's how,
like you said, the brand makesyou feel.
And when you see the uniform,first of all, the uniform does
something, it like makes youinstantly more handsome.
(16:27):
I told you I wasn't gonna wearthe uniform and in one night,
brand, and I just happened totry it on.
SPEAKER_05 (16:32):
You always had it on.
I liked it.
SPEAKER_00 (16:34):
And I come out and I'm like, I I say to you, I'm
like, I'm feeling pretty good inthis.
SPEAKER_05 (16:37):
Well, it's a it's a it's a great uniform, but it
does, it's like it's it ituniforms the the crew, you know.
So it's so different than whenyou have people come to your
house and they're just well,maybe they're wearing Capolo or
not even that sometimes, buteveryone looks like cohesive,
together, polished, you know.
And it was like, I loved seeingour team.
I love seeing our team together.
(16:58):
It just with the truck, it justit was like such, and that's
what drew people to it.
Like a lot of the referrals.
We have a truck in theneighborhood, and people would
flock to it because they'd seethe guys out there, they'd see
the cool trucks, and they werelike, What's happening?
I want to know what the I don'teven know what you guys are
doing, but you know, tell usthis looks cool.
And I I love that, you know.
I mean, that's really where Imean, we've got so much business
(17:20):
from referrals.
We just were so excited to put atruck in one of these
neighborhoods because we knowpeople would just flock it.
SPEAKER_00 (17:26):
I mean, do you remember the grand opening?
And and David and Catherine, Iknow you guys have got
questions.
I'm gonna shut up after I makethis point, but we threw a grand
opening party and like it we hadwhat was it like 50 like girls
there?
SPEAKER_03 (17:39):
It was a banger.
I remember seeing the pictures,and it was like it looked
awesome.
I was bummed I missed it.
SPEAKER_00 (17:44):
It was like a room of just beautiful people, and
everyone's wearing pinks andwearing pink hats, and it was
just like it was again it andI'm sitting there saying to
Jill, this is exactly what Ienvisioned when we bought this
is how people would want to.
SPEAKER_05 (17:57):
Yeah, I mean, again, people like saw they they saw
the logo, they saw the invite,it was like a fun party, and
they were like, wait, what doyou guys do again?
What is this?
You know, but then but thenthat's an easy thing to digest.
Oh, we wash windows, we power.
Oh, okay, cool.
You know, they're what youdidn't have to explain beyond
that, too.
It was like, it's just it wasfun.
SPEAKER_00 (18:13):
And then just the the the clarity when someone
finally gets their window washand you're like, holy smokes,
this is like HDR from my window.
Well, that's why you need to getit every quarter.
That's right.
SPEAKER_05 (18:26):
Right, David.
You know that's the move.
SPEAKER_03 (18:28):
Lock them in, get them, get them going.
SPEAKER_00 (18:29):
Well, and and for all of the people out there
thinking about owning a Pinx, Iwould just say this.
Remember, recurring revenuemakes your business more
valuable.
So, really, if you become a Pinxfranchise owner, you're thinking
about this type of business,getting as many clients as
possible on recurring revenuejobs as possible.
It's interesting.
Catherine did a um post theother day about last week we had
Mark Amory, who's the CEO ofPuddle Pools on, and that's a
(18:51):
recurring, you know, modelservice with cleaning pools for
both residential and commercial.
And Catherine, you got a ton ofjust people just asking, what is
this?
What is this logo?
What is it?
Maybe, you know, let's dive intoyour question.
SPEAKER_04 (19:05):
Yeah.
Well, I was you made me think,Brandon.
So at Puddle Pulls, the fish iscalled flip flop, I learned on
our pod on the podcast.
But they're our owner.
So you have owners in theLinkedIn profiles wearing the
pinks.
They actually have ownerstattooing flip the puffer fish
on their bodies.
So that's what you gotta getpeople like, you know how it's
(19:29):
like mom with the heart.
David, do you have a pink logo?
SPEAKER_01 (19:33):
Not yet, not yet.
SPEAKER_04 (19:34):
So tattooed.
That's what you're up againstout there in the service world.
SPEAKER_03 (19:38):
Holy smokes, those guys are committed.
SPEAKER_04 (19:41):
They are committed, they are committed.
So, yeah, so I first off lovewhat you just shared.
I own a soccer stars franchise,youth soccer educational
programming, and I am obsessedwith client experience.
So everything you just shared, Ireally resonated with me.
And I'm with you.
It's like, you know, it's likeNike Adidas, right?
(20:03):
That's kind of the world I livein.
It's like we want the soccerstars brand to be so cool that
people are because that's a youknow, Jack used to talk about
this all the time when we worktogether about aspirational
brands, building an aspirationalbrand, which is what you're
doing.
And it's yes, you do windowwashing, but it's the feeling
you get from the brand.
(20:23):
Like that's that's in that's thesuccessful brands out there, is
you want to be a part of themovement.
Um, I also believe what youdescribed is like the culture at
pinks, like everything you justtalked about essentially is your
culture at pinks.
And I believe, and I think youbelieve too, culture is a
competitive advantage, right?
When you have a super strongculture that people want to be a
(20:46):
part of, they're proud to be apart of, they're wearing the
pinks, you know, that that'swhat you want to do.
That's what I'm trying to do.
Um, how do you hire and trainemployees who really embody that
kind of spirit?
What does that look like?
SPEAKER_03 (21:00):
Yeah, it's it's a great question.
And I do think that culture isit's one piece of uh it's one
differentiator that I think whenyou're looking at pinks, I I
hope and and pray that peoplecan feel that culture, but it's
it's all about the people, inour opinion.
And we tell this to our ownersall the time that we are a
(21:21):
people business, we just happento clean windows and power wash
driveways.
No, it's not the other wayaround.
And so if you don't have peopleon your team, then you'll never
scale your business.
And so you have to be aneffective leader in order to
scale your business.
And so a little bit of thesecret sauce is the profile
(21:42):
person we hire is, I think, alittle bit different than our
competitors.
We truly like to think of ourbusiness as a hospitality
business.
And so the people we we recruitand that we advise our owners to
recruit aren't folks with likenecessarily a blue-collar
background.
I mean, they can have that, butthe target person is actually
(22:03):
someone in the hospitalityspace.
Think your baristas, yourbartenders, your bell hops at
the hotel, your valet guys orgals.
And it's just people that have ahospitality bend that are used
to serving people and makingpeople happy and putting smiles
on people's faces.
Because our thesis is we canteach window cleaning to
(22:24):
anybody, and it's not rocketscience, but it's hard to teach
customer service to folks.
And so our goal is to get peoplethat already have that customer
service bend, and we'll teachyou, we'll teach you the other
stuff.
We'll teach you the the how tosqueegee, how to waterfed pole,
how to how to power wash adriveway.
So just our our candidate poolis a little different.
(22:46):
And then even with franchisees,um, as we're interviewing
people, well, one, everyfranchisee has to talk to me or
Carter.
And that's just that's how itgoes.
I remember talking to David SanJuan when he was in his
discovery process and going downthe line.
Um, we say no to some people,but just because of that culture
fit.
And it's not because we thinkthey're a bad person, it's just
(23:08):
because we're looking for aperson who wants to be in it
with their employees and whoreally cared.
And the question that we askourselves as we're interviewing
potential franchisees is would Iwant to work for this person?
If the answer is yes, then we'reall in.
And if if I would not want towork for that person, or if
Carter doesn't want to work forthat person, then what makes us
(23:31):
think that, you know, an hourlyemployee that that was a
bartender wouldn't want to workfor this person, you know?
And so that's uh that's kind ofone of the filters we we think
through when we're looking atfranchisees and when we're
looking at even hourly employeesto that you know are out there
cleaning is can we see thisperson developing and into a
leader within our organization?
(23:52):
And I think our our owners havethis mindset of the best way
that you can bless youremployees is by growing the
business.
Because now all of a suddenthere's opportunities for them
to grow.
David San Juan experienced it.
He hired uh I think I don't knowwhat a Dan started starting out
as a tech, and then he became alead, and then he became a
(24:14):
manager.
It's amazing, it truly isamazing.
So that's kind of just a littlepeek into the culture, and and I
would also say it all tiestogether.
The brand helps us attract goodpeople, and the good people help
create the culture that y'allsee all over the country.
(24:35):
As in the brand and the uniformsare self-selecting.
If a if an employee or apotential employee can't see
them themselves wearing this,then they're not gonna want a
job at Pings anyway.
But if there's um, you know, aguy or gal that is working at a
restaurant, at a bar, orwhatever it is, and they're
like, wow, that's a cooluniform.
(24:57):
I want to be a part of that.
It just helps recruit the rightpeople into uh the business.
And it's it's super helpful.
SPEAKER_00 (25:06):
That's awesome.
And I'll never forget when ourGM went to training with you,
he'd never washed a window.
Maybe he'd power washed here orthere, as you know, all of us do
on a you know, weekend orsomething like that.
And he came back fully dialed into the point where he knew what
he was doing.
So you guys, in a week's timeless, were able to teach him how
(25:29):
to do this proficiently.
And then we started hiring, youknow, techs, and then he was
teaching them, and and webasically were at Jill and I's
house washing all of our windowsrepeatedly, and he was showing
them.
But it was just it was amazingto see how well trained he came
back, and you know, how good hissqueegee method was.
(25:51):
But I think that speaks volumes,and and for us as franchise
consultants, that's the kind ofthing we that's important to us
is to know that a franchise hasthe horses on the back end.
Ultimate, ultimately, we knowour clients, the franchise
investor, they're responsiblefor making the franchise
successful.
It's like last night Jill and Iwere at an event, and I talked
(26:13):
to someone, he said, you know,what franchise has the best
margins?
And I said the franchise withthe most effective franchise
owner does.
You can't buy that.
You can't buy the best margins.
You can buy a great franchise,but you ultimately have to make
it work.
And I think you guys do aterrific job of preparing.
And I'll share one more quickstory.
And I know and I know, David,you've got a question.
(26:33):
We have a client that is in theNortheast, and um, he just
bought a franchise from you guysa couple months ago.
He shared, you guys suggestedthat he train in spring versus,
you know, right now, becausehe's in Maryland and the
weather's just gonna be brutal.
And he's like, they didn't wantto send me out there in the
weather right now.
(26:53):
And here's the kicker to this isthat in the state of Maryland,
you guys can't collect afranchise fee because it's known
as what's known as a deferralstate.
You guys can't collect thefranchise fee until he is
trained and opened.
So I think when I hear storieslike that, it really makes me
say, we're sending our clientsto the right places.
These are responsiblefranchisors that aren't just
(27:14):
thinking with their theirpockets, but thinking in terms
of what's the best way to setfranchisees up for success.
SPEAKER_03 (27:21):
Yeah.
Yeah, that's exactly right.
And we don't want someone tolaunch at the wrong time, right?
We'd much rather a franchisee ora franchise fee come in way
later, which is fine becausewe're not in it for a franchise
fee.
We're in it for the long-termsuccess of the franchisee,
right?
And and the only the only waythat this thing works long term
(27:44):
is if our franchisees aresuccessful.
And so our business, and I mean,this is kind of a duh, but we
don't win unless our franchiseeswin.
That's how it works, right?
And because you know, we getpaid a percent of their revenue.
And so our goal is to how can weget people to launch at the
right time to get all thesetailwinds behind behind them so
(28:07):
that when maybe a slower seasoncomes, they can weather the
storm and they can be okaybecause they they were trained
at the right time and theylaunched at the right time.
Uh in springtime is a great timeto launch an exterior cleaning
business.
Um, it's I don't think it's anybetter.
I mean, Florida, maybe itdepends because of you all get
the rainy season kind of laterin the summer.
SPEAKER_04 (28:28):
But what about out here in California?
Yeah.
SPEAKER_02 (28:31):
California, you're good year-round.
SPEAKER_04 (28:33):
We're good year-round.
Okay, good to know for all thoselistening to California.
SPEAKER_03 (28:36):
Absolutely.
We always say California is acheat code for exterior cleaning
because even in Austin, youknow, this January, it'll get
it'll get cold, it'll get belowfreezing, and you know, it's a
you can still work in it, but itmakes it a little harder to do.
But in California, my goodness,you know, y'all in dream
weather.
And there's still a lot ofterritories available in
California.
(28:56):
Okay, that's good.
Specifically in the Bay Area inSan Diego.
SPEAKER_04 (28:59):
Oh, Catherine.
SPEAKER_03 (29:00):
Okay, just I'm not trying to sell a franchise here,
but I'm just saying.
SPEAKER_04 (29:04):
I am in the Bay Area, Brandon, and uh I know a
few people.
SPEAKER_03 (29:09):
Okay.
Okay.
Let me tell you wonderful spot.
And I know the Johnsons love SanDiego.
We do too.
SPEAKER_00 (29:15):
So that's true.
I can't wait to see those pinks,those pinks bands going down the
uh coast highway.
You guys are amazing.
SPEAKER_01 (29:23):
So um Brendan nailed it when he talked about you know
the the culture that we havehere at Pinks.
And I say we now because youknow I love this.
The same the person I met dayone, Brandon and Carter, are the
same now, year one.
I just hit a year November 1st,and it's just amazing.
So again, thank you, Brandon.
I think I tell you every time Isee you, thank you for building
(29:45):
what you've built.
But I'm gonna move on to theyounger generation, right?
Jack and I are in our 40s, sothere's no hiding it.
But what do you think about theyounger entrepreneurs that are
they're getting right?
And where do they sometimes getit wrong about building a real
business?
SPEAKER_03 (30:01):
Oh man.
The young entrepreneurs, I thinkthey get it right with getting
in at the right time.
If you're in your 20s, and I Iunderstand whether you're
starting buying a franchise orjust starting a business, I kind
of view it as you're gettingyour MBA, right?
Especially if you're in your20s.
(30:22):
And so even if your businessfalls flat on its face, you
know, two years later, you paidor or you maybe you lost some
money or whatever it is to getan education.
And I'm I'm not saying that'sthe case or that's what happens
to everyone, because obviouslyit's not.
But I think these youngentrepreneurs come in with the
right mindset of I want to workfor myself.
(30:42):
I don't want to get caught inthe corporate grind.
And I think there's even this umthis thought process that a lot
of young people have of I don'twant to go work corporate yet
because I don't want thosegolden handcuffs to be put on
me.
And so they're almost scared,more scared today, to go get
that corporate job because theyknow about the restricted stock
(31:03):
units and the ESPPs and the 4Kplan and the insurance and all
that.
And they're like, man, I wouldjust rather jump in head first.
And if if it doesn't work out, Ican go get a corporate job
later.
And that's what we tell a lot ofour young folks is swing the
bat.
And again, it's not swing thebat mean meaning start the
business or buy the franchise oror start the project or whatever
(31:26):
you're gonna do.
Just get in the game and andyou'll learn as you go.
I'm the kind of guy where Ilearn by doing, and I've never
learned any more in my life thanstarting pinks and starting a
business.
And I think I see, you know,business owners on my screen
right here, and I would see youguys nodding your head, and I
think you guys agree thatthere's nothing like starting a
(31:48):
business.
You will work harder than you'veever worked, you will be
stressed out of your mind,you'll be dealing with
employees, you know, showing upcalling and sick or whatever it
is, but it'll be so freakingworth it.
You know, Jack and Jill, I knowyou guys have built this amazing
franchise brokerage empire.
And I know it's not easy.
I know y'all make it look easyon LinkedIn, but y'all have
(32:10):
stressful days and there's a lotof stuff you got to deal with,
but it's so worth it.
And so that's kind of my messageto the young entrepreneur is
it's not easy.
And it's not for everybody, bythe way.
But my goodness, it is so worthit.
So I think where people gowrong, these young
interpreneurs, is I think justcoming with the wrong mind that
(32:31):
I'm buying a business, I'mstarting a business, this is
gonna be easy.
And in a lot of ways, I thinkbuying, starting a business,
buying a franchise, it can bethe hard button for a little
bit, you know, especially if youhaven't worked in the corporate
world where you show up, youknow where to go, you know what
to do, you know, your calendaris kind of set for you in in
(32:54):
some situations.
Well, when you own a business,it's the opposite of that.
You have to build the structureyourself, you have to build the
the playbook, and unless you buya franchise, but like you have
to figure out what you're gonnado for the day.
And I think people go wrong whenthey think that, oh, it's it's
gonna be easy.
I'll figure it out.
(33:14):
It's like, no, this is startinga business is not for the faint
of heart or the timid.
It is for people that are readyto get in there and to work
their tail off, to cry, tobleed, to sweat, and to do all
the things.
It's hard, but it is so worthit.
And not just from a it's worthit monetarily, yes, but it's
(33:36):
worth it for the lives that youget to change, the employees you
get to hire and help createlives for, to watch a young
person that you hire or an oldperson, but something just click
for them and then them getpromoted and make it to the next
level, and then take thatpaycheck that they got from you
and buy a car or buy a housewith.
It's one of the best feelings inthe world is seeing your
(33:57):
employees be empowered to dothings and knowing that you as
an entrepreneur helped make thathappen for them.
SPEAKER_01 (34:03):
So I love that.
I think I've hit all thoseemotions today and yesterday.
So I love that.
SPEAKER_04 (34:10):
And it's true, like the byproduct of like what I
didn't expect with my businesswas like exactly what you just
described, Brandon, which was uha lot of you know, my my coaches
are in college.
Uh some are, you know, some areout of college, but it's you
know, just building the team.
I have about 25 soccer coachesand just helping their
development.
(34:30):
And I know that I'm not the one,you know, they're not gonna be a
coach forever.
Like I'm, you know, not, but ifI can help them on that journey
and just pay them well andrecognize them and build their
self-confidence and themselves,like that makes me so happy.
I do training in my home, liketo bring them in and really make
it feel like a family.
(34:50):
Now my team's getting too big,my home's not big enough to have
everyone.
But that, and then I did a poston LinkedIn the other week um
about buy a franchise instead ofgetting an MBA.
Like, I completely and it's notfor everyone.
It is not for everyone.
But I mean, take a chance onyourself, um, you know, with a
franchise.
(35:11):
I'm with you.
SPEAKER_03 (35:12):
I love what you said about how you treat your
employees.
And one of our core values atPinks is leave it better than
you found it.
And that goes for the property.
So when we show up to aproperty, we're gonna leave it
better than we found it.
We're gonna clean the windows,do everything on the scope of
work that we outline out.
We're not gonna track mud in thehouse.
We're gonna pick up trash, we'regonna do all the things.
(35:33):
But we also have that same corebelief with our employees too.
We're gonna leave them betterthan we found them.
Someone's gonna come into Pinks,work for Pinks, you're gonna get
mentored, you're gonna learn howto work hard, how to serve a
customer.
And so that whether you're withPinks the rest of your life or
the rest of your career, or yougo on to the next thing, we're
gonna leave you better.
(35:54):
And you're gonna be betterbecause you worked at Pinks.
And it's not gonna be this, youknow, you leave it in shambles.
The goal is that you you leavethe company as a more developed
person, a more developedemployee, and better because you
worked for David San Juan or youworked for the Johnsons.
That's that's the goal there.
SPEAKER_05 (36:12):
Yeah, but I'm gonna throw in being a Pinks owner.
I mean, I think just owning aPinks franchise has made us
better business people.
100%.
Um, we've talked about this manytimes that it's really as
franchise consultants and justeverything that we've done with
our own business, owning Pinkstaught us so much.
And it really did it.
(36:32):
It left us better than when wewere.
So it goes across the board.
It's the customer, it's thebusiness owner.
I mean, it really goes acrossthe board, and you guys are
really achieving that, and wecan say it on all levels.
unknown (36:45):
Wow.
SPEAKER_03 (36:46):
Well, thanks for saying that.
That that means a lot.
That means we're we'repracticing what we preach.
That's the goal.
SPEAKER_00 (36:52):
Yeah, I mean, I it I I echo what Jill says a million
percent.
And I I would say, who do we?
We had Thomas Scott from UpClosets on the podcast a couple
weeks ago, and he mentioned thathis most successful franchisees
were around 25, 25 to 30, andthat they were having a ton of
success.
And then Jill and I were on JohnHayes' podcast.
(37:13):
John Hayes has the Titus Centerhere in Palm Beach, which
actually has, you know, a whole,you know, you can major in
franchising.
And so he's like, Yeah, I'm afeeder system for for up
closets.
There, there, you know, a lot ofour graduates are going and
becoming franchisees and they'rehighly successful.
And I I just think knowing whatI know now, boy, if I could have
(37:34):
started, you know, in businessownership at 25, 27, because I
remember that similar to whatyou said, Bran, I remember
working at um for MGM uh back in2000, right around 2000.
And I remember walking throughthe Bellagio and meeting the
president of the Bellagio, andhe had, you know, like an MBA
and this from USC and all thisstuff.
(37:55):
And I'm like, man, I'm nevergonna be that guy.
And I hated that feeling,feeling like I couldn't do
something.
And so I remember having the thethe conversation with Jill and
us saying, we've got to becomeentrepreneurs.
For us, that's the path.
Uh, and and and here we werelast week, and I'm kind of going
all over the place here.
(38:16):
Jill and I were at a dinner forfor a client of ours with a
private equity company that islooking to buy their franchises,
recap them, and empower themwith millions of more dollars to
go open up more franchises.
And these are just hardworkingguys that have built a great
franchise.
So, franchising ultimately issuch a neat path that can open
(38:36):
you up to so many things, butyou have to choose the right
franchise.
And I think for those of youlistening and watching, uh, you
know, Jill and I were Pink'sfranchise owners for for a
little over a year, and we umrecently exited our franchise by
selling those franchise units toother Pink's franchise owners.
(38:56):
And the reason I'm saying thisis part of what we look for as
franchise consultants for ourclients are built-in exit and
acquisition paths, right?
Because when you get to 12, 18months, and this is a situation
where this particular the folksthat we exited with in New York
who bought our territory, youknow, we ended up getting a
great deal.
They got what they wanted, wegot more than we asked for.
(39:17):
So everybody wins.
So when you help someone buy afranchise, that's what we look
for.
We want to make sure that weplace people in a system where
if they're killing it, then theycan go buy more locations and
they can grow a biggerportfolio.
But if it's not for them, theycan exit and they can sell to
another franchise owner.
And I think that's so important.
And that just speaks to what agreat system you guys have built
(39:39):
with how easy it was for us toexit and how easy it is for
owners like David to scale andadd more units.
SPEAKER_03 (39:46):
Yeah, absolutely.
It's one of the biggestcompliments we can receive is
when David San Juan buys anotherterritory, right?
Because he's trying it out inone and then he likes it, so he
buys another.
And that's a fantastic justcompliment to us.
So you know you have to sayanything, it just means a lot
that that's happening.
Or or in y'all situation.
Of course, we would love fory'all to stay pinks to owners,
(40:10):
but we know that you're you'rescaling your other business, and
y'all need to be full seam aheadand full focus on that.
SPEAKER_05 (40:16):
Well, we're the the ultimate pinks fans, so team
pinks always.
SPEAKER_03 (40:20):
Oh, I know.
I know y'all are.
I love it.
We're and we're TFI fans overhere, man.
We're just we're we're cheeringyou guys on, and uh it's been so
fun to just like watch you guysbuild this amazing team and see
guys like David, Catherine, andmany others jump on board to
help people, maybe who arelooking or trying to figure out
(40:42):
what their next move is.
And I really do believe in whatyou guys do because you guys are
kind of like the gatekeepers,the counselors.
Like, I know Jack, just fromlike spending two or three days
with you, whenever I came toPalm Beach to visit you guys,
it's like it would be 7 p.m.
and you're on the phone with aclient, 8 p.m., 9 p.m.
on the phone with a clientbecause you care.
(41:04):
And you want to make sure thatwhen that client is running
their performa, because they gothome at 6 p.m., they put their
kids down by 7:30.
Now they have some freebrainwaves to test out what's
going on or perform out thisbusiness opportunity, you're
there for them.
And I think that's amazing.
And I mean, that's one of thereasons why we wanted you guys
in the system in the firstplace, is because you guys care
(41:26):
about your people, you careabout your clients, and I don't
know, it's it's amazing.
SPEAKER_05 (41:32):
Well, you were calling like Pink's customers at
like nine at night.
SPEAKER_04 (41:38):
I wasn't expecting the brilliance that Jack and
Jill, the brilliance that Jackand Jill, I think, had with
building our team was the wholeconcept of franchise owners
helping franchise owners.
Yeah, that is the the brillianceof their brainchild baby.
Um, because you know, David andI and Morgan and and Brian, like
(42:01):
we do know what it means to owna franchise.
Um, I just think that's kind ofa superpower our team has that
not other, you know, some do,other consultants, but not a
lot.
And so we just are able to offerthat guidance and insight that's
so, you know, valuable becausewe're just we're living it.
We're living it, you know, dayto day.
(42:22):
So I think that helps us.
And under the leadership of Jackand Jill, who are incredible in
the work that they do, you putthose two things together and
it's I mean, we learn as muchfrom you guys as you learn from
us.
SPEAKER_00 (42:35):
But no, it's it's it's and thank you, Catherine.
Um, just the tools that we'vecreated for our clients, you
know, to help them think likeowners.
Like before we send them to you,Brandon, we have them take a
whole financial calculator thatshows them after they pay the
franchise fee and after theyallocate the working capital,
here's your 12 to 18 month, youknow, living fund.
Because honestly, you should beprepared to live off of that as
(42:58):
you grow your business.
Here is your exit pathcalculator.
If you want to grow a business,you can sell.
So we can help our clientsreally look at all of this stuff
from so many angles.
Really, I think ultimately, Ithink our secret ulterior motive
here is that we want to createthe most prepared a student
franchisees in the world.
(43:19):
And so by us being, you know,whether you're talking to
Catherine, who was MVP andnumber one revenue producer in
her system in year one, oryou're talking to David, who I
think he's always, you know,around four or five in the
pink's ecosystem, you're talkingto people that have done it and
have done it at a high level.
And, you know, it's like whenpeople come to us, and not to
turn this into a franchiseinsiders commercial, because we
(43:40):
want to hear more about you, butyou, you know, when people come
to us, it's it's like when yougo to the doctor, right?
If you've got high bloodpressure, you've got to take
blood pressure medication.
And so you don't say to the doc,yeah, you know, I think I'm
gonna take vitamin C instead.
And and sometimes people willcome to us and they'll say, I
really want this franchise, butwe'll have them take a
(44:00):
personality assessment.
It's like, dude, that doesn'tfit you.
And by the way, you spending$2million to open up that
McDonald's, and it might takeyou 10 years to get your cash
back.
If you're an institutionalinvestor that can buy 10
McDonald's, then it's a finething.
But if you're, you know, normaleveryday people like us, much
better to invest in like aPinks, where you might spend 150
(44:22):
to you know, 250,000 and grow abusiness that can scale and be a
lot more efficient.
SPEAKER_03 (44:27):
Right.
Yeah, that that's that's uh thatis a goal.
And you know, I think whatMcDonald's does is great and
it's it's amazing, and they canroll those things out.
But I do think for for a goodportion of the population, you
know, having$2 million layingaround in between the couch
cushions, they just don't havethat.
Right.
(44:47):
And and so yeah, I I think theservice business is an
interesting opportunity for alot of folks in the country that
want to do their own thing, butthat maybe don't want to start
from zero.
They'd rather start with asystem, a brand, the how-tos,
the playbook, the SOPs, all ofthat.
(45:09):
And I think that's where we comein.
And not just us, but otherservice franchises as well.
SPEAKER_00 (45:15):
And what's so fun, Brandon, is that you know, for
example, you know, Jill and Ilive in a neighborhood where I
would say everybody else feelslike is a doctor, lawyer,
finance bro, right?
That's it.
You you pretty much heartsurgeon, lawyer, yeah, and we're
the franchise people, and it'sso fun.
Well, what do you guys do for aliving?
(45:36):
Oh, well, we we're we have afranchise uh brokerage business
and we wash windows.
And I love being able to saythat because it's like, and all
due respect to the doctors andthe lawyers and and the finance
people, we need you and thankGod for you.
But it's so cool to be doing itthis way, to be building real
wealth with everyday businessesthat people need and can't be
(45:58):
replaced by AI.
SPEAKER_03 (46:01):
That's it's so funny.
Me and Carter and Steven weretalking about that yesterday.
About I don't want to make anylike bold predictions because I
don't want to be wrong on therecord, but we don't we don't
foresee AI taking a windowcleaner shop for for some time
now.
Maybe I'll e buy words in fiveyears, but for right now.
SPEAKER_05 (46:18):
We have it on uh we're recording it.
So no.
SPEAKER_00 (46:21):
No, I mean they're going into the I think if you
own a chip if you're Chipotle orKava, which is gonna put those
robots into place.
I saw Elon got his trilliondollar earnings package, so now
he's promised he's gonna putrobots in in homes and those
types of things.
It should be very interesting,but you're right.
I I I don't see those jobs goingaway.
Um, and I think that's when wewhen people ask what businesses
(46:44):
make the most money, usuallyit's businesses you've never
heard of.
Right?
It's it's those things you neverwould have thought of, but are
right in front of your face.
SPEAKER_03 (46:53):
Yeah.
Secret engineers are unusual.
And something I would justencourage listeners to go do,
and maybe I'm just a nerd and Ido this, but any service truck
you see, any restaurant you see,any storefront you walk by, just
start trying to calculate andunderstand the economics of that
business.
Yes.
What's that what's that employeegetting paid?
(47:15):
What's the rent on thatbuilding?
What's the rent on that van?
What are those window cleanersmaking out there?
Okay, and then you know, youstart to make assumptions and
back into all these businesses,and you go, okay, it's not
actually rocket science, butit's just having a genuine
curiosity in what's going onaround you.
And then you see it, say, oh mygosh, you know, that shoe repair
(47:36):
shop that I drive by every day,which is the most random
business I I could think of inthis moment, that guy's probably
netting$300,000.
How the heck is that happening?
He repairs shoes, you know, likeit's it's hilarious.
That those folks are all around.
You just got to kind of openyour eyes and and have that
curiosity to see it.
SPEAKER_05 (47:56):
Yeah, I think having an open mind, I mean, I think
that's what we love when we'retalking to our clients is like
showing them these opportunitiesthat they just would have never
thought of.
And that's that's where we comein.
You know, it's like we're hereto guide them and make sure that
they're not fixated on the fastfood restaurant because it's
visible and everybody sees itbecause we really crunch the
(48:17):
numbers.
And what are you really going tomake if you own that?
And you know, they don't thinkabout, like you said, like the
rent and the overhead and all ofthat.
And so really kind of open theireyes, like you said, to what is
out there and what you know willwork for them.
So it's exciting to be able todo that and help people figure
that out.
SPEAKER_00 (48:36):
We actually created a really cool tool that
includes.
SPEAKER_03 (48:40):
Oh, so there's a there's a million ways to make a
million dollars.
Yes.
SPEAKER_00 (48:44):
And I think you're gonna see more of it.
One so for those, we've got alot of listeners who say, look,
I'm not ready for a franchiseconsultation, but I'd like to
see what franchises might fitme.
So we actually created a toolwhere they can answer a series
of questions.
And basically, what we did is wetook all 200 franchises that we
and our affiliates have helpedplace this year.
(49:04):
And um we put in all the data,what they cost, what the
involvement is.
After someone answers thesequestions, they're gonna get
three uh to seven differentfranchises that match them that
would fall into the list thatmight be a Pink's Windows or a
Bodo Restoration or um, youknow, anything that you might
think about from real franchisesthat people have actually bought
(49:26):
this year, reputable franchises.
I'm I'm famous for saying mostfranchises are junk, which I
absolutely believe.
There's 4,000 franchises outthere.
We work with 789 of them, and Idon't think we could work with
any more.
But people can get a real taste.
And if they go to thefranchiseinsiders.com, they can
use this to see.
Who knows?
Maybe pinks will show up on yourlist.
(49:48):
And then that's a great way toget a toe in the water and then
perhaps have a real franchiseconsultation and talk to some
franchises because and and learnand get a chance to learn from
Brandon and Carter and Mark fromPuddle Pulse and all the great
franchises that are out there.
But you know, Brandon, you'vebeen so generous with your time
today.
Um, I wonder if we could just doa quick sort of blast around the
(50:09):
horn with any thoughts orquestions.
David, let let's uh let's let'skick it off with you.
SPEAKER_01 (50:16):
Again, thank you for for everything you've built.
I'm benefiting, my family'sbenefiting from it.
I don't know if off.
Finish this sentence for me.
In five years, the next greatblue-collar franchise will be.
No pressure, Brandon.
SPEAKER_04 (50:34):
That's a hard ball.
SPEAKER_03 (50:36):
Something something that we start again.
SPEAKER_05 (50:37):
In other words, I love that.
SPEAKER_01 (50:39):
Okay, let's do it.
SPEAKER_03 (50:40):
I love it.
David, thank you for yourcommitment to pinks and being an
awesome owner.
You you're why we do it, truly.
So thank you.
SPEAKER_00 (50:51):
Catherine, no pressure.
SPEAKER_04 (50:53):
I'll go.
So no, thanks for coming out,Brandon.
So nice to meet you.
I I've heard so much about youfrom the team.
So it felt like I knew you, butnow I'm I now do, and I'll I'll
connect with you on LinkedIn.
Love what you've built.
I I resonate so much witheverything you shared with
obsess obsession around theclient experience and just the
(51:15):
culture you've built.
I my background's marketing andbranding, so just I love it as
well.
And just keep up the great workand I hope to send some clients
your way soon.
SPEAKER_02 (51:25):
Come on.
We're ready, we're ready.
SPEAKER_00 (51:29):
Yeah, and and I think this has been amazing.
I can't believe it's taken us solong to get you on, Brandon.
But you know, the thing, whatyou and Carter and Rezi brands
have built with Pinks is justincredible.
Again, there is nothing like it.
I've never seen a group offranchise owners so all about
the brand, the movement, wearingthe uniform.
You really have created thisecosystem of passionate brand
(51:52):
advocates, which isunparalleled.
And you know what?
They're doing great work outthere.
You guys are creating thistremendous brand.
It really, for anyone interestedin seeing if Pinks is the right
franchise for you, I urge you togo to the franchiseinsiders.com.
My suggestion, go to the teampage, read about our franchise
consultants, see who you mightwant to work with.
(52:13):
There's certainly no cost, noobligation.
We'd be happy to speak to youand see if Pinks might be the
right fit.
Brandon, we so appreciate youfor coming on.
And for this week's episode ofWe Bought a Franchise, I'm Jack
Johnson.
SPEAKER_05 (52:24):
I'm Jill Johnson.
SPEAKER_00 (52:25):
And we'll talk to you all next time.
SPEAKER_05 (52:27):
Thank you.
Thanks, guys.
Hi, everyone.
Welcome back to the We Bought aFranchise podcast.
I'm Jack Johnson.
I'm Jill Johnson.
And today we've got anincredible guest.
A guest that has changed theface of home services
franchises.
We have Brandon Downer, one ofthe original founders, one of
the two original founders,right, Brandon?
SPEAKER_03 (00:42):
That's right.
That's right.
SPEAKER_00 (00:43):
Of course, we have Katherine Allen and we have
David Sam Juan.
And David, of course, is a Pinksfranchise owner, just like Jill
and I used to be.
Brandon, welcome to the show.
It's so great to have you.
SPEAKER_03 (00:55):
Guys, thanks for having me on.
This is so fun just to hang outand just talk with y'all.
I miss you guys.
SPEAKER_00 (01:01):
Yeah.
You know, it was owning Pinkswas such fun.
And you guys, you guys made itfun.
You know, it's like Pinks isn'tjust the run-of-the-mill home
services brand.
Pinks is different.
And this is actually where Iwant to start, Brandon.
How on earth did this come tobe?
Like back in COVID, you andCarter like walking the streets
(01:24):
of Austin.
Like, how does this start?
SPEAKER_03 (01:27):
Right.
Well, it first started off whereCarter and I were working
corporate jobs, probably like alot of people that listen to
this podcast right now.
And COVID hits, I was in thelive music business.
Carter was working for Dakova'sBoots, and they laid all of us
off, right?
I think my company was like 60%layoffs.
(01:48):
His was, I think 80% layoffs.
And I think what is interesting,like a note I took from that, is
you're a great employee untilyou're not, until the company
needs to can you.
And so basically it wasinteresting.
Sorry, we got someone honkingoutside the building, but it was
(02:10):
interesting because I think forthe longest time I thought I
would be this career employeeguy, work my way up the
corporate chain and and um, youknow, become an executive or you
know, vice president or adirector level.
And then when I finally found myspot in my career, you know, and
I felt like I was in a goodplace, I get laid off.
(02:32):
And so I'm kind of sittingthere, you know, sitting on my
hands, wondering what am I goingto do next?
Called Carter up, and like yousaid, Jack, we were walking
around town, and this was in Mayof 2020.
Unemployment was 15% orsomething like that.
But as we walked in theneighborhood, we counted between
(02:53):
15 and 20 service trucks,plumbers, cleaners, lawn
maintenance guys, painters, allof that in my neighborhood
within a mile radius of myhouse.
And we just thought toourselves, hold on,
unemployment's 15%.
I'm unemployed, and these guysare working and making money.
And then we started to even deepdive even more, and we were just
(03:16):
kind of spitballing and thinkingabout all the wealthy people we
knew in our lives.
And it felt like every wealthyperson we knew, when you ask
them what they did, they'relike, oh, I pour concrete.
Oh, I have a painting business,I'll have a roofing business,
these random blue-collarservices.
And we're like, hold on, allthese guys are loaded, they live
on the lake, they drive a nicecar, and what do they do for a
(03:39):
living?
They lay roof or paint a house.
And so we're like, hold on.
We grew up in this town or inthese suburbs of Austin, suburbs
of Houston, where we were toldif you go work in the trades,
you're a failure.
The only good jobs are workingin an office, working in
corporate, working as a doctor,a lawyer, a commercial real
(04:00):
estate broker, whatever it is.
And but these guys are living onthe lake, these painters, these
plumbers, these whatever.
And so we're like, hold on.
We've been told this thing ourwhole life, and we see something
else.
And so basically, we justthought to ourselves, let's
start a business.
Let's start a service business.
We didn't know what.
Um, we thought through plumbing,we thought through electricity,
(04:21):
and we're like, man, we're notsmart enough for any of that.
Um, and then I we just I justsaid, Well, what if we just
clean some windows?
That seems easy.
I used to wash dishes in collegeat a sorority house.
Um, I think Carter did the samething.
And so we went to Home Depot,spent$153.87, bought a squeegee,
(04:43):
a towel, a bucket, uh, somesoap, and we're like, all right,
we got ourselves a business.
And and again, there was nogreat plan for pinks, it was
just we need money.
Um, he just got married, youknow, a year earlier.
I was like living in a packed ina house with five dudes, so my
expenses were low, but I waslike, I still need money to you
(05:05):
know go out and have fun and youknow, try to find a spouse.
So that's kind of like theorigin story.
I'll kind of park it there for asecond.
SPEAKER_00 (05:14):
I mean, I love that.
And like you're absolutelyright.
I I took a picture of our streetthe other day, just walked
outside, three service trucksoutside, middle of the day.
I bet I could do the same thingright now.
That was so brilliant of youguys to notice that.
And we've got a whole slew ofthings we want to ask you, but I
just that before you get to yourquestion, I know you have you
(05:36):
have one, but Brandon Howe, whypinks?
How'd you guys come up with thename?
Oh, I like this story.
SPEAKER_05 (05:43):
Sorry, I know it.
SPEAKER_04 (05:44):
Yes, I don't know, I don't know for the rest of us.
SPEAKER_03 (05:48):
So pinks I'll say this, I'll give you context
around the brand, and then I'llthat'll kind of lead into the
name.
But in 2020, at least in Austin,which like that's our world,
this is Austin, Texas, right?
It was so hard to get servicepeople to show up to your house
(06:09):
on time or at all.
No one had any sort oftechnology at that time.
I had a plumbing experiencewhere I had like a leak in my
shower, I had a hole in theceiling of my kitchen because my
shower was upstairs and it wasleaking through.
And the plumber showed up likefive hours late for three days
in a row.
His apprentice fell asleep on myporch.
(06:30):
The quote was just like on apiece of paper, and and then
like they couldn't figure outwhat was wrong.
They quoted one thing, and thenwhen the invoice came in, it was
another thing.
And it was funny because as whatwe told, as I told my family and
friends about this experienceand how it was a total
nightmare, everyone had thatexperience with some sort of
(06:54):
service business, whether it wassomething was stolen from my
house, whether it was uh they,you know, the cleaners came in
and they tracked mud in thehouse and then they left and
they left it worse than theyfound it.
And so we just felt that theservice business was kind of
broken.
So that leads into us at thevery beginning of the company
wanting to have a brand thattold a story that's different.
(07:19):
A story that the trades arerespectable.
And we just have this corebelief that without the service
people of our cities, our townswould be a disaster.
I don't want to live in a townwhere there's not a plumber,
personally.
I don't want to live in a townwhere there's no electricians,
where there's no painters, wherethere's no lawn maintenance
(07:40):
people, where there's no windowcleaners, any of that.
We need these jobs.
And so we just thought toourselves, let's try to create a
brand that shows that these jobsmatter and that these people
that do these jobs reallymatter.
And so we knew early on wewanted a brand.
Um, and when we started thinkingthrough what are we going to
(08:00):
name this thing?
And at first we're like, let'sname it like Capital City
Cleaners.
But then as we did marketresearch, we we we saw that
every single cleaner in town wasa location-based name.
And we didn't love that becauseafter like five five one two
cleaners, uh, ATX cleaners,capital city cleaners, all that,
(08:23):
you don't you get them all mixedup in your brain.
And so we were talking toCarter's mother-in-law about it,
and she was like, What if youjust name it a color?
People people remember colors,and she's like, What do you but
what about pinks?
It's five letters, easy toremember.
You make pink the accent color,so people ask, you know, where's
(08:43):
the pink?
Um, or or why is it named pinks?
And there's something about justmemories and colors and all that
that stick in people people'sbrains.
And so we actually didn't thinkabout it too much after that.
We were just like, All right,pinks it is, and we ran with it.
That's awesome.
I love it.
SPEAKER_00 (09:01):
Isn't there a pink Floyd song where like one of the
lyrics is by the way, whichone's pink?
SPEAKER_05 (09:05):
I have no idea.
SPEAKER_00 (09:06):
Pink didn't have a cigar.
I'm dating myself.
SPEAKER_05 (09:09):
No, they're classic.
No, I love that.
I love the story because youknow, everyone wants this like
very deep, meaningful where thename comes from.
But it was like, it's just likea great story in branding.
And I feel like that is kind ofmy next question is like, you
know, you guys did a great jobwith the name, and obviously we
love the customer service.
I mean, that's really what drewus to it, is is you're right.
(09:30):
We were experiencing the samething in South Florida where
people were unreliable and notshowing up, and it was just like
so frustrating.
So the idea of just thisprofessionalism and you know,
guaranteeing that you're gonnaget, you know, hardworking team
and you know, just thatattentive service.
And so we love that, but it'sit's like you guys created a
(09:51):
movement.
So talk to us a little bit howyou did that.
You know, Pinks is not just, Imean, it the brand is amazing,
but it's like people just wantto be a part of what you guys
are doing, regardless of whatyour services are, you know, and
that's what drew us, but I'dlove to hear from you kind of
how you created this movement umfrom you know, a home services
brand.
SPEAKER_03 (10:11):
So, so funny.
It's so funny to hear you evensay the word movement because in
our mind, we're just trying todo right by the customer.
And I guess how we started themovement is we just started in
our backyard.
And I think that's the moral ofthe story is like if you want to
change the world, you know,change your neighborhood first,
then change your town, and thenyou kind of build out from
(10:32):
there.
Don't, you know, you're notgonna change the world by just
thinking you're gonna change theworld.
You got to start locally, rightwhere your feet are.
And I think that's what we did.
We got hyper obsessed with thecustomer in the customer
experience.
And so we would study literally,we'd have people come up to our
house to quote.
We'd study how they did thingsfrom when they pulled up in
(10:56):
their vehicle to quote the houseto how they knocked on the door,
to how they interacted with us,to how the quote looked when we
actually received it.
And so I think, and I kind ofgot this from Sam Walton.
Sam Walton, founder of Walmart,says the customer is the boss
because they're the ones withthe money spending money with
(11:16):
you, and the boss can fire youat any moment.
And so, if we're not making thecustomer happy and doing what
they want, then we're not gonnahave a business.
So I'm not the boss of pinks,Carter's not the boss of pinks,
the customers are the boss ofpinks, and so, like I said, we
got hyper obsessed with theexperience.
What do they want to see?
(11:36):
Do they want to be onmaintenance plans where they
kind of get to set it and forgetit, and they just get to have
clean, clean windows year-round.
They get reminders when we'recoming, they get a receipt when
we're done, their cards on file.
You know, it's all about makingit easy for the customer, as
opposed to you know, a pen andpaper quote.
There's no there's no process tofollow up, there's no automated
(11:59):
follow-up, there's no technologyinvolved.
And and that's kind of where atleast five years ago, the
service business was stuck.
And so, how did this movementcome to be?
Is we just spent so much timecommitted to making our
customers happy.
When we started this thing, wehad no idea how to clean
windows, we had no idea how topressure wash a driveway, but
(12:22):
what we did have is a desire toserve the customer.
And Jack, if you were mycustomer and I said I was gonna
clean all your windows on thehouse, I may not know the most
efficient or best way to cleanit at that time, but I knew at
the end of the service that youwere gonna be happy.
And I'm I literally wouldn'tleave until you were happy.
(12:43):
And so I think the movementstarted with just one customer
at a time, and and we call it atPinks, just giving the customer
a wow experience.
And you know, we're kind ofinspired by Chick-fil-A, right?
You go to Chick-fil-A, you getthrough the the line is the
drive-thru line is in thestreet, and you leave there and
you go, dang, that was quick.
The kids serving me were supernice and respectable, and like
(13:06):
you're kind of wowed by theexperience.
But what do they do when youboil it down?
They serve chicken, they servechicken sandwiches.
And so our goal was to literallymake people lol at how good the
service was.
We wanted that, we wanted themoms that we were serving to go
to their parties on Friday nightand be like, I had these boys
(13:29):
that came into my house and thatgave me an exceptional
experience that gave me a hatand actually want to wear the
hat.
And that was that was the bigthing is one, can we make a
brand that people actually wantto wear and actually want to be
about?
Another company we're inspiredby here in Austin, Texas, is
(13:50):
Yeti.
And for some reason, I'm sureall of you guys are drinking out
of a Yeti cup right now, and youmight have a Yeti hat, a Yeti
sticker on your truck.
But when you boil down, whatdoes Yeti do?
They serve cool or they makecoolers and they make cups and
they sell it to people.
And it's simple, right?
But for some reason, they havethis compelling story, and I
(14:12):
want to be a part of it.
I want to drink out of a Yeti.
I want to have a Yeti sticker onmy laptop because it's just
cool.
And so the movement was juststarted by us just wanting to
create a brand that one that wewere proud of.
Because if we're not proud of itand we're not proud to put the
uniform on, then everyone'sgonna think we're bogus and
fake.
So we wanted to be proud of whatwe were doing, and I think that
(14:35):
just kind of resonated with thecustomers across Austin.
SPEAKER_00 (14:38):
I mean, I've never seen anything like it.
There, there's if you go onLinkedIn right now, you will see
you know, entrepreneurs that are25 to 60 years old who have
changed their profile pictureswhere they once were wearing a
suit and tie, so now they havethe pink hat and the pink shirt
on.
I've never seen anything like itin brand, like even with a brand
(14:59):
like Crumble or evenChick-fil-A, you don't see a
Chick-fil-a manager wearing aChick-fil-a shirt in his pro his
or her profile picture.
So you guys really did somethingvery different.
The branding, and I'm beinghonest, when Jill and I, I don't
know if you know this, when wewere before we became Pink's
franchise owners, um, and forthose of you listening, I I
(15:23):
think most of you know at thispoint that Jill and I were
Pink's franchise owners, um, wewere talking to that one
painter, which we think is agreat franchise, but in one of
the slides, there was the Pinxlogo.
And and you know, they're givingthe presentation and it's it's
great.
But I'm like, hey guys, can youtell me about that?
What's that brand up there, thatPink's brand?
(15:43):
And they're like, Oh, yeah, thisis a new brand we just added.
We literally just added, they'vegot like two locations.
I'm like, can you tell us aboutthat?
And then they started to show uslike you guys with the hats, and
I'm like, I bet we could put apink's hat on everyone in Boca
Braton.
Like, I saw that and it didn'tmatter.
And you guys have an amazing wayof teaching people how to wash
(16:03):
windows.
And I even saw the owner in Ithink Indianapolis talking about
the process for washing windowsin colder climates.
Like, so there is science behindall of this and there is
strategic thinking, but thenumber one thing is it's how,
like you said, the brand makesyou feel.
And when you see the uniform,first of all, the uniform does
something, it like makes youinstantly more handsome.
(16:27):
I told you I wasn't gonna wearthe uniform and in one night,
brand, and I just happened totry it on.
SPEAKER_05 (16:32):
You always had it on.
I liked it.
SPEAKER_00 (16:34):
And I come out and I'm like, I I say to you, I'm
like, I'm feeling pretty good inthis.
SPEAKER_05 (16:37):
Well, it's a it's a it's a great uniform, but it
does, it's like it's it ituniforms the the crew, you know.
So it's so different than whenyou have people come to your
house and they're just well,maybe they're wearing Capolo or
not even that sometimes, buteveryone looks like cohesive,
together, polished, you know.
And it was like, I loved seeingour team.
I love seeing our team together.
(16:58):
It just with the truck, it justit was like such, and that's
what drew people to it.
Like a lot of the referrals.
We have a truck in theneighborhood, and people would
flock to it because they'd seethe guys out there, they'd see
the cool trucks, and they werelike, What's happening?
I want to know what the I don'teven know what you guys are
doing, but you know, tell usthis looks cool.
And I I love that, you know.
I mean, that's really where Imean, we've got so much business
(17:20):
from referrals.
We just were so excited to put atruck in one of these
neighborhoods because we knowpeople would just flock it.
SPEAKER_00 (17:26):
I mean, do you remember the grand opening?
And and David and Catherine, Iknow you guys have got
questions.
I'm gonna shut up after I makethis point, but we threw a grand
opening party and like it we hadwhat was it like 50 like girls
there?
SPEAKER_03 (17:39):
It was a banger.
I remember seeing the pictures,and it was like it looked
awesome.
I was bummed I missed it.
SPEAKER_00 (17:44):
It was like a room of just beautiful people, and
everyone's wearing pinks andwearing pink hats, and it was
just like it was again it andI'm sitting there saying to
Jill, this is exactly what Ienvisioned when we bought this
is how people would want to.
SPEAKER_05 (17:57):
Yeah, I mean, again, people like saw they they saw
the logo, they saw the invite,it was like a fun party, and
they were like, wait, what doyou guys do again?
What is this?
You know, but then but thenthat's an easy thing to digest.
Oh, we wash windows, we power.
Oh, okay, cool.
You know, they're what youdidn't have to explain beyond
that, too.
It was like, it's just it wasfun.
SPEAKER_00 (18:13):
And then just the the the clarity when someone
finally gets their window washand you're like, holy smokes,
this is like HDR from my window.
Well, that's why you need to getit every quarter.
That's right.
SPEAKER_05 (18:26):
Right, David.
You know that's the move.
SPEAKER_03 (18:28):
Lock them in, get them, get them going.
SPEAKER_00 (18:29):
Well, and and for all of the people out there
thinking about owning a Pinx, Iwould just say this.
Remember, recurring revenuemakes your business more
valuable.
So, really, if you become a Pinxfranchise owner, you're thinking
about this type of business,getting as many clients as
possible on recurring revenuejobs as possible.
It's interesting.
Catherine did a um post theother day about last week we had
Mark Amory, who's the CEO ofPuddle Pools on, and that's a
(18:51):
recurring, you know, modelservice with cleaning pools for
both residential and commercial.
And Catherine, you got a ton ofjust people just asking, what is
this?
What is this logo?
What is it?
Maybe, you know, let's dive intoyour question.
SPEAKER_04 (19:05):
Yeah.
Well, I was you made me think,Brandon.
So at Puddle Pulls, the fish iscalled flip flop, I learned on
our pod on the podcast.
But they're our owner.
So you have owners in theLinkedIn profiles wearing the
pinks.
They actually have ownerstattooing flip the puffer fish
on their bodies.
So that's what you gotta getpeople like, you know how it's
(19:29):
like mom with the heart.
David, do you have a pink logo?
SPEAKER_01 (19:33):
Not yet, not yet.
SPEAKER_04 (19:34):
So tattooed.
That's what you're up againstout there in the service world.
SPEAKER_03 (19:38):
Holy smokes, those guys are committed.
SPEAKER_04 (19:41):
They are committed, they are committed.
So, yeah, so I first off lovewhat you just shared.
I own a soccer stars franchise,youth soccer educational
programming, and I am obsessedwith client experience.
So everything you just shared, Ireally resonated with me.
And I'm with you.
It's like, you know, it's likeNike Adidas, right?
(20:03):
That's kind of the world I livein.
It's like we want the soccerstars brand to be so cool that
people are because that's a youknow, Jack used to talk about
this all the time when we worktogether about aspirational
brands, building an aspirationalbrand, which is what you're
doing.
And it's yes, you do windowwashing, but it's the feeling
you get from the brand.
(20:23):
Like that's that's in that's thesuccessful brands out there, is
you want to be a part of themovement.
Um, I also believe what youdescribed is like the culture at
pinks, like everything you justtalked about essentially is your
culture at pinks.
And I believe, and I think youbelieve too, culture is a
competitive advantage, right?
When you have a super strongculture that people want to be a
(20:46):
part of, they're proud to be apart of, they're wearing the
pinks, you know, that that'swhat you want to do.
That's what I'm trying to do.
Um, how do you hire and trainemployees who really embody that
kind of spirit?
What does that look like?
SPEAKER_03 (21:00):
Yeah, it's it's a great question.
And I do think that culture isit's one piece of uh it's one
differentiator that I think whenyou're looking at pinks, I I
hope and and pray that peoplecan feel that culture, but it's
it's all about the people, inour opinion.
And we tell this to our ownersall the time that we are a
(21:21):
people business, we just happento clean windows and power wash
driveways.
No, it's not the other wayaround.
And so if you don't have peopleon your team, then you'll never
scale your business.
And so you have to be aneffective leader in order to
scale your business.
And so a little bit of thesecret sauce is the profile
(21:42):
person we hire is, I think, alittle bit different than our
competitors.
We truly like to think of ourbusiness as a hospitality
business.
And so the people we we recruitand that we advise our owners to
recruit aren't folks with likenecessarily a blue-collar
background.
I mean, they can have that, butthe target person is actually
(22:03):
someone in the hospitalityspace.
Think your baristas, yourbartenders, your bell hops at
the hotel, your valet guys orgals.
And it's just people that have ahospitality bend that are used
to serving people and makingpeople happy and putting smiles
on people's faces.
Because our thesis is we canteach window cleaning to
(22:24):
anybody, and it's not rocketscience, but it's hard to teach
customer service to folks.
And so our goal is to get peoplethat already have that customer
service bend, and we'll teachyou, we'll teach you the other
stuff.
We'll teach you the the how tosqueegee, how to waterfed pole,
how to how to power wash adriveway.
So just our our candidate poolis a little different.
(22:46):
And then even with franchisees,um, as we're interviewing
people, well, one, everyfranchisee has to talk to me or
Carter.
And that's just that's how itgoes.
I remember talking to David SanJuan when he was in his
discovery process and going downthe line.
Um, we say no to some people,but just because of that culture
fit.
And it's not because we thinkthey're a bad person, it's just
(23:08):
because we're looking for aperson who wants to be in it
with their employees and whoreally cared.
And the question that we askourselves as we're interviewing
potential franchisees is would Iwant to work for this person?
If the answer is yes, then we'reall in.
And if if I would not want towork for that person, or if
Carter doesn't want to work forthat person, then what makes us
(23:31):
think that, you know, an hourlyemployee that that was a
bartender wouldn't want to workfor this person, you know?
And so that's uh that's kind ofone of the filters we we think
through when we're looking atfranchisees and when we're
looking at even hourly employeesto that you know are out there
cleaning is can we see thisperson developing and into a
leader within our organization?
(23:52):
And I think our our owners havethis mindset of the best way
that you can bless youremployees is by growing the
business.
Because now all of a suddenthere's opportunities for them
to grow.
David San Juan experienced it.
He hired uh I think I don't knowwhat a Dan started starting out
as a tech, and then he became alead, and then he became a
(24:14):
manager.
It's amazing, it truly isamazing.
So that's kind of just a littlepeek into the culture, and and I
would also say it all tiestogether.
The brand helps us attract goodpeople, and the good people help
create the culture that y'allsee all over the country.
(24:35):
As in the brand and the uniformsare self-selecting.
If a if an employee or apotential employee can't see
them themselves wearing this,then they're not gonna want a
job at Pings anyway.
But if there's um, you know, aguy or gal that is working at a
restaurant, at a bar, orwhatever it is, and they're
like, wow, that's a cooluniform.
(24:57):
I want to be a part of that.
It just helps recruit the rightpeople into uh the business.
And it's it's super helpful.
SPEAKER_00 (25:06):
That's awesome.
And I'll never forget when ourGM went to training with you,
he'd never washed a window.
Maybe he'd power washed here orthere, as you know, all of us do
on a you know, weekend orsomething like that.
And he came back fully dialed into the point where he knew what
he was doing.
So you guys, in a week's timeless, were able to teach him how
(25:29):
to do this proficiently.
And then we started hiring, youknow, techs, and then he was
teaching them, and and webasically were at Jill and I's
house washing all of our windowsrepeatedly, and he was showing
them.
But it was just it was amazingto see how well trained he came
back, and you know, how good hissqueegee method was.
(25:51):
But I think that speaks volumes,and and for us as franchise
consultants, that's the kind ofthing we that's important to us
is to know that a franchise hasthe horses on the back end.
Ultimate, ultimately, we knowour clients, the franchise
investor, they're responsiblefor making the franchise
successful.
It's like last night Jill and Iwere at an event, and I talked
(26:13):
to someone, he said, you know,what franchise has the best
margins?
And I said the franchise withthe most effective franchise
owner does.
You can't buy that.
You can't buy the best margins.
You can buy a great franchise,but you ultimately have to make
it work.
And I think you guys do aterrific job of preparing.
And I'll share one more quickstory.
And I know and I know, David,you've got a question.
(26:33):
We have a client that is in theNortheast, and um, he just
bought a franchise from you guysa couple months ago.
He shared, you guys suggestedthat he train in spring versus,
you know, right now, becausehe's in Maryland and the
weather's just gonna be brutal.
And he's like, they didn't wantto send me out there in the
weather right now.
(26:53):
And here's the kicker to this isthat in the state of Maryland,
you guys can't collect afranchise fee because it's known
as what's known as a deferralstate.
You guys can't collect thefranchise fee until he is
trained and opened.
So I think when I hear storieslike that, it really makes me
say, we're sending our clientsto the right places.
These are responsiblefranchisors that aren't just
(27:14):
thinking with their theirpockets, but thinking in terms
of what's the best way to setfranchisees up for success.
SPEAKER_03 (27:21):
Yeah.
Yeah, that's exactly right.
And we don't want someone tolaunch at the wrong time, right?
We'd much rather a franchisee ora franchise fee come in way
later, which is fine becausewe're not in it for a franchise
fee.
We're in it for the long-termsuccess of the franchisee,
right?
And and the only the only waythat this thing works long term
(27:44):
is if our franchisees aresuccessful.
And so our business, and I mean,this is kind of a duh, but we
don't win unless our franchiseeswin.
That's how it works, right?
And because you know, we getpaid a percent of their revenue.
And so our goal is to how can weget people to launch at the
right time to get all thesetailwinds behind behind them so
(28:07):
that when maybe a slower seasoncomes, they can weather the
storm and they can be okaybecause they they were trained
at the right time and theylaunched at the right time.
Uh in springtime is a great timeto launch an exterior cleaning
business.
Um, it's I don't think it's anybetter.
I mean, Florida, maybe itdepends because of you all get
the rainy season kind of laterin the summer.
SPEAKER_04 (28:28):
But what about out here in California?
Yeah.
SPEAKER_02 (28:31):
California, you're good year-round.
SPEAKER_04 (28:33):
We're good year-round.
Okay, good to know for all thoselistening to California.
SPEAKER_03 (28:36):
Absolutely.
We always say California is acheat code for exterior cleaning
because even in Austin, youknow, this January, it'll get
it'll get cold, it'll get belowfreezing, and you know, it's a
you can still work in it, but itmakes it a little harder to do.
But in California, my goodness,you know, y'all in dream
weather.
And there's still a lot ofterritories available in
California.
(28:56):
Okay, that's good.
Specifically in the Bay Area inSan Diego.
SPEAKER_04 (28:59):
Oh, Catherine.
SPEAKER_03 (29:00):
Okay, just I'm not trying to sell a franchise here,
but I'm just saying.
SPEAKER_04 (29:04):
I am in the Bay Area, Brandon, and uh I know a
few people.
SPEAKER_03 (29:09):
Okay.
Okay.
Let me tell you wonderful spot.
And I know the Johnsons love SanDiego.
We do too.
SPEAKER_00 (29:15):
So that's true.
I can't wait to see those pinks,those pinks bands going down the
uh coast highway.
You guys are amazing.
SPEAKER_01 (29:23):
So um Brendan nailed it when he talked about you know
the the culture that we havehere at Pinks.
And I say we now because youknow I love this.
The same the person I met dayone, Brandon and Carter, are the
same now, year one.
I just hit a year November 1st,and it's just amazing.
So again, thank you, Brandon.
I think I tell you every time Isee you, thank you for building
(29:45):
what you've built.
But I'm gonna move on to theyounger generation, right?
Jack and I are in our 40s, sothere's no hiding it.
But what do you think about theyounger entrepreneurs that are
they're getting right?
And where do they sometimes getit wrong about building a real
business?
SPEAKER_03 (30:01):
Oh man.
The young entrepreneurs, I thinkthey get it right with getting
in at the right time.
If you're in your 20s, and I Iunderstand whether you're
starting buying a franchise orjust starting a business, I kind
of view it as you're gettingyour MBA, right?
Especially if you're in your20s.
(30:22):
And so even if your businessfalls flat on its face, you
know, two years later, you paidor or you maybe you lost some
money or whatever it is to getan education.
And I'm I'm not saying that'sthe case or that's what happens
to everyone, because obviouslyit's not.
But I think these youngentrepreneurs come in with the
right mindset of I want to workfor myself.
(30:42):
I don't want to get caught inthe corporate grind.
And I think there's even this umthis thought process that a lot
of young people have of I don'twant to go work corporate yet
because I don't want thosegolden handcuffs to be put on
me.
And so they're almost scared,more scared today, to go get
that corporate job because theyknow about the restricted stock
(31:03):
units and the ESPPs and the 4Kplan and the insurance and all
that.
And they're like, man, I wouldjust rather jump in head first.
And if if it doesn't work out, Ican go get a corporate job
later.
And that's what we tell a lot ofour young folks is swing the
bat.
And again, it's not swing thebat mean meaning start the
business or buy the franchise oror start the project or whatever
(31:26):
you're gonna do.
Just get in the game and andyou'll learn as you go.
I'm the kind of guy where Ilearn by doing, and I've never
learned any more in my life thanstarting pinks and starting a
business.
And I think I see, you know,business owners on my screen
right here, and I would see youguys nodding your head, and I
think you guys agree thatthere's nothing like starting a
(31:48):
business.
You will work harder than you'veever worked, you will be
stressed out of your mind,you'll be dealing with
employees, you know, showing upcalling and sick or whatever it
is, but it'll be so freakingworth it.
You know, Jack and Jill, I knowyou guys have built this amazing
franchise brokerage empire.
And I know it's not easy.
I know y'all make it look easyon LinkedIn, but y'all have
(32:10):
stressful days and there's a lotof stuff you got to deal with,
but it's so worth it.
And so that's kind of my messageto the young entrepreneur is
it's not easy.
And it's not for everybody, bythe way.
But my goodness, it is so worthit.
So I think where people gowrong, these young
interpreneurs, is I think justcoming with the wrong mind that
(32:31):
I'm buying a business, I'mstarting a business, this is
gonna be easy.
And in a lot of ways, I thinkbuying, starting a business,
buying a franchise, it can bethe hard button for a little
bit, you know, especially if youhaven't worked in the corporate
world where you show up, youknow where to go, you know what
to do, you know, your calendaris kind of set for you in in
(32:54):
some situations.
Well, when you own a business,it's the opposite of that.
You have to build the structureyourself, you have to build the
the playbook, and unless you buya franchise, but like you have
to figure out what you're gonnado for the day.
And I think people go wrong whenthey think that, oh, it's it's
gonna be easy.
I'll figure it out.
(33:14):
It's like, no, this is startinga business is not for the faint
of heart or the timid.
It is for people that are readyto get in there and to work
their tail off, to cry, tobleed, to sweat, and to do all
the things.
It's hard, but it is so worthit.
And not just from a it's worthit monetarily, yes, but it's
(33:36):
worth it for the lives that youget to change, the employees you
get to hire and help createlives for, to watch a young
person that you hire or an oldperson, but something just click
for them and then them getpromoted and make it to the next
level, and then take thatpaycheck that they got from you
and buy a car or buy a housewith.
It's one of the best feelings inthe world is seeing your
(33:57):
employees be empowered to dothings and knowing that you as
an entrepreneur helped make thathappen for them.
SPEAKER_01 (34:03):
So I love that.
I think I've hit all thoseemotions today and yesterday.
So I love that.
SPEAKER_04 (34:10):
And it's true, like the byproduct of like what I
didn't expect with my businesswas like exactly what you just
described, Brandon, which was uha lot of you know, my my coaches
are in college.
Uh some are, you know, some areout of college, but it's you
know, just building the team.
I have about 25 soccer coachesand just helping their
development.
(34:30):
And I know that I'm not the one,you know, they're not gonna be a
coach forever.
Like I'm, you know, not, but ifI can help them on that journey
and just pay them well andrecognize them and build their
self-confidence and themselves,like that makes me so happy.
I do training in my home, liketo bring them in and really make
it feel like a family.
(34:50):
Now my team's getting too big,my home's not big enough to have
everyone.
But that, and then I did a poston LinkedIn the other week um
about buy a franchise instead ofgetting an MBA.
Like, I completely and it's notfor everyone.
It is not for everyone.
But I mean, take a chance onyourself, um, you know, with a
franchise.
(35:11):
I'm with you.
SPEAKER_03 (35:12):
I love what you said about how you treat your
employees.
And one of our core values atPinks is leave it better than
you found it.
And that goes for the property.
So when we show up to aproperty, we're gonna leave it
better than we found it.
We're gonna clean the windows,do everything on the scope of
work that we outline out.
We're not gonna track mud in thehouse.
We're gonna pick up trash, we'regonna do all the things.
(35:33):
But we also have that same corebelief with our employees too.
We're gonna leave them betterthan we found them.
Someone's gonna come into Pinks,work for Pinks, you're gonna get
mentored, you're gonna learn howto work hard, how to serve a
customer.
And so that whether you're withPinks the rest of your life or
the rest of your career, or yougo on to the next thing, we're
gonna leave you better.
(35:54):
And you're gonna be betterbecause you worked at Pinks.
And it's not gonna be this, youknow, you leave it in shambles.
The goal is that you you leavethe company as a more developed
person, a more developedemployee, and better because you
worked for David San Juan or youworked for the Johnsons.
That's that's the goal there.
SPEAKER_05 (36:12):
Yeah, but I'm gonna throw in being a Pinks owner.
I mean, I think just owning aPinks franchise has made us
better business people.
100%.
Um, we've talked about this manytimes that it's really as
franchise consultants and justeverything that we've done with
our own business, owning Pinkstaught us so much.
And it really did it.
(36:32):
It left us better than when wewere.
So it goes across the board.
It's the customer, it's thebusiness owner.
I mean, it really goes acrossthe board, and you guys are
really achieving that, and wecan say it on all levels.
unknown (36:45):
Wow.
SPEAKER_03 (36:46):
Well, thanks for saying that.
That that means a lot.
That means we're we'repracticing what we preach.
That's the goal.
SPEAKER_00 (36:52):
Yeah, I mean, I it I I echo what Jill says a million
percent.
And I I would say, who do we?
We had Thomas Scott from UpClosets on the podcast a couple
weeks ago, and he mentioned thathis most successful franchisees
were around 25, 25 to 30, andthat they were having a ton of
success.
And then Jill and I were on JohnHayes' podcast.
(37:13):
John Hayes has the Titus Centerhere in Palm Beach, which
actually has, you know, a whole,you know, you can major in
franchising.
And so he's like, Yeah, I'm afeeder system for for up
closets.
There, there, you know, a lot ofour graduates are going and
becoming franchisees and they'rehighly successful.
And I I just think knowing whatI know now, boy, if I could have
(37:34):
started, you know, in businessownership at 25, 27, because I
remember that similar to whatyou said, Bran, I remember
working at um for MGM uh back in2000, right around 2000.
And I remember walking throughthe Bellagio and meeting the
president of the Bellagio, andhe had, you know, like an MBA
and this from USC and all thisstuff.
(37:55):
And I'm like, man, I'm nevergonna be that guy.
And I hated that feeling,feeling like I couldn't do
something.
And so I remember having the thethe conversation with Jill and
us saying, we've got to becomeentrepreneurs.
For us, that's the path.
Uh, and and and here we werelast week, and I'm kind of going
all over the place here.
(38:16):
Jill and I were at a dinner forfor a client of ours with a
private equity company that islooking to buy their franchises,
recap them, and empower themwith millions of more dollars to
go open up more franchises.
And these are just hardworkingguys that have built a great
franchise.
So, franchising ultimately issuch a neat path that can open
(38:36):
you up to so many things, butyou have to choose the right
franchise.
And I think for those of youlistening and watching, uh, you
know, Jill and I were Pink'sfranchise owners for for a
little over a year, and we umrecently exited our franchise by
selling those franchise units toother Pink's franchise owners.
(38:56):
And the reason I'm saying thisis part of what we look for as
franchise consultants for ourclients are built-in exit and
acquisition paths, right?
Because when you get to 12, 18months, and this is a situation
where this particular the folksthat we exited with in New York
who bought our territory, youknow, we ended up getting a
great deal.
They got what they wanted, wegot more than we asked for.
(39:17):
So everybody wins.
So when you help someone buy afranchise, that's what we look
for.
We want to make sure that weplace people in a system where
if they're killing it, then theycan go buy more locations and
they can grow a biggerportfolio.
But if it's not for them, theycan exit and they can sell to
another franchise owner.
And I think that's so important.
And that just speaks to what agreat system you guys have built
(39:39):
with how easy it was for us toexit and how easy it is for
owners like David to scale andadd more units.
SPEAKER_03 (39:46):
Yeah, absolutely.
It's one of the biggestcompliments we can receive is
when David San Juan buys anotherterritory, right?
Because he's trying it out inone and then he likes it, so he
buys another.
And that's a fantastic justcompliment to us.
So you know you have to sayanything, it just means a lot
that that's happening.
Or or in y'all situation.
Of course, we would love fory'all to stay pinks to owners,
(40:10):
but we know that you're you'rescaling your other business, and
y'all need to be full seam aheadand full focus on that.
SPEAKER_05 (40:16):
Well, we're the the ultimate pinks fans, so team
pinks always.
SPEAKER_03 (40:20):
Oh, I know.
I know y'all are.
I love it.
We're and we're TFI fans overhere, man.
We're just we're we're cheeringyou guys on, and uh it's been so
fun to just like watch you guysbuild this amazing team and see
guys like David, Catherine, andmany others jump on board to
help people, maybe who arelooking or trying to figure out
(40:42):
what their next move is.
And I really do believe in whatyou guys do because you guys are
kind of like the gatekeepers,the counselors.
Like, I know Jack, just fromlike spending two or three days
with you, whenever I came toPalm Beach to visit you guys,
it's like it would be 7 p.m.
and you're on the phone with aclient, 8 p.m., 9 p.m.
on the phone with a clientbecause you care.
(41:04):
And you want to make sure thatwhen that client is running
their performa, because they gothome at 6 p.m., they put their
kids down by 7:30.
Now they have some freebrainwaves to test out what's
going on or perform out thisbusiness opportunity, you're
there for them.
And I think that's amazing.
And I mean, that's one of thereasons why we wanted you guys
in the system in the firstplace, is because you guys care
(41:26):
about your people, you careabout your clients, and I don't
know, it's it's amazing.
SPEAKER_05 (41:32):
Well, you were calling like Pink's customers at
like nine at night.
SPEAKER_04 (41:38):
I wasn't expecting the brilliance that Jack and
Jill, the brilliance that Jackand Jill, I think, had with
building our team was the wholeconcept of franchise owners
helping franchise owners.
Yeah, that is the the brillianceof their brainchild baby.
Um, because you know, David andI and Morgan and and Brian, like
(42:01):
we do know what it means to owna franchise.
Um, I just think that's kind ofa superpower our team has that
not other, you know, some do,other consultants, but not a
lot.
And so we just are able to offerthat guidance and insight that's
so, you know, valuable becausewe're just we're living it.
We're living it, you know, dayto day.
(42:22):
So I think that helps us.
And under the leadership of Jackand Jill, who are incredible in
the work that they do, you putthose two things together and
it's I mean, we learn as muchfrom you guys as you learn from
us.
SPEAKER_00 (42:35):
But no, it's it's it's and thank you, Catherine.
Um, just the tools that we'vecreated for our clients, you
know, to help them think likeowners.
Like before we send them to you,Brandon, we have them take a
whole financial calculator thatshows them after they pay the
franchise fee and after theyallocate the working capital,
here's your 12 to 18 month, youknow, living fund.
Because honestly, you should beprepared to live off of that as
(42:58):
you grow your business.
Here is your exit pathcalculator.
If you want to grow a business,you can sell.
So we can help our clientsreally look at all of this stuff
from so many angles.
Really, I think ultimately, Ithink our secret ulterior motive
here is that we want to createthe most prepared a student
franchisees in the world.
(43:19):
And so by us being, you know,whether you're talking to
Catherine, who was MVP andnumber one revenue producer in
her system in year one, oryou're talking to David, who I
think he's always, you know,around four or five in the
pink's ecosystem, you're talkingto people that have done it and
have done it at a high level.
And, you know, it's like whenpeople come to us, and not to
turn this into a franchiseinsiders commercial, because we
(43:40):
want to hear more about you, butyou, you know, when people come
to us, it's it's like when yougo to the doctor, right?
If you've got high bloodpressure, you've got to take
blood pressure medication.
And so you don't say to the doc,yeah, you know, I think I'm
gonna take vitamin C instead.
And and sometimes people willcome to us and they'll say, I
really want this franchise, butwe'll have them take a
(44:00):
personality assessment.
It's like, dude, that doesn'tfit you.
And by the way, you spending$2million to open up that
McDonald's, and it might takeyou 10 years to get your cash
back.
If you're an institutionalinvestor that can buy 10
McDonald's, then it's a finething.
But if you're, you know, normaleveryday people like us, much
better to invest in like aPinks, where you might spend 150
(44:22):
to you know, 250,000 and grow abusiness that can scale and be a
lot more efficient.
SPEAKER_03 (44:27):
Right.
Yeah, that that's that's uh thatis a goal.
And you know, I think whatMcDonald's does is great and
it's it's amazing, and they canroll those things out.
But I do think for for a goodportion of the population, you
know, having$2 million layingaround in between the couch
cushions, they just don't havethat.
Right.
(44:47):
And and so yeah, I I think theservice business is an
interesting opportunity for alot of folks in the country that
want to do their own thing, butthat maybe don't want to start
from zero.
They'd rather start with asystem, a brand, the how-tos,
the playbook, the SOPs, all ofthat.
(45:09):
And I think that's where we comein.
And not just us, but otherservice franchises as well.
SPEAKER_00 (45:15):
And what's so fun, Brandon, is that you know, for
example, you know, Jill and Ilive in a neighborhood where I
would say everybody else feelslike is a doctor, lawyer,
finance bro, right?
That's it.
You you pretty much heartsurgeon, lawyer, yeah, and we're
the franchise people, and it'sso fun.
Well, what do you guys do for aliving?
(45:36):
Oh, well, we we're we have afranchise uh brokerage business
and we wash windows.
And I love being able to saythat because it's like, and all
due respect to the doctors andthe lawyers and and the finance
people, we need you and thankGod for you.
But it's so cool to be doing itthis way, to be building real
wealth with everyday businessesthat people need and can't be
(45:58):
replaced by AI.
SPEAKER_03 (46:01):
That's it's so funny.
Me and Carter and Steven weretalking about that yesterday.
About I don't want to make anylike bold predictions because I
don't want to be wrong on therecord, but we don't we don't
foresee AI taking a windowcleaner shop for for some time
now.
Maybe I'll e buy words in fiveyears, but for right now.
SPEAKER_05 (46:18):
We have it on uh we're recording it.
So no.
SPEAKER_00 (46:21):
No, I mean they're going into the I think if you
own a chip if you're Chipotle orKava, which is gonna put those
robots into place.
I saw Elon got his trilliondollar earnings package, so now
he's promised he's gonna putrobots in in homes and those
types of things.
It should be very interesting,but you're right.
I I I don't see those jobs goingaway.
Um, and I think that's when wewhen people ask what businesses
(46:44):
make the most money, usuallyit's businesses you've never
heard of.
Right?
It's it's those things you neverwould have thought of, but are
right in front of your face.
SPEAKER_03 (46:53):
Yeah.
Secret engineers are unusual.
And something I would justencourage listeners to go do,
and maybe I'm just a nerd and Ido this, but any service truck
you see, any restaurant you see,any storefront you walk by, just
start trying to calculate andunderstand the economics of that
business.
Yes.
What's that what's that employeegetting paid?
(47:15):
What's the rent on thatbuilding?
What's the rent on that van?
What are those window cleanersmaking out there?
Okay, and then you know, youstart to make assumptions and
back into all these businesses,and you go, okay, it's not
actually rocket science, butit's just having a genuine
curiosity in what's going onaround you.
And then you see it, say, oh mygosh, you know, that shoe repair
(47:36):
shop that I drive by every day,which is the most random
business I I could think of inthis moment, that guy's probably
netting$300,000.
How the heck is that happening?
He repairs shoes, you know, likeit's it's hilarious.
That those folks are all around.
You just got to kind of openyour eyes and and have that
curiosity to see it.
SPEAKER_05 (47:56):
Yeah, I think having an open mind, I mean, I think
that's what we love when we'retalking to our clients is like
showing them these opportunitiesthat they just would have never
thought of.
And that's that's where we comein.
You know, it's like we're hereto guide them and make sure that
they're not fixated on the fastfood restaurant because it's
visible and everybody sees itbecause we really crunch the
(48:17):
numbers.
And what are you really going tomake if you own that?
And you know, they don't thinkabout, like you said, like the
rent and the overhead and all ofthat.
And so really kind of open theireyes, like you said, to what is
out there and what you know willwork for them.
So it's exciting to be able todo that and help people figure
that out.
SPEAKER_00 (48:36):
We actually created a really cool tool that
includes.
SPEAKER_03 (48:40):
Oh, so there's a there's a million ways to make a
million dollars.
Yes.
SPEAKER_00 (48:44):
And I think you're gonna see more of it.
One so for those, we've got alot of listeners who say, look,
I'm not ready for a franchiseconsultation, but I'd like to
see what franchises might fitme.
So we actually created a toolwhere they can answer a series
of questions.
And basically, what we did is wetook all 200 franchises that we
and our affiliates have helpedplace this year.
(49:04):
And um we put in all the data,what they cost, what the
involvement is.
After someone answers thesequestions, they're gonna get
three uh to seven differentfranchises that match them that
would fall into the list thatmight be a Pink's Windows or a
Bodo Restoration or um, youknow, anything that you might
think about from real franchisesthat people have actually bought
(49:26):
this year, reputable franchises.
I'm I'm famous for saying mostfranchises are junk, which I
absolutely believe.
There's 4,000 franchises outthere.
We work with 789 of them, and Idon't think we could work with
any more.
But people can get a real taste.
And if they go to thefranchiseinsiders.com, they can
use this to see.
Who knows?
Maybe pinks will show up on yourlist.
(49:48):
And then that's a great way toget a toe in the water and then
perhaps have a real franchiseconsultation and talk to some
franchises because and and learnand get a chance to learn from
Brandon and Carter and Mark fromPuddle Pulse and all the great
franchises that are out there.
But you know, Brandon, you'vebeen so generous with your time
today.
Um, I wonder if we could just doa quick sort of blast around the
(50:09):
horn with any thoughts orquestions.
David, let let's uh let's let'skick it off with you.
SPEAKER_01 (50:16):
Again, thank you for for everything you've built.
I'm benefiting, my family'sbenefiting from it.
I don't know if off.
Finish this sentence for me.
In five years, the next greatblue-collar franchise will be.
No pressure, Brandon.
SPEAKER_04 (50:34):
That's a hard ball.
SPEAKER_03 (50:36):
Something something that we start again.
SPEAKER_05 (50:37):
In other words, I love that.
SPEAKER_01 (50:39):
Okay, let's do it.
SPEAKER_03 (50:40):
I love it.
David, thank you for yourcommitment to pinks and being an
awesome owner.
You you're why we do it, truly.
So thank you.
SPEAKER_00 (50:51):
Catherine, no pressure.
SPEAKER_04 (50:53):
I'll go.
So no, thanks for coming out,Brandon.
So nice to meet you.
I I've heard so much about youfrom the team.
So it felt like I knew you, butnow I'm I now do, and I'll I'll
connect with you on LinkedIn.
Love what you've built.
I I resonate so much witheverything you shared with
obsess obsession around theclient experience and just the
(51:15):
culture you've built.
I my background's marketing andbranding, so just I love it as
well.
And just keep up the great workand I hope to send some clients
your way soon.
SPEAKER_02 (51:25):
Come on.
We're ready, we're ready.
SPEAKER_00 (51:29):
Yeah, and and I think this has been amazing.
I can't believe it's taken us solong to get you on, Brandon.
But you know, the thing, whatyou and Carter and Rezi brands
have built with Pinks is justincredible.
Again, there is nothing like it.
I've never seen a group offranchise owners so all about
the brand, the movement, wearingthe uniform.
You really have created thisecosystem of passionate brand
(51:52):
advocates, which isunparalleled.
And you know what?
They're doing great work outthere.
You guys are creating thistremendous brand.
It really, for anyone interestedin seeing if Pinks is the right
franchise for you, I urge you togo to the franchiseinsiders.com.
My suggestion, go to the teampage, read about our franchise
consultants, see who you mightwant to work with.
(52:13):
There's certainly no cost, noobligation.
We'd be happy to speak to youand see if Pinks might be the
right fit.
Brandon, we so appreciate youfor coming on.
And for this week's episode ofWe Bought a Franchise, I'm Jack
Johnson.
SPEAKER_05 (52:24):
I'm Jill Johnson.
SPEAKER_00 (52:25):
And we'll talk to you all next time.
SPEAKER_05 (52:27):
Thank you.
Thanks, guys.
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