Jay and Carolina Orosa: From Franchise Owners To Mentors

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Want a real blueprint for turning a franchise into a life-changing asset? We sat down with Jay and Carolina Orosa to unpack how they went from corporate careers to building, scaling, and exiting a thriving home care franchise—and why they’re now mentoring new owners inside our team. Their story blends heart and hard numbers: a culture rooted in compassion for clients and caregivers, and a playbook grounded in unit economics, pricing discipline, and weekly-to-quarterly financial rigor.

We break down the moves that matter: defining roles around strengths to avoid stepping on each other’s toes, documenting processes so the business can grow without you, and resisting price pressure by adding value rather than discounting. Jay explains why a franchise sells you a system, not outcomes—and how the mindset shift from employee to owner powers execution. Carolina dives into brand versus logo, showing how a clear promise and consistent delivery attract the right clients, staff, and even future buyers. We also talk risk management most owners miss, from insurance audits to partner due diligence, and how clean books and a resilient margin profile can draw strong offers from private equity.

For operators and explorers alike, we map where the next wave is building: health and recovery concepts focused on longevity, senior care with durable demand, and tech-enabled home services you can run from your phone. The throughline is alignment—choosing a model that fits your lifestyle, runway, and strengths, then building for exit from day one. If you’re ready to trade “what if” for a plan, hit play, take notes, and start your exploration while momentum is on your side.

If this conversation helped you see a path from job to asset, follow the show, share it with a friend, and leave a quick review so more builders can find it.

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Episode Transcript

SPEAKER_01 (00:44):
Hi everyone, welcome back to the We Bought a
Franchise Podcast.
I'm Jack Johnson.

SPEAKER_02 (00:48):
I'm Jill Johnson.

SPEAKER_01 (00:49):
And we are here today with the newest members of
the Franchise Insiders team, Jayand Carolina Arrosa.
Hi guys, welcome to the podcast.

SPEAKER_03 (00:59):
Hi, thanks for having me.
Hi guys.

SPEAKER_01 (01:00):
Hi, everyone.
So we had been chasing Jay andCarolina for months, and they
actually were franchisees withus, with me back at Home Care
Assistance.
Some of our most successfulfranchisees, and I think
probably our most successfulCanadian franchisees.
And so that was one of thereasons why we really were so

(01:21):
excited to add them to the team.
Now, they've got extensivebackgrounds.
So for those of you watching thepodcast, I'm actually going to
read this because I don't wantto screw this up.
But check this out.
They bring decades ofleadership, marketing, and
operational experience acrossindustries like healthcare,
education, and tech.
Jay's held global roles withJohnson ⁇ Johnson, Estela's

(01:42):
Pharma, and Xerox, whileCarolina has led campaigns for
Visa, Ogilby, and Best Buy.
Together they lived the fullfranchise story from launching,
scaling, and exiting.
Guys, this is an incrediblebackground.
Tell us, maybe tell us a littlebit about some of your
adventures and how this all cameto be.

SPEAKER_00 (02:02):
Well, I can get started.
I mean, I'll probably share alittle bit about how I approach
business and recognizingopportunity and that kind of
thing.
You know, working most of mycareer I've spent in the
pharmaceutical sales industry.
So to give you a bit of anexample of that, you know,
sitting, I was in the kidneydisease space and sitting

(02:23):
outside the Dallas Center oneday, I'm seeing a long lineup of
people waiting for rides.
So I figure, you know, I'll getinto medical transportation.
So we set up a medicaltransportation business and we
got that going.
And so it's it's always aboutstarting businesses that, you
know, address a or solve aproblem out there or something

(02:43):
that we're personally connectedto.
Carolina and I, both of ourdads, at one point, they they
had a chronic illness and theywere, you know, at an older age.
So we began seeing the need forhome care.
So that was a space that got usexcited.
And we're like, you know, thisthis is something that we see is
a need in our own family and isa is a broader need out there.

(03:05):
So that's what got us into thehome care space.

SPEAKER_01 (03:08):
Well, another area, but yeah, that's where we met.
And it leads me to, andobviously I want to get more
into that with you.
So, Jay, you've built and exitedmultiple companies.
Tell this is part of the reasonwhy we wanted you on the team,
is this experience, because somuch of how we guide our clients
is not just thinking about theacquisition, but thinking about
the exit.

SPEAKER_00 (03:28):
And then that's what we love about franchising,
because that's what franchisingis, right?
It's a system that essentiallyanswers real world problems.

SPEAKER_01 (03:37):
Yeah, and and I know Jill's got a question, but I
want to add something to that.
This morning, you know, the thethe MA crowd on BizByStell still
is out there telling fairy talesabout acquiring businesses with
zero down and financing throughthe SBA.
And it's such a for those of youlistening that are thinking your
perfect business is out there inBiz by Cell, I'm telling you, I

(03:58):
just spoke to a clientyesterday.
The SBA laughed.
They laughed at the deal.
So those types of fairy talesthat people like Cody Sanchez
and Alex Romazzi, they soundamazing, but no, it it doesn't.
And that's the beauty offranchising, is even if you are
able to get this great deal andyou buy some boomer out, you're
left with their messy books.

(04:18):
You're left with with the thingsthat aren't going to help you.
Whereas if you're a franchiseowner, you have all of that
support and infrastructure.
I'm sorry, jumped in on yourquestion.

SPEAKER_02 (04:26):
No, it's fine.
So my question is for Carolina.
So you guys were able to runhome care systems for almost a
decade, I guess, right?
Right around 13.
So it kind of gave you, youknow, front row C to all the
stages of growth.
But at what point did you guysseem to realize that franchising
was more of like a long-termwealth vehicle instead of just

(04:47):
like a job replacement?

SPEAKER_03 (04:50):
Yeah, I think at the start we were just focused on
learning the business, right?
And providing quality of care toour clients and earning their
trust.
But I think as the systems grewand as we built the team, and
then we started to realize that,you know, we could go off and
travel and you know, not beinvolved in every single detail

(05:12):
of the business.
And the business was stillgrowing and thriving.
And I think that was when itclicked for us that this can be
more than a job.
This is actually an asset,right?
Something that we can grow andscale and eventually be sold,
right?
So uh that for us, that's whenit clicked.
Okay, this is actually a wealthvehicle.

(05:33):
It was really exciting.
So yeah.

SPEAKER_01 (05:36):
Okay, and I've I've got a follow-up for you,
Carolina.
And this is something people askJill and I a lot too.
So you guys, you and Jay clearlyyou you've learned to work well
together.
Not everyone can do that.
I I do talk to a lot ofhusband-wife teams who are like,
no way, could never work with myspouse.
And you know, Jill and I havealways it's it's just all we've
ever known.
Is it and I grew up watching myparents do it too.

(05:59):
How do you guys do it?
How do you make it work?
How do you guys divideresponsibilities?
Tell us about that.

SPEAKER_03 (06:03):
Yeah, I mean, not gonna lie, it wasn't easy at the
start.
Um, but I think what we learnedis when we learned the business,
then we clearly defined ourroles and we played to our
strengths.
I think that's the mostimportant thing, right?
So my background is in marketingand operations, and so I just
focused on excellence andexecution.

(06:24):
So hiring, training, buildingculture, billing payroll,
developing those scalablesystems to ensure consistency of
care all throughout.
So that was what I focused on.
And Jay's background is insales.
So his focus was on like visionand momentum.
So he focused on the strategicrelationships, business

(06:45):
development, long-rangeplanning.
And I think you know, once welearned to work as a team and
not step on each other's toes,that's when I think everything
started flowing really smoothly.
And again, it's a reallyrewarding experience for a
couple to go through together.

SPEAKER_01 (07:02):
You know, Carolina, before AI, I used to carry along
my Ogilvy on advertising.
Do you remember this book that Ihad?
It's so beaten up, but I lovedit.
I always would look to thisbook, you know, decades later
after it was written, but Iloved it.
I loved Ogilvie's sort of Iloved his style.
I loved his marketing and how,you know, I always look at that.

(07:25):
Anytime we were working oncreative, and Jill would laugh,
but I'd go back and I'd look atlike the lemon advertisement.
It just the simplicity of it.
And even now, when I'm trying tobrainstorm creative ideas on AI,
I will say, okay, pretend you'reDavid Ogilvy.
Pretend you're Alex Hermozzi.
And it's so cool to just see thedifferent sorts of you know

(07:46):
ideas it comes up with.
So what a what a great thing tohave on your resume.

SPEAKER_03 (07:50):
Oh, thank you.
Yeah.
I mean, it was such a rewardingexperience, and I think it
really shaped my vision forreally the world and the
business world, what brands looklike.
Yeah.
So I think I have a I'm reallygrateful for that experience in
my life.
It it it really changed thetrajectory of my life, similar
to how franchising has changedit.
So yeah.

SPEAKER_01 (08:10):
Yeah.
Well, and you know what'sinteresting is I we have a
client right now looking at ahome care franchise.
They had disappeared.
They came to us in the summer,and then in September they kind
of went dark.
And then last week they poppedback up and they emailed the
franchiseur and they said, Hey,listen, it's kind of similar to
our story.
Initially, it was going to bethe husband who was going to
work the business.
Now he's like, I think I'm goingto stay at my job, and now my

(08:32):
wife wants to run the business.
Can that work?
What do you think?
And the franchiseur was like,Well, we want to interview her
as they should.
But what I chimed in with wasmost home care owners that I
know are husband and wife teams.
And usually it's the wife thatkind of starts to really run the
operations because sooftentimes, I mean, Jill faces

(08:55):
this as a daughter with yourmother and sort of managing her
care.
So many times it is a daughterwho is, you know, 30s to the 60s
who is tasked with determining,you know, what kind of care plan
happens for moms.
So I think that those spouses inthose types of situations can
really thrive.
So, anyways, it just wasinteresting.
I was sharing with them thatdata.

SPEAKER_02 (09:16):
I mean, you guys have both worn a lot of hats.
You've done a lot of things.
Carolina, thank you for kind ofsharing yours.
And Jay, I know you've beeneverything from like a founder
to an operator and now anadvisor.
What would what would you sayyour hardest transition was from
jumping around from thosedifferent positions?

SPEAKER_00 (09:34):
Hardest transition.
I would say the biggesttransition for me is just kind
of like taking a step back orstepping outside of outside of
the business.
You know, as an owner, sometimesyou want to get very involved in
the decisions, in in thedifferent operational aspects or
whatnot.
And it's one thing to teach anemployee something, it's another
to to actually trust them to doit well.

(09:57):
And uh, you know, but it's onlywhen you create a good system
and you have that trust in youremployees that growth really
begins to happen.
Uh, that's why we love thefranchising model.
Because again, you're using aproven system out there.
And if, you know, if you'reworking with a great franchiser,
they have an excellent playbookfor you to follow.

(10:17):
And, you know, in our experiencewith, you know, in the home care
industry, Carolina ran theoperations.
She leaned into that playbookand created such a great system,
such a great structure that, youknow, employees knew what their
roles were and it was set up forthem so that they, you know,
there was very littleopportunity for them to fail.

(10:39):
And so you could walk out thedoor and you know that that
business is still running and itmight even grow.
So that's kind of the foundationof you know, something scalable.
So that's really where you wantto be.
But yeah, that was the that wasthe hardest transition, but you
know, we we found a way totransition to that.

SPEAKER_01 (10:54):
That's it.
And let's can we dive in alittle bit more on your guys'
home care experience?
Because I think for for the forour audience in particular,
that's so interested in inexploring franchise ownership.
And right behind, I mean, if youlook at the sales that have
happened over the past, youknow, 12 months through our
firm, 50% have been what weconsider to be home services,

(11:15):
right?
So, like the the Pinks franchisethat we owned, or painting, or
restoration, or or boringbusinesses like that.
But right behind home servicesis home health care.
And, you know, Carolina, this isI think this is a really
important question for peoplewho are considering that
industry.
It's a really human business.

(11:35):
I think, and we had a so we hada person, I'm trying to figure
out how I can put this the bestway.
Um, we had a woman who handledall the franchise support.
She was brilliant.
She could be a little, a littlehard to work with sometimes.
But I loved how, and I know youguys know who I'm talking about,
she always would say you've gotto lead with your heart.
And I think good advice for homecare owners.

(11:56):
But let's face it, I mean, howdo you balance a business that
has to, you you gotta first bethere for wanting to do the
right thing for your clients andmake sure they're getting the
right care.
But also you've got to be prettybusiness minded too and be
focused on how can I maximizethis and make this a profitable
operation?
Obviously, you guys did.
You had such a successful exit,but maybe tell us about that.

SPEAKER_03 (12:16):
Yeah, I mean, I think, again, I think compassion
isn't separate fromprofitability.
I think it's the foundation ofit.
So when you lead with a genuinecare, your caregivers, your
clients, your staff, they allfeel that.
And as a result, you know, yourclients trust you more, your
caregivers stay longer, yourstaff feels more invested in

(12:39):
working for you.
So we saw a lot of agencies outthere that really treated their
clients like numbers, likestatistics, right?
And so it was a revolving doorof caregivers, it was very
transactional, and so theydidn't really have relationships
with their clients.
So I think if it's rooted inhumanity, if the culture is
rooted in humanity, the businesswill grow organically.

(13:01):
But that being said, again, itis important.
So I leaned a lot on myexperience in marketing and
operations to make sure that Iwas, you know, setting up the
system in a again, it wasprofessional, that we were
following the playbook.
And so I think that thatcombination, leading with care,
but you know, again, fallingback on the playbook and my

(13:24):
experience in marketing andoperations is what really helped
our business be successful.
But again, you cannot forgetthat human piece that is so
important.
And that's I think really whathelped us stand out.

SPEAKER_01 (13:35):
That's a great answer.

SPEAKER_03 (13:37):
Yeah, thank you.

SPEAKER_02 (13:39):
So you guys scaled home care assistance in it's
like a very regulated industry.
What discipline, maybe Jay, youcan answer this.
What discipline or metric do youdo you still live by today?

SPEAKER_00 (13:51):
That's a good one.
You know, uh one metric we liveby, well, specifically for home
care, but this can carry intoany business is unit economics.
You know, revenue per caregiver,those were our employees in the
business, and also hourlymargins.
So when we started with our homecare franchise, there was kind

(14:13):
of like a cardinal rule or avery strong guideline they
encouraged on how much marginyou had to have for your, you
know, how much you're payingyour employee or your caregiver
versus how much you charge, andthat you have to stick to that.
And so we really, you know,embraced that.
And, you know, when we'd hirepeople, when we'd set our
pricing, we followed that, butalso when we'd meet with our

(14:35):
bookkeepers on a quarterly basisat a macro level, we made sure
that those were our margins.
And it paid off really wellbecause we maintained a healthy
financial business and we werealways profitable uh because of
that.
It wasn't always easy doing thatbecause you know there were
different things that happen inthe market, right?
There's like inflation, peoplecomplain about prices, there's

(14:57):
wage rate hikes that happen.
But that's the other nice thingabout being part of a franchise
and a good brand.
We're able to position ourselvesin the market.
And so rather than soften ourprices, we found ways to add
value around our core servicesto maintain those prices.
And uh so yeah, that that'ssomething we lived by back then,

(15:20):
and that's something that we'llcontinue to carry forward, you
know, in any future business wemight decide to get into.
Yeah.

SPEAKER_01 (15:28):
So that's great.
That's great.
And and you know, you guys had areally successful exit.
And I, you know, because of FTCregulations, I don't know that
I'm gonna ask you specificallywhat you know that exit was, but
I know you guys, you you didwell.
And that's part of the reasonwhy we wanted to bring you on to
our team.
One, you're you're nice, greathuman beings, but you can teach

(15:48):
your clients something.
For those of you listening, thisis the whole purpose of our firm
is franchise owners helpingfuture franchise owners.
And if you go tothefranchiseinsiders.com and you
go to our team page and you lookand you visit and you see Jay
and Carolina's page, you canread about their experiences.
But these guys built and scaleda big business.

(16:09):
How many clients did you guyshave at your at the height of
your business?

SPEAKER_03 (16:13):
I don't know.
I mean, we have got hundreds, wehad 300, over 300 caregivers at
a time servicing hundreds ofclients.
So yeah, it was uh dang.

SPEAKER_01 (16:23):
So you probably had at one time two 200 clients on a
census of 200, would that befair?
Even possibly more, yeah.
And for those of you listening,that's a big home care business.
The the old school math was, andlook, if you look at the item
19s of almost every home carecompany today, the average
franchisee is doing somewherebetween a million two and say

(16:45):
2.5.
Brightstar, I think, has got thehigh.
Brightstar and homewatchcaregivers have the high.
And I think the, you know, mostof them fall into that.
I know our client Hector, whodid$3 million in his third year
with senior helpers, that nearlydoubled what their item, their
item 19 showed, and this is foryou know California and the FTC

(17:05):
that are listening.
The item 19 showed the averagefranchisee opened 60 months,
doing a million six.
So he nearly doubled what theaverage franchisee at 60 months
was doing, and he did it at 36months.
So, but the classic math wasthat a home care agency with 20
clients spending$1,100 per weekover the course of 52 weeks was
a million-dollar agency.

(17:27):
That's part of what makes thebusiness so great.
So, Jay, another question foryou.
You guys had a very successfulexit.
What were the signals that toldyou this is the time, right?
Because I think you guys hadjust even renewed your franchise
agreement.
You were pretty early on in yoursecond term.
What were the signals that saidthis is the time to exit?

SPEAKER_00 (17:45):
Well, there were a few signals.
I think the biggest one was wegot that we got a really good
offer.
You know, that's that's a simpleasset there.
Well, the offer we got uh basedon the research I did was an
above-the-average offer for thesize of business that we had.
And, you know, it was afranchiseur that was working,
you know, with private equity orit had been taken over by

(18:07):
private equity that came in andthey were doing like franchise
roll-ups, you know, trying toacquire franchisees within the
network, but also externallyoutside the network.
And, you know, they hadapproached us.
And anytime private equity isinvolved, you know, it can get
pretty interesting, right?
So there's they come to thetable with deep pockets, you
know, and there's variousoptions.
There was the option to buy aportion of our business, and

(18:30):
then Carolina and I, or one ofus, would stay, uh, continue to
stay on and help grow thatbusiness.
But at that point, we'd beendoing this for 13 years.
Carolina had not developed grayhairs just yet from all the from
all the work that was put inthat business.
But I think 13 years was a goodstretch, and we felt like it was
time to, you know, move on andmove to the next thing.
That's tremendous.

SPEAKER_02 (18:51):
Yeah.
I I mean, I think, you know, anexit can be exciting and hard.
What did it what did it teachyou?
Carolina, maybe you can takethis.
Like, what did it teach youabout just, you know, timing and
and what you want to do next?

SPEAKER_03 (19:05):
Yeah, I mean, I think it's important that people
think about exit from day one,right?
So making sure that your numbersare, you know, always reviewing
your numbers, your systems areclean, you're always thinking,
if I'm not here tomorrow, willthis business still be growing
and thriving?
And we did exactly that.
I mean, we were reviewing ournumbers on a weekly, monthly
basis.

(19:26):
We're meeting with ourbookkeepers quarterly.
I was constantly updating oursystems regularly to as we scale
to ensure that again, oursystems were keeping up.
So that was something that wedid in the regular.
And so when we got that offer,we were ready.
So that's something that I wouldtell everyone is make sure that
you're thinking about exit fromday one.

(19:46):
And then the timing of it, Imean, I think the thing that was
important to me was the legacythat we were gonna leave behind,
right?
Like I really wanted, again, ourphilosophy was really to help
our seniors live more purposefullives, more high-quality lives.
And I wanted to leave thatimpact on the community.
And, you know, when we got thatoffer, I felt that I had built
enough of that legacy.

(20:07):
And I'm happy to say that, youknow, my staff who, uh my former
staff were still working there.
That culture continues to liveon to this day.
So I'm really happy about that.
So I think for that wholeexperience, the fulfillment I
got from that, the impact I wasable to make, we were able to
make through our business.
I think the natural progressionfrom that is to then look at how

(20:29):
we can help others make thatsame impact and draw that same
fulfillment.
So I think that's what motivatesme now is we went through that
same journey.
Um, so we can now help guideothers too, again, going on that
same journey, making that sameimpact and really changing their
lives the way it did ours.
So yeah.

SPEAKER_01 (20:47):
That's great.
And you know, I mean, Jill and Inow being a part of two exits,
one with the same companies, youguys, same care assistants, and
then also most recently with ourPinks franchise.
I mean, I really do think youguys know that game sorry.
Yeah, you played the board game,sorry.
You know when you can land onthe thing and it like takes you
like five extra things.

SPEAKER_02 (21:05):
It's kind of like playing sorry with you.

SPEAKER_01 (21:06):
It's because I win it.

SPEAKER_02 (21:07):
No, you're obnoxious.
Don't play sorry with Jack.

SPEAKER_01 (21:11):
But it's like you were just cut off.
And this is, you know, I don'tthink enough people talk about
the exit.
We went to dinner last week withwith an automotive franchise
CEO, and he just had an exit atlike 20 times.
So it's the kind of thing thatcan change your life.
I think there will always bewith all of us, there will be

(21:33):
parts of us that say, do we selltoo soon?
Do we sell too low?
Um, man, I kind of miss doingthat.
But then you move on and you dothe next thing.
And I and I think for peoplelooking at franchises, this is
the way we really try and getthem to think about it from day
one because the truth of thematter is, and you guys can
probably echo this, you're gonnawork harder than you ever have
those first 12 to 24 months.

(21:55):
I mean, you so you have to makesure if you're gonna do this,
you're gonna work your buttsoff, that you're not gonna
invest in a junky job.
You know, you're you're gonnabuy something that can scale and
and and that can can lead tosomething like that and lead
towards, you know, somethingthat can be life-changing, that
you can put away things that canmaybe set your family up for you

(22:15):
know less stress in the future.
So that's why at the FranchiseInsiders is why we're so excited
to have you guys on board,because you can really coach
people up on this.
And Jay, I want to switch gearsbecause you've you, you know,
both of you have lived such asort of global life, right?
From Vancouver to Silicon Valleyto Manila.
I mean, Jay, you've got a lot ofglobal experience.

(22:37):
With that in mind, franchising'skind of a small, you know, in
many cases, local business.
How does how does that changeyour outlook or or give you
outlook on franchising?

SPEAKER_00 (22:47):
You know, Jack, uh, what I've what I've found, what
I've seen, you know, been to alot of places is that no matter
where you are, I mean the world,North America, Europe, Asia,
people are after the samethings.
They want better, con greatercontrol over their time.
They want, you know, to haveimpact, whether that's within
their family or their communityor society in general, or or not

(23:11):
or but and uh financial freedom.
Like those are three things.
I think that's universalanywhere.
And the franchise model can giveyou all of those things.
That's the that's the thing Ilove about franchising.
And my outlook on franchisingreally is it's uh it's a great
way to participate in business.
You know, you get into a smallor medium-sized business to

(23:31):
start, but there's a globalefficiency that you get with
franchise because you're backedby a franchiser that's done
their homework, they have othersuccessful people, they pour in
a lot of technology, a lot ofsupport for you as a business
owner, and you're part of acommunity of people who have
been successful and who've doneit.
So you're not alone.

(23:52):
So that's the thing I reallylove about franchising.
And if you do it well, then youcan turn that small, medium
business into big business.
So that's that's kind of myoutlook on franchising, and it's
universal globally.

SPEAKER_01 (24:03):
Yeah, I mean, you've done it and you've done it at a
high level.
So I I think that that's that'sgreat.
That's great guidance.

SPEAKER_02 (24:09):
Yeah, I think franchising just has a lot of
support and a back, you know, ithas like good information, you
have the support system,everything's kind of built in.
I'm interested in the in likethe branding marketing side.
So Carolina, this one's for you.
You know, what separates afranchise itself from just like
a business with a logo?
I know you have that backgroundwith marketing and advertising.

(24:29):
Like from your perspective, whatwhat's the difference with a
franchise versus just anybusiness?

SPEAKER_03 (24:35):
Yeah, I think I mean a logo is just a visual, right?
I think a brand is emotional.
So if brand, a brand that isgood, has a clear identity, it
has a story, it has a purpose,it has a promise that people
really feel.
So when it's authentic, then itreally resonates with people and
it attracts the right clients,it attracts the right employees,

(24:59):
it even attracts the rightpotential franchisees, right?
So again, the stronger thebrand, I think the stronger the
system around it can grow.
So yeah.

SPEAKER_01 (25:10):
Yeah, yeah, I think that's a great point.
And on that, Carolina, you know,I I've tried for many years to
help people draw parallels.
Like I used to, and by you know,right now, if someone goes to
our website,thefranchiseinsiders.com, they
can they can take a franchisequiz and in three minutes they
can see you know three to sevenfranchises that fit them really

(25:30):
well.
And that also gives them afranchise score, which is super
cool.
And it's an app that we'reconstantly improving and it's
free, and and you know, you cango there right now and check it
out.
But you know, it's like I Ithink of the brands, and we
always have these brands thatare changing our lives, right?
Like right now, you know, Jillcan't go a week without an aloe

(25:50):
shop of some kind.
I love aloe.

SPEAKER_02 (25:53):
But there is a sale, and they made it seem like it
was a one-day sale, and it'snot.

SPEAKER_01 (25:58):
So But they're brilliant because every week
there's a sale, right?
Every week there's a new excusefor sale, and their clothes are
awesome, right?
It's it's they they feel, youknow, here in Florida, we get
like three cold days a year.
So it's like, oh, it's time tobreak up the aloe sweatshirt.
But that's that's a brand,right?
It has a feeling the same astrue.
What's the new one now thatkeeps getting us every the one
with all the stripes?

SPEAKER_02 (26:19):
Aviator Nation.

SPEAKER_01 (26:20):
Aviator Nation.
Yeah, you know, first youcouldn't get anything, right?
You like a couple months ago,you tried to order it,
everything's gone.
Now all of a sudden they'repelting you with emails and
everything's available.
But again, it's like you seepeople in the aviator nation,
and you feel like, oh my god, Igotta wear that, I gotta wear
aloe, I gotta have my my Vioreclothes on.
These brands make us feel acertain way.

(26:41):
You know, vehicles that youdrive, they make you feel a
certain way.
Carolina, you've got a lot ofexperience in this.
Um what parallels do you see?
Let's face it, a lot of thesebrands that we connect our
clients to, they aren'thousehold names, right?
Uh but what parallels do you seebetween strong sort of global
brands and and strong franchisebrands?

SPEAKER_03 (26:59):
Yeah, I think the fundamentals are the same,
right?
I think just really clear visionand leadership, a strong
culture, scalable systems.
Um, and I think a team that'sreally invested and committed to
the vision of the company.
So again, I think universally,those are all the levers of
success.
Again, and if it's done withconsistency and clarity and the

(27:24):
commitment from the peopleworking there, I think again,
those are all fundamental leversof success.

SPEAKER_01 (27:30):
Yeah, terrific answer.
Yeah.

SPEAKER_02 (27:32):
So I know, I mean, franchising is is kind of known
everywhere.
You guys have experienceobviously with international
markets.
So, Jay, I'm gonna throw it toyou.
Um, do you think thatinternational markets see
franchising differently thanmaybe you know what we see here
in the United States, like moreof an expansion model or a
career pivot?
Like, what's your take on that?

SPEAKER_00 (27:54):
Yeah, I do think uh there are some differences and
they see it differently.
I think, I think in NorthAmerica, our franchising kind of
like model or world is a littlebit more mature.
It's easier to access.
So I think it's more of a careerpivot, at least based on my
observation and my my opinion.
You know, I feel like uhfranchising or not just

(28:14):
franchising, but businessownership has become the new
American or Canadian dream.
Because, you know, unlike a homewhere, you know, you can you can
just like a home, you buildequity and then it can appraise.
But unlike a home, you cancreate like really good cash
flow for yourself and for yourfamily.
Now, in international markets,what I found is that it tends to

(28:36):
be more higher net worth peoplethat are looking to expand their
portfolio.
So those are the guys thatusually are the the people that
usually play in that space.
But with better access tofunding and also with the with
the emerging, you know, workingclass and and people that can
afford more, I think we're gonnasee you know a new kind of wave
of franchisees kind of globallystart to emerge over time.

(29:00):
I think that's that's what Ithink.

SPEAKER_01 (29:03):
I th I think you're right.
It has it's it really hasbrought business ownership to
the masses.
And unlike you know, the initialwave of franchises, which was
primarily through brick andmortar, food, fast food, you you
really did have to have millionsof dollars back then to do it.
I mean, to open a McDonald's,you are going to spend$3
million.

(29:23):
And even if you are the bestMcDonald's operator on the
planet, and let's say you'renetting$300K a year,
hypothetical, it's gonna takeyou almost 10 years to make your
money back.
Whereas the franchise you guysbought, you know, all an
investment on a home careassistance or a senior helpers
is closer to$150K.
So it it really is that's whereworking with a great franchise

(29:45):
consultant that has knowledgeabout growing and scaling and
exiting a brand and what it'slike to lead teams.
I think that that reality, andwhen we when we decided to
expand franchise insiders,that's what we knew was gonna be
so crucial to sort of expandingour team and who we wanted to
bring into our brand, which wewere obviously very protein of

(30:06):
and we love and we we're we'revery passionate about it.
I'm curious, and Carolina, I'mgonna throw this at you from
your side.
You know, you guys probablycould have gone to any number of
franchise consulting groups, oryou probably could have started
your own.
What was it about franchise, thefranchise insiders that drew you
to to to this brand?

SPEAKER_03 (30:25):
Well, first of all, it was you, Jack, because again,
again, we had worked with you.
You helped us get into home careassistance, you believed in us
as potential franchise owners,and that changed our lives,
right?
So owning that franchise reallychanged your lives.
So I think the trust factor wasalready there.
So, you know, we just gravitatedtoward, you know, something that

(30:47):
you are working on, but alsojust seeing the alignment in the
values, right?
I mean, I love the fact thatevery member of your team are
successful franchise owners.
So there's real world experienceand wisdom there.
And the philosophy isn't aboutselling, it is really about
guiding them to find the rightfit for them, right?

(31:09):
Based on their lifestyle, theirgoals, their strengths.
And again, because we have theexperience as former franchise
owners, we can guide them tofind that right fit.
So I love that.
And you know, to further layeron to that is you have all these
sophisticated tools and thatsupport ecosystem and that
knowledge base.
So I think all of that makes usreally excited to be, to be part

(31:29):
of Franchise Insiders.

SPEAKER_01 (31:31):
Yeah, you know, it's like we there was someone who
came in the other day who'sinterested in senior care
franchises, and immediately, ofcourse, I sent them to you guys.
And for anyone that just, youknow, fills out a form on our
website, you typically will getan email from me assigning you
to a franchise consultant on ourteam.
That's how it goes.
We do try and pick people who wethink, and that's where there's

(31:52):
so much value in people takingthat first franchise quiz
because it tells us so muchabout who they are, what they're
looking for.
And that way we can match themwith the franchise consultant
that can best help them withtheir needs.
So, and thank you for that.
We're we're honored to have youguys on the team.

SPEAKER_02 (32:07):
Thank you.
Yeah, we really are.
I mean, just you know, firstcouple of times I spoke with
you.
I know Jack had had worked withyou guys before, but you know, I
just you guys were perfect fitand you know, we just love your
experience and everything.
And, you know, so Jay, for you,you you've kind of again like
you've done it all.
You've been like on job sitesand in boardrooms and all of

(32:27):
that.
And Carolina, I know you've beendoing your stuff.
But what about the franchiseinsiders mentorship sort of
appealed to you?
Because I know you guys havedone a lot on your own and then
also under, you know, theguidance of a franchise.
But was there something inparticular that sort of was more
appealing to you or somethingyou were interested in?

SPEAKER_00 (32:46):
Yeah, I mean, the thing I loved about the
franchise insiders, uh, I guess,model, if you will, or even
mentorship is just how thoroughit is, how collaborative it is,
and also how supportive, youknow, you guys are, not just
with the team, but even withclients.
You know, I I think the bestconsultants out there are the

(33:06):
ones who can take their clientby the hand and walk them right
through all the way to thefinish line to a good, you know,
a good decision, a goodlife-changing decision, decision
getting into a franchise.
And uh, you know, the franchiseinsiders does that.
I mean, you guys use reallypowerful tools to help clients
make, you know, smart decisions.

(33:27):
And also that, you know, the theteam comes with such collective
experience, and we were soexcited to be part of that.
I kind of feel like it's one ofthose things where you go, you
come to one of us, you accesseveryone in the team and the
collective experience.
And that's a lot of experienceand that's a lot of support.
So, and that extends to all ourclients, right?

(33:49):
So that's that's quite excitingfor me.

SPEAKER_02 (33:51):
I love that.

SPEAKER_01 (33:52):
Yeah, that's terrific.
By the way, do you know where wewere living when I first met
Jane Carolina?

SPEAKER_02 (33:56):
No.

SPEAKER_01 (33:57):
In the condo in downtown San Diego.

SPEAKER_02 (34:00):
Oh, that was a long time ago.

SPEAKER_01 (34:01):
Yeah, we had so when I first talked to you guys, we
were in a condo in downtown SanDiego.
I don't know how well you guysknow downtown San Diego, but we
had this view of the the parkwhere the Padres play.
So, like from my office, I couldlook in, and if there was a game
going, I could literally watchthe game.

SPEAKER_02 (34:17):
The game while you were talking to us?

SPEAKER_01 (34:18):
Of course.
You got a mobile.

SPEAKER_02 (34:20):
Did you guys notice that he was watching the game?

SPEAKER_01 (34:23):
All right.
So, you know, Jay, one more foryou.
You guys have obviously alreadyhad a large measure of success
in your careers.
So, you know, for this nextchapter, for this just moving
forward, what what is it thatdrives you?
Is it is it legacy?
Is it accomplishment?
What tell me tell me what is itwhen you guys, you know, coming

(34:43):
to into this next venture, whatwhat are the things that really
drive you guys forward?

SPEAKER_00 (34:48):
For me, it's 100% impact.
I'll never back away fromchasing down financial success.
But really what gets me excitedis is you know helping other
people achieve their version ofsuccess.
Or early in my career, I I don'tknow if I told you this, Jack.
Earlier in my career, I was acareer coach, career and

(35:09):
executive coach.
And I love that role because itreally helped me get to
understand people, you know,what made them tick, what made
them happy, what they werechasing after, and really
finding out, you know, helpingthem realize their best
potential.
And in a way, that's kind oflike what I feel like we're
doing here at the franchiseinsiders.

(35:31):
And that's why I couldn't behappier to be a franchise
consultant.
Because I feel like I'm gettingthe opportunity to do that based
on something that both Carolinaand I have experienced, the
success we've experienced, andnow I can help people do the
same thing.
So that's the stuff that reallygets me going.

SPEAKER_01 (35:47):
You know, every day on the way to school, not every
day, almost every day, my son,Trey and I, our son, Trey and I,
we're we always talk about helpenough other people get what
they want, and you will get whatyou want.
And I think that is the truelife of a good consultant, is
you you have to help otherpeople get what they want.

(36:07):
And if you do, those clientsthat, and you can't live off
referrals.
We all know that.
Any of you out there who whomaybe are listening to this, and
maybe you are a franchiseconsultant or a consultant in
another field, referrals aregreat and we love them.
But and if you help people doreally well, they will send you
referrals.
And it's really cool, but morethan that, it's just hearing

(36:28):
someone say you changed thischanged my life, just like what
you guys said.
And it brings me back to againwhat franchising is now.
One of our most successful casestudies over the past three
years is a young guy out ofLouisiana who bought a roofing
franchise.
He had just, he didn't have anynet worth.

(36:49):
He just inherited a couplehundred thousand dollars.
Someone had passed in hisfamily.
And he immediately he knewenough to say, I'm gonna put
this in the business, right?
He didn't go to Vegas with it.
He put it in a business, and hehad one of the most successful
exits I've ever seen within atwo-year period.
His investment was$300,000 in atwo-unit business, and his exit

(37:12):
value was immensely larger thanthat.
So again, Jay, to your point,this no longer has to be someone
who has millions of dollars.
We do suggest people beadequately capitalized.
We want them to have ideally a12-month runway of capital
outside of what they'reinvesting to grow the business.
That way they're not feelingstressed to take a salary.

(37:33):
But still, it's it's peanutscompared to what buying a big
fast food franchise would be.

SPEAKER_02 (37:40):
Yeah, it's really exciting.
I think there's just so muchopportunity.
And, you know, I think the morethat we talk to our clients and
share our stories, people seethat there's something there.
You know, it's not just a job,it's actually an opportunity.
So, Carolina, when you'reworking with clients, do you do
you see when that shift is?
I mean, most people we we talkto initially are are a little

(38:03):
fearful, they're, you know, tentto get into something.
And then it sort of switches tothis excitement because they see
the the big picture.
But at what point do you seethat happening when you're
talking to clients?

SPEAKER_03 (38:13):
Yeah, I think in the in the conversations, you're
right, there is a shift, right?
I mean, when they when they'retalking about the business, I
think that's when there's a lotof that fear.
But when it shifts to theirlife, that's when the magic
happens, right?
So when we start asking, youknow, initially they're nervous
about can I do this?
Is this too risky?

(38:34):
But when we start askingquestions and really get out of
them what they want from theirlife in terms of more
flexibility, more control, morepurpose, I think that's where
the energy shifts, right?
And you know, then it becomeswhen we find the right fit for
them, the brand that reallyresonates and aligns with what

(38:55):
they want.
That's when, you know, they theshifts from fear of the unknown
to the possibility.
And it's it's really exciting tosee that that shift happen.
It's it's really magical.
And then, you know, again, it itit could lead to really changing
the trajectory of their liveslike it did for us.
So yeah.

SPEAKER_01 (39:14):
Yeah.
And on that note, Jay, let'slet's go to you on this and
let's stay with the the shift.
Let's talk about the mindsmindset shift from it, and
obviously that for you, you'vehad success in corporate and
success in business ownership.
What mindset shift would you saywhen when you're you know
guiding clients, what do youthink, what's the mindset shift

(39:34):
they need to make from corporatesuccess to franchise small
business success?

SPEAKER_00 (39:40):
Well, for me, I think the the the most important
mindset there, there you go.
Mindset shift.
Down to a third.
Yeah, the the the the mostimportant mindset shift really
is that you're not buying a jobwhen you go into business.
You're you're you're buying asystem.
The playbook is is proven, butthe results are on you.

(40:02):
And so it's that shift from youknow having that employee
mindset to being in a structuredenvironment where you're taking
direction or you're waiting onpeople to being a business owner
where you're making thisdecisions, you're driving the
bus, you're taking initiative.
So once once that begins toclick, I think that's when

(40:22):
things start to roll and thingsto start things start happening,
and then you know success willfollow from there.
But that's that's the biggestshift, I think, or the most
important shift that needs tooccur.
And it's it's uh you know, it'sit's obviously very doable.
I mean, yeah, Carolina had neverbeen in business prior to
getting into our franchise, andI you know dabbled a little bit,
but everyone has to go throughthat transition or mindset shift

(40:44):
at some point.

SPEAKER_01 (40:45):
You know, I had Jill and I were at a at some kind of
social event last week, and Iwas talking to this guy who is
he told me he was retired,right?
He looked like maybe he was 40.
He was in in you know hedge fundmanagement or something like
that.
And so anytime someone findsout, you know, what we do, the
question always is, hey, what'sthe most profitable franchise?

(41:07):
And uh my answer is always theone that you're the best at.

SPEAKER_02 (41:11):
Right.

SPEAKER_01 (41:12):
Because managing profitability in a franchise
comes down to the franchiseowner.
And one of the best examples ofthis, back in 2023, the Crumble,
do you guys have Crumble upthere in Vancouver?
No.
Oh, have you heard of that?
This is like the cookiefranchise that's taken America
by storm.
It's a great way to add fivepounds in a single night if you

(41:32):
want.
The cookies are like this big,but it's worth it, but it's it's
very good.

SPEAKER_02 (41:37):
It's gotta be like a once-a-month thing, honestly.

SPEAKER_01 (41:39):
Okay, so the average franchisee had a net, according
to the item 19, of approximately250k.
The median franchisee had a netof 85.
Now, since then, they'veimproved these numbers.
But to me, there's never been abetter example of efficient
franchise owners versusunefficient franchise owners.

(41:59):
And this is something, again,you know, we we do a lot of work
with uh with a private equitycompany that's that does
roll-ups within franchise.
That's that's a thing, by theway.
Private equity will come in andrecapitalize franchisees.
I mean, it's a great way formany franchisees who've grown a
business.
Usually you want to be about amillion EBITDA something like
that.
But being on top of your booksfrom day one.

(42:20):
And for those of you that aren'teven business owners yet, start
with your personal finances atleast three times a week.
Look, check all your bankaccounts, all your credit cards,
your credit scores.
Make sure you are on top of yournumbers.
But if you're a business owner,that PL should be dialed in
every single day of the weekendup to date.
And to you guys, I'm sure thissounds like duh, of course, but

(42:41):
you'd be shocked at how manybusiness owners who've
approached us about sellingtheir business and they'll say,
Well, can you send me over a PL?
Oh, well, my accountant doesthat, and we we're not due to
meet for another month.
It's like, dude, you should justbe able to log into your
QuickBooks is that, and thisthis goes to mindset as an
owner, if you want to net 20%,make it your mission to net 20%.

(43:04):
But just make sure you take careof your employees and pay them
well.
Yeah.

SPEAKER_02 (43:07):
Okay, I want to I want to shift things a little.

SPEAKER_01 (43:09):
Let's keep with the shift.

SPEAKER_02 (43:10):
Well, I'm excited to have you guys on top for many
reasons, but I feel like, and wetouched on this a little bit
before, but people are alwaysalways asking Jack and I how we
work together.
And I I think we're we're veryrare.
I mean, we literally like spend23 hours a day together, and
some we don't kill each other.
We're both still here.
And you guys have obviouslyworked well together and are

(43:32):
continuing to work together.
So, Carolina, why don't you kindof take this one?
What do you what advice do youhave for couples that want to
start getting into businesstogether?
Because, you know, we can allspeak from our own experience.
People have heard from Jack andmany times, but I'd love to get
your guys' take on that as well,too, because we have a lot of
couples coming in thinking theywant to start a business
together.
And even as Jack has said,sometimes they come in with, My

(43:55):
wife's gonna start and I'll comein later, or vice versa.
And we actually said the samething and just decided to jump
in together.
But what's your take on couples,you know, starting a business
together?

SPEAKER_03 (44:05):
Yeah, I mean, again, I think it can be a really
rewarding experience to workwith your spouse, but you have
to be very intentional about it.
So I think again, just playingto your strengths and not
mirroring each other'sstrengths.
So you're not competing witheach other, right?
You're working as a team.
I think that's really important.
You know, again, uh set thoseclear roles and just stay in

(44:27):
your lanes and work together asa team, but also set boundaries,
right?
Like, like you know, you andJack Jay and I spent a lot of
time together.
So when you're at home, notevery dinner conversation needs
to be about business.
Right.
I think it's important to setthat balance.
And again, I think if youprotect the relationship, then

(44:47):
you protect the business aswell, right?
So again, just be veryintentional.
If you want to go, it's uh it'san exciting adventure to go on
with your spouse, but you haveto be very intentional and you
have to protect therelationship.

SPEAKER_02 (45:00):
I love that.
Did you hear that?
Not every conversation is them.

SPEAKER_00 (45:05):
It's not an easy one, but it's hard possible.
It's hard.

SPEAKER_01 (45:09):
It's hard for me.

SPEAKER_03 (45:10):
It's a regular reminder to Jay as well.
So yes.

SPEAKER_01 (45:13):
It's really hard, but it is important, it's very
important.
I mean, I grew up, my parents,they worked together too.
You guys know them.
Yeah.
That was our when when my dadand when I was really young, my
dad didn't come home until like10 o'clock at night because he
was working, right?
He was he was working late, hewas building businesses.
But when we were around the thefamily dinner table together, it

(45:34):
the talk was mainly about work.
It was about people they workedwith, it was about the the
opportunities that werehappening.
So, I mean, I grew up aroundthat, but you guys are right.
You have to set thoseboundaries.
There are other things outsideof work, and it's important to
be mindful of that.

SPEAKER_02 (45:50):
Yeah.
I think too, in our case, youknow, it's it's just like a
natural flow.
I mean, even our son Trey asksus questions about the business
because it's just what it is.
And uh my story is a littledifferent.
My dad was an entrepreneur andyou know, he didn't work with my
mom, but I was, you know,sitting at the lunch table with
him.

SPEAKER_01 (46:08):
And uh can you imagine if he did work with your
mom?

SPEAKER_02 (46:10):
That would have been a disaster.
But I remember sitting at the atthe table going to lunch with
him when he was on the phonehalf the time, you know.
And I there were times I wasreally frustrated, and other
times I was impressed.
And I was just, you know, in awethat he was working and
continuing, and I learned thatfrom him too, that work doesn't
always just turn off, but youalso have to make time for that

(46:31):
person.
So just us having lunch was ourtime together.
And, you know, we did get timewhen he was off the phone too.
So it was kind of that balanceof that too.
But you know, you learn that asyou go along, whether it's from
an early age or just as youstart to go in.
But, you know, it is importantto work together, but also find
that balance.

SPEAKER_01 (46:49):
Um but there's different seasons and and
there's different situations.
And let's face it, we're workingwith clients who are changing
their lives.
Yeah.
And I've always been happy to, Ican't tell you guys how many
times I've gotten the phone callat eight o'clock at night, even
nine o'clock at night.
And I'll take it.
If it's a client, not just a youknow, brand new person calling
the website, not that, but likeif someone's about ready to

(47:13):
write the check, right?
To sign the agreement, as we allhave, you guys know that
feeling.
And they just need someone tohelp them through it.
I'm delighted to do those calls.
And and that takes 10, 20minutes.
And the nice thing about usworking together is that we are
together a lot and we have a lotmore time together.
So for us, you know, people willsay, gosh, it seems like you

(47:34):
guys are always on vacation,you're always in Hawaii.
Yeah, that may be true, butwe're we're still working, we're
still gunning the business.
And so we have kind ofcommingled the two, which is how
we do it.
I don't know if everyone can doit, but it's how we do it.
But you know what the thecoolest part is is that when I
get those phone calls at nineo'clock at night, I'm not upset.
I'm not like, oh man, I gotta goto work.
It's I want to help this person.

(47:55):
Whereas if I were still at acorporate America job and my
boss called me at nine o'clockat night, I'm gonna phone up.
Not a chance.

SPEAKER_00 (48:03):
Yeah, yeah.
No, I think we're we're on thatsame mindset, Jack.
And I was thinking aboutsomething when you were talking
about this, um about the wholeboundaries and timing thing.
Uh I I used to tell Carolinathis thing that genius never
always hits between nine andfive, at least I find.
But then I also learned on theflip side that just because you
get hit with a stroke of genius,if it's if someone's not ready

(48:24):
to hear it, it's not reallygonna blossom into anything.
That's right.
So that those are the kind ofrules we've uh kind of learned
to live by.
But I absolutely love what yousaid about being there and
available for your clients.
Because if you're doing it froma place of you know, genuinely
caring and being sincere abouthelping them, then you know, you
you you you you take thosecalls.
So yeah.

SPEAKER_01 (48:45):
Yeah.
No, and to that end, you know,Carolina, obviously, you know,
for you, you've had a lot ofsuccess, you've got a lot you
can share.
You know, what would you be,what would be your advice to
someone, you know, that that,you know, what what's a mistake
you see people making when itcomes to business ownership,
right?
Where where's where can you kindof help people course correct?

SPEAKER_03 (49:08):
Yeah, I feel like I a lot of new central
franchisees, they buy into thebrand, right?
And they buy into the story,they buy into the hype.
Like you're talking about thatcrumble business, right?
I mean, it's so easy to justjump on the bandwagon and buy
into that and make an impulsivedecision and make a decision
based on that and not who youare as an operator.

(49:30):
So I think uh for me as aconsultant, it's important to
help slow down that process forthem and help them focus on
alignment, right?
What is aligned with your ownlifestyle and your strengths and
your goals, um, because that'swhat's going to ensure success,
not what looks great on paper.
So yeah.

SPEAKER_01 (49:49):
Yeah, perfect.

SPEAKER_02 (49:51):
Yeah, I agree.
I think, you know, it's I thinka lot of people are coming from
like the corporate world areexcited, they hear about the
possibilities.
But, you know, there's thatleap.
So I guess Jay, in your opinion,what would you say to someone
who's who's ready or maybe notready or stuck in that corporate
world about taking the leap intofranchising?

(50:12):
You know, what if they kind offeel stuck where they are, but
they're kind of nervous aboutmoving forward, like what what
kind of advice would you givethem?

SPEAKER_00 (50:20):
Well, you know, if let's say someone who's working,
you know, in in in corporateAmerica or in the corporate
world, if you've built success,let's say you're you're doing
well at your job, you've alreadybuilt success for for someone
else.
I mean, you can do it foryourself.
You just need a vehicle.
And I think buying into a goodfranchise can be that vehicle

(50:43):
for you.
You know, that's exactly what wehad experienced, like both
Carolina and I.
I mean, she was, you know, wemade the decision that she would
work full-time.
I I I continue to work uhfull-time, but she would work
full-time on the business.
She had no prior, you know,business experience up to that
point.
But, you know, she she embracedthat, she leaned into it, and

(51:07):
you know, she made it her own,and we had great success from
that.
So the other thing I'm I tellpeople as well is that there's
never a perfect time.
So some people are alwayswaiting for, you know, what's
the best time, you know, to doit.
And I think to start yourexploration early is a great
idea.
I think clarity comes fromtaking action.
It's when you hesitate thatthings get a bit murky.

(51:30):
You know, take the steps, youknow, you know, move forward.
So yeah, that's that's theadvice I would I would I would
give to anyone that's stuck inthat in that in that spot.
But one additional thing I'llsay is that like with with
Carolina was a pattern, right?
Everywhere she had worked forevery company, she always did an
excellent job, and she alwaysmade the people around her and

(51:51):
the company better.
So we had that exact, you know,kind of like a moment where
we're like, hey, we should dothis for ourselves.
And you know, the rest washistory, right?

SPEAKER_01 (52:01):
And I I love that you keep bringing up that, you
know, when it comes to franchiseownership, and you guys didn't
have any experience in thisrealm, right?
Carolina, you hadn't owned orrun a business before.
And look at what you did.
I mean, that to me, that's thebeauty of of franchise ownership
is that you can, it's a greatowning a franchise can be a

(52:21):
great teacher.
We had a CEO, it can teach manylessons too.
We had the CEO of a homehealthcare uh franchise on our
podcast last year, a Modicare,Marcos.
And Marcos said, I wish I couldgive my MBA back.
And and I wish I would have justgotten into franchising sooner
because I could the lessons I'velearned in franchise ownership

(52:43):
have been so much moreimpactful.
And he said, Listen, I'm gonna,when my son it's time for him to
go to college, I'm giving himthe choice.
We can put the money into afranchise or we put it into
college.
Your choice.
And but you learn so manyvaluable lessons, especially
now.
Here's we're working with agreat franchise consultant who's
knowledgeable really helps.
This comes down to going into agood franchise system.

(53:05):
Like when we were with, we hadour Pinks franchise and Resi
Brands.
I feel like we got so muchsmarter running that business,
growing that business, learningfrom them the things they were
doing made us better businesspeople.
And that's something that is nottalked enough about when it
comes to franchise ownership isnot only is it an investment,
but it you will learn, you willgrow, you will get better,

(53:27):
you'll get challenged, you'lllearn all these things.
I mean, you know what, want toknow why franchise insiders has
such good infrastructure andtech and systems?
Because we learned from a greatfranchise or we didn't steal
their tech, we created our own.
But the things that we learnedfrom them that helped
franchisees, when Jill and Iwent to expand franchise
insiders, we said our our teamis going to need resources.
Our clients are going to needextra resources.

(53:49):
When someone starts with us,they get access to a support hub
right after the first phone callwith assessments they can take
so we can model them and we cansee how they compare to
successful franchise owner.
They get a list of the some ofthe best contacts in the
industry from franchise CPAs tofinancing in both the US and in

(54:10):
Canada to attorneys, everythingyou need to checklist of fully
vetting out of franchisequestions to ask.
This is what we learned beingfranchisees.
And, you know, the fact that wehad that Pinks business for a
little over a year and we soldit and got 15% over asking, it's
pretty awesome.
And so that's what's so coolabout all this is that it gives

(54:31):
you so many things.
It makes you smart.
It's a great investment, it'sit's fun.
And so, with all that said, youguys, I want to kind of
transition now over into a moreof a rapid fire, just a couple
of quick, easy questions.
What's your favorite thing aboutbeing entrepreneurs?

SPEAKER_03 (54:44):
For me, I think it was creating something that
reflects who I am, right?
My my values, my culture, mystrengths, and you know, be
having the flexibility to designmy life around it.

SPEAKER_01 (54:57):
What's the hardest, hardest lesson learned?

SPEAKER_03 (55:00):
For me, again, because we were in a
service-based business.
I mean, again, we lead withheart, but it's also important
to protect the business.
So there was an early incidentthat really taught us that it's
important to have the rightinsurance and the right
safeguards in place, especiallyfor service-based business,
because again, there's so manythings that you can't control.

SPEAKER_01 (55:19):
So what about you, Jay?

SPEAKER_00 (55:21):
What was the first one?
Favorite part about being outthere.

SPEAKER_01 (55:24):
Favorite thing about being an entrepreneur and
hardest lesson learned being anentrepreneur.

SPEAKER_00 (55:28):
Okay, so favorite part about being an entrepreneur
for me is just being able tomake decisions in real time.
I mean, I love how you know youwhen you work at a job and you
see something that needs to getfixed, you need to work.
There's so many people, so manydifferent layers.
When you're an entrepreneur, yousee something in your company or
out in the market that needs tobe addressed, you can make a

(55:49):
decision like this and you canimplement and execute on that.
A hardest part or something, uhmaybe a mistake or whatnot.
Choose your, I would say chooseyour if you do get the partners,
choose your partners wisely.
That's something I'veexperienced.
I mean, ideally you don't have apartner.
Your partner's your your yourspouse because you're living,

(56:11):
you've committed to living lifetogether, and this is kind of
what's in for you as well in thebusiness.
But if you should take onanother partner, make sure to
really, you know, have a goodvetting process and take your
time with that.
Um, I've I've had greatpartners.
I've also had situations whereI've had not the best partners.

SPEAKER_01 (56:29):
So yeah.
I mean, it you you have to, andthat's a really good one,
especially a lot of people wantto partner with friends.
And I would just say, boy, youyou better really think about
that.
Is it worth risking yourfriendship?
Um, I'll say this.
So, my favorite thing is on anygiven day, a client can come
along and as as a as a businessowner.

(56:50):
A client can come along andchange your life.
Someone can come along andchange your life.
We have untapped potential.
There are so many differentpaths for us right now as
business owners, and there is afuture we can we can dream.
There isn't a for whatever it isthat we want to do, travel,
homes, lifestyle, all of that iswithin reach if we work towards

(57:12):
it.
I love that.
I love waking up every dayknowing that I I'm not, you
know, I'm not stuck doing thisfor someone else.
Like Jay, Jay, I love that yes,we can move fast, we can make
decisions, and and and that'spart of being an entrepreneur is
moving fast.
You're not always gonna beright, but moving fast.
And then one real world mistakethat I think a lot of our
listeners could benefit from,especially if you're gonna be in

(57:34):
home services.
I was not aware that insurancefor home services businesses did
did audits and that you mightend up paying more than what you
thought, right?
Because they come back and theysay, Well, we determined you did
X, Y, and Z, and now you get anice little extra bill for a
couple of grand that you weren'texpecting.
So I would always say thisalways plan to have more than

(57:55):
you need.
And when you're working, and bythe way, we do have a great
insurance contact on our supporthub.
But when you're gettinginsurance for your business, ask
about insurance audits and evenask franchisees if they've
gotten insurance audits, um,which I think happens almost
every franchisee, but I justdidn't even know.
So that's a good question forall of you guys to ask.
Who you got?

SPEAKER_02 (58:16):
What?
Am I answering the question?

SPEAKER_01 (58:17):
No, do you have a question you want to ask?
Or do you want to answer that?

SPEAKER_02 (58:20):
Well, are we still in the rapid fire?

SPEAKER_01 (58:22):
We still we sure are.

SPEAKER_02 (58:23):
Okay, then I have a question.
Okay, let's see what you want.
Okay, what do you guys think isone franchise category that's
gonna explode in 2026?

SPEAKER_03 (58:31):
I I definitely think the health and wellness and
recovery industry, I thinkpeople now are so much more
proactive about you know healthyaging and longevity and wellness
and all of that.
So I think businesses like youknow, stretch lab or cold
therapy or performance labs, allof those will do really well as
long as they're accessible, aslong as they're consistent and

(58:53):
community driven, I think thosewould scale really well.

SPEAKER_01 (58:55):
Isn't that interesting?
Go ahead, Jay.
I'm sorry.

SPEAKER_00 (58:58):
Oh no, I was gonna say for me, I I continue to be
bullish about the senior caremarket, obviously.
But another space I've gottenquite excited by, and part of
this is through discussions withyou, Jack.
I mean, but it's uh the homespace or the home service space,
but I think for the future, liketech-enabled home service space.

(59:20):
I think the the convergence oftechnology and home services is
going to be a huge one.
You know, just sitting in, youknow, the puzzle pools podcast
uh is one example of how youknow uh a couple or a business
owner can start a business.
That's what differentiates likea mom and pop type of business
versus getting into a franchisethat's backed with research,

(59:42):
innovation, technology that youcan utilize to make your
clients' life, your clients'lives better, right?
So I think that's that's a spacethat's set to explode.

SPEAKER_01 (59:51):
Yeah, I mean to be able to run a boring business
from your phone, a boringbusiness that's powered by great
tech is a great combination.
Carolina, I think you're spoton.
I mean, I spent the first hourof my day today in a in a sauna
in a cold plunge, and every timeI I leave, I feel like a million
bucks.
Jill's breathing heavy.

(01:00:12):
Not my thing.
But no, I mean it's listen, it'sa very different thing at 50
versus 25.
At 25, you can go work out forhours, you can go and drink all
night, and you're fine the nextday.
And at 50 years old, you've gotto spend a lot more time on
recovery.
And so I think you're right.
I do see that trend.
Jay, I think home services willcontinue to be so powerful for

(01:00:35):
the next few years.
I mean, all you have to do islook out on your street.
I mean, right now outside ourdoor, we've got a closet remodel
company, we've got a restorationcompany.
We've got a guy changing tireson someone's, you know,
driveway.
Home services, services that canbe brought to the home in the
home.
Yesterday we had a handymanservice here at our house for
half the day, doing things Inever could, I can't do.

(01:00:58):
People pay for convenience.
I think the key to all of this,if I were just to chime in on
what I'm seeing, you wantbusinesses that people need and
they need them a lot.
So a one-time ice cream cone,probably not a good idea.
At least with Crumble on thecookie space, what Crumble does
that's interesting is every weekthe menu is different, right?

(01:01:19):
Different cookies.
Like last week it was acheesecake cookie and a yeah, it
is a recurring revenue type ofbusiness.

SPEAKER_02 (01:01:27):
They do, you know, because you could say, I did say
that you really shouldn't orderthem more than once a month, but
when a new flavor comes out, youhave to try it, you know, and
it's only there for a week.
So anything that's recurring orneed-based, but then they do a
good job with that is thatwanting you to come back or
needing to come back.

SPEAKER_01 (01:01:43):
Could they do a I if I'm crumble, I would try and
proactively sign people up onget a crumble every week.
And instead of paying$25 foryour box of cookies, it's$18.

SPEAKER_02 (01:01:54):
Well, they have like a point system, but yeah, they
do they do do it.

SPEAKER_01 (01:01:57):
Let's go ahead and pre-schedule your delivery every
Tuesday.
But that's listen, that's Idon't want them to well, you
guys, in closing, we're soexcited to have you on the team.
And I think your your benefitsto the clients that will be
working with you are immense.
You have built, you've exitedfranchises, you've done it
together.
Any closing thoughts on yourend?

SPEAKER_03 (01:02:16):
I mean, uh, I would just say that again, you know,
just your former point, Jack.
For me, franchising really isthe best um experience I've had
because it really stretched meas a person.
I invested, I mean, you know,Jay convinced me to go into it
because I had no experience inentrepreneurship.
And so we just invested inourselves and the dividends paid

(01:02:41):
off so much.
So I would say, again, this canchange your life.
It's really exciting, it'sreally rewarding, but you have
to do it with intention.
You have to do your duediligence and don't be impulsive
about this because this is oneof those life-changing decisions
you'll make.
So yeah.

SPEAKER_00 (01:03:01):
Yeah.
So for me, a couple of thoughts.
One is again, super excited toto be a franchise consultant
that's part of you know thefranchise insiders with you
guys, helping.
I I mean, really excited to helpothers get started on that
journey and hopefully, you know,reach their goals and achieve
their dreams.
And for anyone, I guess, outthere that's listening, I mean,

(01:03:22):
you know, there's there's a goodyou don't have to do this alone.
You know, have that courage togo out, take the step out, and
then have conversations, reachout to any of us.
I mean, you know, there's acommunity of people that have
done this before that can helpyou out.
So yeah, that's that's it.

SPEAKER_01 (01:03:38):
And to that end, what's the best way for people
to contact you guys?
Yeah, go ahead, Caroline.

SPEAKER_03 (01:03:42):
Yeah, you can find us on our website,
arosafranchiseinsiders.com, oryou can call us at 778-987-7644.

SPEAKER_01 (01:03:50):
Amazing.
We're so thankful to have youguys on the team.
And for all of you, all of youthat are listening in, it's like
how people talk in here.
Like, hey, for all of you outthere listening, for all of you
guys listening, we appreciateyou so much.
Thanks for tuning in to the WeBought a Franchise podcast.
I'm Jack Johnson.

SPEAKER_02 (01:04:05):
I'm Jill Johnson.

SPEAKER_01 (01:04:06):
We'll talk to you next time.
Bye.

SPEAKER_02 (01:04:08):
Bye.