April 11, 2025 • 36 mins
"From Startup to Profit: A Franchise Success Story"
Dan and Cori Anikstein share how they built a profitable Gatsby Glass franchise in under 18 months. Dan leveraged capital from his previous successful business exit, while Cori brought her digital advertising expertise to create a powerful partnership.
Their hands-on approach and focus on organic growth earned them top recognition within the franchise system.
The couple reveals how their complementary skills drive success—Cori handling client relationships while Dan manages operations—and how franchise ownership offers a different kind of freedom than corporate life.
Text 305-710-0050 to connect with Franchise Insiders for a consultation.
Visit www.weboughtafranchise.com to subscribe.
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 1 (00:01):
Hi everyone, welcome back to the.
We Bought a Franchise podcast.
Jill and I are doing somethinga little different today.
We are live at a client, someof our great clients, dan and
Corey Anikstein.
Hi guys, welcome to the show.
Hi, thanks for having us.
So we're actually live in theiroffice, which is a first for us
.
Speaker 2 (00:20):
Yeah, we're out of our little podcast studio I know
, I love it.
Speaker 3 (00:24):
Normally when I see it, it's a side-by-side yeah,
yeah, no, this is different.
Speaker 1 (00:28):
It's very exciting.
So we thought this would beexciting because obviously you
guys are neighbors and you'renow friends, but back in 2023,
you guys had just had sort of acareer life change.
Speaker 3 (00:45):
Had you just moved to South Florida at that point?
No, we moved to south floridain 2020, okay, so covid changed
everything, obviously, and corywas working in digital
advertising in the city and Iowned an insurance brokerage for
the last x amount of years andwe sold that business and then,
uh, direct tv was downsizing andthat's when we were looking for
something else to do what wesaid we were going to take some
time off, right, yeah, we didnot take any time off Three
months off.
(01:05):
And then Corey actually cameacross Jill's article in Modern
Boca Mom and that's how we metyou guys.
Speaker 1 (01:14):
It's such a cool story.
So Jill was interviewed as aBoca influencer.
Was that a top?
Boca influencer Boca, mom, yeah, mom influencer.
Speaker 2 (01:23):
Michelle Olson Rogers .
So she has a column in Boca Mom, boca Mom, yeah, momfluencer.
Michelle Olson Rogers.
So she has a column in BocaMagazine and so she picks three
people every year.
And her and I had, you know, wewere friends.
She knew what we were doingwith Franchise Insiders and I
woke up one morning to a textfrom her that just said surprise
, and I had no idea what she wastalking about and I opened up
(01:48):
my Instagram and I had all ofthese likes and new followers
and I had no idea what happenedand turned out she did a feature
on me as the franchise mom.
So it was very cool, it wasunexpected.
Thank you, michelle.
Yeah, but it was great becauseshe kind of talked about an
industry that not a lot ofpeople know about and so it
really gained a lot of traction,especially locally, and brought
us to you guys and you were init too, right.
Speaker 4 (02:07):
I was in it actually.
Yeah, I was in it a couplemonths ago, so full circle, but
it was a perfect time.
I followed Michelle and we wereat a turn-in point in our lives
career-wise and I just havenever heard of a franchise
consultant and it was theperfect thing for us.
It figured out.
You guys helped us figure outwhat we wanted to do and where
(02:28):
we wanted to put our efforts,combined with our industry
skills.
Speaker 3 (02:32):
How many franchises are we looking at?
Speaker 4 (02:33):
Jack, a lot right, we look at 50.
Speaker 1 (02:36):
Yeah, I mean, and that's what you want to do right
so we took you guys through ourprocess.
You guys took our psychologicalprofiles guys through our
process.
You guys took our psychologicalprofiles.
So we build a model where youguys who also have taken it,
compared to other successfulfranchise owners.
Obviously, we also want thehuman part too, right?
So much of this is becoming AIand technology, but it's also
(02:59):
hearing you guys and hearingwhat you want to accomplish and
what you like, and so, yeah,you're right, we started with a
wide net and then I think westarted to focus in on maybe
about three or four franchises.
Speaker 4 (03:10):
That's right, but we were all over the place.
Speaker 3 (03:14):
We were in restaurants, yeah, we looked at
everything from a restaurant toretail, to fitness, athletics,
athletics Poopers, oh the poop,yeah, and then ofers, dog
pooping, and then, of course,gatsby.
Speaker 4 (03:26):
Yeah.
Speaker 1 (03:27):
And you know what's so interesting is.
So you guys were it came downto Gatsby and soccer stars in
Vermont.
Correct.
And even at one point weconsidered you guys doing both,
but when we really waited.
Speaker 4 (03:38):
We didn't do that.
Good thing, right.
Speaker 1 (03:43):
And I think we identified rightly that let's
start with one.
And, by the way, I mean this issomething that comes up pretty
much every day with us wheresomeone says I think I should do
two businesses because it'slike shopping Like you want both
and it's like you know, maybestart with one and let's come
back to it six months later,because it's look, as Jill and I
(04:04):
know we operate two businesses.
Speaker 2 (04:07):
It's a lot.
It is a lot Having one's enoughAlways start with one and see
where you're at Right.
You never know.
Speaker 4 (04:12):
We also didn't know the time we needed for this.
We didn't know the skill set.
We had two little kids at home.
It would have been, you know,dan would have done one.
But I think this business worksso well because we're doing it
together.
His skills, my skills, reallytogether, is what makes it
successful.
Speaker 2 (04:28):
Can you guys tell us a little bit about Gatsby and
then you can ultimately tell uswhy you chose it?
Speaker 3 (04:34):
Yeah, so Gatsby is a full service uh interior,
residential and commercial glasscompany.
We do everything from showers towine cellars, to glass railings
, to a window replings, towindow replacements, to exterior
railings.
Anything you can think of inthe glass business is something
that we can handle.
For example, we've donesomething as simple as a shower
(04:54):
panel, which all the way tosomething now where we're using
a boom lift and changing outwindows for Town Center Mall.
So we're all over the map andour team comes with the
expertise to handle it.
So we're all over the map andour team comes with the
expertise to handle it.
And basically, gatsby, from abranding level, has really
helped us get involved in thecommunity and we've done a lot
of the foot traffic as well.
But I mean, our directcompetitor, florida State Glass,
(05:16):
is right down the road and wehave already, even in our
infancy he's been here for Xamount of years have come up
against each other and we're youknow we're not going to take
every job, but we've beencompetitive because our branding
is so great and our localspecialized office, you know,
supports that brand.
Speaker 1 (05:31):
You guys were like the brand champions for Gatsby
last year.
What was your award that youwon?
Speaker 3 (05:35):
Brand champion.
We were 2024 brand champion inour first year in business.
Speaker 4 (05:39):
Amazing.
So the community involvement,the social media, the influencer
campaigns We've done a few sofar and just the social media
presence.
I think the amount of followerswe had on Instagram and
Facebook just really suppressedevery other Gatsby franchise.
Well, you guys have done anamazing job.
Speaker 2 (05:58):
I mean, I feel like I know more about Glass and
projects than anyone, and it'sall from social media.
I mean obviously we know youguys just see right your stories
and everything that you postand it's amazing because, like
you said, it's not just showerpanels, you know, there's so
many different things, soamazing and it's allowed us that
online presence and influencehas really been the driving
(06:21):
force behind the majority of ourrelationships.
Speaker 3 (06:22):
That have been the driving force behind our
business growth.
So all of our designers havecome from that.
All of our contractors havecome from that.
So, while the brand as a wholedoes support paid leads, we
don't really focus.
We're in the bottom half as faras statistics on paid leads,
but we're number two in organicleads in the entire
Speaker 4 (06:41):
system Amazing, and that's what's driven our success
.
That's great, yeah.
Word of leads in the entiresystem Amazing, and that's
what's driven our success.
That's great.
Yeah, word of mouth is reallyhelpful and people want to do
business with people thatthey've used already, especially
in this market.
Our Google reviews areoutstanding.
We get a ton of clients thatwe've closed deals on because of
our Google reviews.
Speaker 1 (06:58):
I looked, you guys have about 75 star reviews Five
star, Five star.
So I look whenever we do acatch-up call with a client.
When a client reaches out,they're six months, 12 months,
six years.
In First thing, Jill and I do.
We go look up their Googlereviews and we know, based upon
how many they have and thequality, what kind of
(07:19):
conversation we're going to have, Um, if someone's contacting us
they're 18 months in and theyhave two Google reviews.
Speaker 2 (07:26):
We know, we know what's coming up.
Speaker 1 (07:28):
Um, I mean I'll say that our client we have a client
who, two years into hisbusiness, got a seven figure
offer for his business.
He already had 205 star Googlereviews.
That tells the story, yeah, um,but I think it's.
You know all of this, you guys?
I mean, you look at how faryou've come.
You look at this business.
You know, being out there,being involved in the business,
(07:48):
that's so crucial.
And I think there's a lot offranchise owners out there that
have this idea that, hey, I'mgoing to buy a business and I'll
hire a GM and it's just goingto run Not this one, and that's
the bit.
Not any of that.
Speaker 3 (08:00):
No, and, and if you remember, when we spoke before
we bought this, you said to memaybe five or six times be
involved, be part of everythingwith the brand.
Ignore the bottom people thatare talking, go to the top
people that are talking, andwe've done that and that's
contributing to success 100%.
Speaker 1 (08:21):
And look, I was talking to someone as we're
expanding Franchise Insiders andtalking to potential franchise
consultants.
I said part of the hardestthing in this business is not
every one of our clients isgoing to succeed Right, 100%.
And to talk to someone thatisn't successful, now you hope
you can help them sell theirbusiness or what have you, but
it stings and it hurts.
But one of the things that willkill your business as a
(08:44):
franchise owner is talking tounderperformers.
Speaker 4 (08:48):
The negative.
Speaker 1 (08:49):
Because they will try and call you they have.
They're going to want to bitchand complain.
They have, and your mind needsto be on revenue generating
activities.
Speaker 3 (08:58):
We are focused on the day-to-day of this business and
we're focused on how we can getbetter every single day.
We have failures every day.
We have failures every day.
We have successes every day,but if we learn, and what I say
to Corey all the time and I sayto the guys all the time is I
don't care if you fail to acertain extent but learn learn,
learn.
Speaker 4 (09:15):
If you don't learn, then we have a problem.
Right, you're making the samemistake constantly.
Speaker 1 (09:19):
Well, it's interesting that you brought up
doing a boom lift for a job.
Yeah, we do those two.
We don't have one, we rent them.
We do as well.
So our GM the other day, we wehave a commercial job that we're
working and he's like I've gotto get a boom lift for it.
But it's great, we're gonna do.
This is an app.
But when we analyze it, I'mlike remember, you have to take
into account our hours, you haveto take into account all this.
(09:39):
So, yes, while getting a five,six thousand000 job is exciting,
if we're just breaking even onit and it's a commercial job
that's going to take a month topay us.
Speaker 3 (09:49):
It's not worth it to take you really have to look at
the whole job and everythinginvolved.
Speaker 2 (09:54):
So you can get excited by the brand names or
the commercial or something likethat, but in the end it's
what's going to make business.
Speaker 1 (10:02):
What's going?
Speaker 2 (10:02):
to generate that income.
Speaker 1 (10:04):
He did something.
I'm sorry to jump in on you,but he did something very smart.
He then went to the client andsaid listen.
The owner came back to me andsaid we can't do this job
because this boom lift is goingto kill any profit.
He's like you, show me the lineitem and I'll pay for it.
So you know again it's theselittle things that we learn and
(10:24):
before we started the podcast,the four of us were talking
about the lessons we've learnedworking with blue collar workers
versus, you know, working inwhite collar industries in the
past, and these are things thatwe're learning.
Speaker 4 (10:37):
And, I think, the first year.
Even now, we're still learning.
Every day.
We're learning things, you know, whether it be about a railing,
glass railing, whether it beabout permit, whether it be you
know a stake we made, we'realways learning and I think
that's what's going to make usmore successful is the
experience in the job.
Speaker 3 (10:53):
Yeah, we filed two permits for jobs.
I mean, I've dealt with permitsin my previous career, but
never with actually filing themand dealing with the counties
and doing all that stuff.
So everything is an experienceand everything pushes us further
and further to the ultimategoal of what we want to do which
is succeed, you know whateveryour definition of succession is
.
Speaker 2 (11:10):
Yeah, agreed, and I think having conversations too,
even just talking to you guys,you know we face a lot of
similar issues and so findingout how you guys resolved a
problem versus what we've done,that also just really helps.
So, whether you a franchisecall with your you know fellow
franchisees or just anyone localor friends, it's so good to
hear, and also good to hear,that you're not alone, and
(11:31):
seriously no, even just beforewe started, yeah, we're all
going through the same problems.
Speaker 4 (11:35):
Yeah, challenges, and I think you and I spoke, maybe
like a year or so ago, howchallenges working together with
your husband.
You know it's a big deal, it'sa big change in our relationship
.
It's, you know, a home dynamicversus work dynamic how to stop
work at work and bring homestuff.
Speaker 2 (11:53):
Do you do that?
Because we don't, I don't dothat.
Speaker 4 (11:56):
No, no, no, no.
But it's easier, it's nice tothink about, but I think just he
has his own, dan has his ownrole about, but I think just he
has his own, dan has his ownrole, I have my own role and
it's trying to to, you know,keep that separate so that we
don't cross each other.
Speaker 3 (12:11):
Yeah yeah, Corey is really great and one of the
things that she said earlierabout doing two different
businesses why it wouldn't haveworked.
Corey's great with clients.
I'm good with clients.
When there's a problem, I'm notforward facing.
I'm much better dealing withthe guys dealing with operations
, dealing with finances, allthat type of stuff Organization,
Organization right.
Corey's great as a frontlinecontact to these clients.
Speaker 4 (12:32):
And some of them are great, Like any business.
Speaker 3 (12:34):
some of them can be really difficult and we value
every relationship that we havewith every client and Corey's
voice comes through as caringand nurturing and she's able to
calm these clients down and thenif there's a problem, then it
will come to me, for you know aresolution, and finding that
balance is really important.
Speaker 2 (12:53):
You know it's taken us a while to find ours too, but
then, once you find it, youknow how to work with each other
.
It really does change, andwe've been working together for
a long time, long time, evenwhen we had separate jobs, jobs.
We were still working in thesame room together we've been
doing this for a long time, butit does.
It takes a while to kind ofsettle into and I remember when
we started, even franchiseinsiders we were talking about
(13:15):
okay, you'll do this and you'lldo this kind of changes you know
, it's not exactly that but youfind where you find your groove.
Speaker 1 (13:21):
Yeah, exactly, it's like our whole dynamic is so
co-mingled.
It's like simple things, likepeople ask hey, which car is
yours?
Speaker 2 (13:30):
I'm like no, they're just there and you just take the
one you want to take.
Speaker 1 (13:36):
We don't look at it that way, but I think that
that's.
I grew up watching my parentswork together.
Speaker 4 (13:43):
Mine too, and so they brought it home, mine too, and
I didn't know about you.
Speaker 1 (13:47):
yeah, yeah, what did your parents do?
Speaker 4 (13:49):
they own a small.
They still do actually own asmall business, uh, kids
coloring activity, yeah.
So they worked together for howmany years?
For like 35 years.
Speaker 3 (13:56):
Oh my god, they've been together for almost six,
yeah they're still yeah andthey're still married yes
because the business is good foryou yeah
Speaker 4 (14:02):
yeah, gives you gives you purpose and I've been doing
entrepreneurship since 2006.
Speaker 3 (14:07):
This is Corey's first foray into the non-corporate
world, and I don't care if youown a franchise or you own a
newsstand, if you own it foryourself it's different and
you've already built a businessand had a successful exit
correct, and, as I recall, ahighly successful exit, which is
wonderful.
Speaker 1 (14:23):
and it's like, as we talk about these businesses and
is wonderful.
And it's like, as we talk aboutthese businesses and the
conversations we have, it's likewhen people ask, why did we buy
five units of pinks.
We sort of had the end in mind,right, I was thinking about
what would be most interestingto private equity, right, what
would be most interesting to thekind of buyer I want to attract
, and I know I want to own PalmBeach County and I know I need
(14:45):
the business to eventually makea million dollars a year.
No one promised me that, no onesaid I'm going to do that, but
that's what our goal is and wefeel like that gives us more
options.
So we kind of started with theend goal in mind rather than the
hey, I just need to get toprofitability in three seconds,
which, as franchise consultants,we have to coach people out of
(15:05):
a lot.
Speaker 3 (15:06):
Well, the most successful people start with the
10-year goal in mind and workbackwards.
Right, yeah, right, it's notabout what's going to happen in
one month.
How do you get to the 10 yearsand what do you need to do every
single day to get to that mark?
Right, exactly, that's how youdo it.
Speaker 4 (15:18):
But I also think having you head your own
business helps me Like.
Helps me Like there are timeswhen you know money.
It's, it's hard.
I don't have a salary like Iused to, so Dan helps walk me up
a cliff when the salary is notthere.
So it's, it's very different,but you know the end goal in
mind.
Speaker 3 (15:35):
it's it's head down, keep going to to get there, but
it's yeah, I mean, as we sithere in April of of of year two,
um cause I really don't evencount September to December of
23.
Speaker 2 (15:45):
I really don't.
Speaker 4 (15:46):
We had no idea what we were doing.
Speaker 3 (15:47):
Yep, our help, had no idea what they were doing.
We, in earnest, started thisbusiness in January of 24.
And here we sit in April of 25.
We are profitable, yeah, whichis a huge step up.
Yeah, and I don't care ifyou're profitable by $5,000, $5.
Look at what it is.
Don't care if you're profitableby $5,000, $5, look at what it
(16:09):
is and and and take it for whatit's worth.
Something is working to get tothat profitability, um, and we
are there now knock on board.
Speaker 1 (16:13):
So we were just having a conversation before we
started the podcast, which wasand it's a very it's, it's an
important question that everyhome services franchise owner
faces, which is okay.
We're at this scale point.
When do we add the second bandand we were having the
conversation which is anadvantage of business ownership
is the company leases to own.
That For most of you out therewho are starting new franchises,
(16:35):
we've seen the SBA recommendthat people just write a check
for the truck and pay in full.
And most people I'm like why onearth would you ever take 50 to
100,000 out of your workingcapital and sink it into a
depreciating?
Don't do ever so.
And if you lease to own, youcan capture the section 179.
(16:55):
So now you guys have thisprofitable business.
Profitable business, excuse meyou go get the next van and next
year you capture the whole27,000.
Correct, if you want Correct.
Speaker 3 (17:06):
Or you can space it out Exactly Whatever you want to
do.
Speaker 1 (17:08):
So there are huge advantages as business owners
that we have in making thesedecisions and timing them out
100%.
And congrats on hittingprofitability.
Yeah, yeah, it's great.
Thank you, it feels good.
Speaker 3 (17:27):
Now it's about continuing to build this team.
In this industry, the team isever evolving, from a skill set
standpoint, from a timestandpoint, from an operational
standpoint.
We have three guys on staff now, but we are always looking.
We are always looking atresumes, we are always looking
at replacement, we are alwayslooking at can we bring somebody
on better that can do a betterjob.
Does this person compliment thisother person?
We're also rounding out theoffice staff now.
We're going to bring somebodyon better that can do a better
job.
(17:47):
Does this person complimentthis other person?
We're also rounding out theoffice staff now.
We're going to bring somebodyin to help us, but bring
somebody in with experience, butalso managing the costs as well
.
Speaker 4 (17:53):
You know, making sure that our ROI is, you know that
we're still profitable, becauseevery time you add someone's
salary, yes, they're skilled,but are they going to make us go
back?
You know, back in the red, soyou need their value to equal
Exactly can we make more saleswith the new office person Is
this third installer, secondtruck gonna be much more
profitable?
(18:13):
So that's where we also have todelve in and I think we're
doing a good job slowly.
You know we're walking, joggingthere much quicker than we ever
anticipated.
Speaker 3 (18:25):
I used to have a client in the insurance business
.
He was a lawyer.
He was an attorney but was bigin the art world and had
multiple houses, whatever, andwe always used to sit there and
he would be spending andspending, and spending.
And now he actually works downhere in Miami for Sotheby's.
He sells luxury real estate andhe always used to say to me
spend above and work your assoff to get there is what he
(18:49):
always used to say to me spendabove and work your ass off to
get there is what he always usedto say Um, it's hard to do, but
you look at the most wealthypeople spending it right.
You look at the most wealthypeople.
That's the way they.
Speaker 1 (18:58):
You can't save your way at the top.
Um and like, the world is tooexpensive now to.
I mean it.
Just it's gotten insane howexpensive it is to do everything
.
To I mean it's gotten insanehow expensive it is to do
everything.
I have a question for you guysCommercial versus residential?
Speaker 3 (19:12):
what does that split for you percentage-wise at this
point?
70-30 residential.
Okay, so we're headed in thecommercial direction.
A lot of the other markets inGatsby went commercial first.
Some of them succeeded, some ofthem did not.
(19:34):
We felt for us and it was just apersonal based decision that we
wanted to work and get ourcadence from an operational
standpoint in residential.
Know what we're doing.
I wanted to learn how to price.
I wanted to learn parts.
I wanted to learn calculationsand weighted glass, everything I
could possibly learn, so thatwhen Corey comes to me at nine
o'clock at night and says, hey,I need this price, I don't have
to wait until the next day forJames to get in.
We can get this price.
We get it done.
We know how to get a showerdoor in and out, a slider in and
(19:55):
out.
Commercial You're dealing withOSHA.
You're dealing with boom lifts.
You're dealing with umprotective equipment.
You're dealing with a muchdifferent scale.
And even as we enter intocommercial, we're not entering
in where, hey, we're going totake an entire Toyota dealership
over.
We're changing out windows.
We're going small.
We feel that it's better tonavigate.
(20:16):
God forbid something goes wrongon a smaller opportunity where
we can correct it a lot fasterand keep our reputation alive.
Speaker 4 (20:22):
But the sales cycle also.
The sales cycle and the paymentterms from client, like
commercial clients are muchlonger, so we had to fill our
bank, for example, with a lot ofjobs to fill up before we can
get to the end.
Yeah, close the deal before wecan they sound great you know I
sound like you but now 30 and 60
Speaker 1 (20:43):
exactly if you want to take on commercial jobs, you
better have at least 50K sittingin your business bank account
Exactly.
And that's the part of it LikeJill was saying, they sound
great and like we started to getall these commercial accounts.
But it's like, oh, wow, that'sgoing to be a little bit of a
game there.
And so we learned okay, hold on, We've got to space it out,
We've got to put residentialjobs in the middle, 100%.
(21:06):
But you know, again, it'simportant to understand those
terms and to understand thatyou're going to be carrying the
load with pay.
Speaker 3 (21:11):
We all cut tabletops here for $250 because it only
cost us $13 to make the tabletop.
So you've got to look ateverything.
You can't just look at theoverall value of a ticket.
We stock all of our own mirrors, all of our own glass, so we
can cut everything in shop, getit out to a client really
quickly, it gets a goodreputation, it opens it up for
more business with that clientand it's a profitability monster
(21:35):
.
So, we do everything, from the$200 tabletop to the $50,000
account.
Speaker 1 (21:41):
So let's put what the business does aside.
You guys are home servicesfranchise owners.
You've, I think, succeeded in arelatively short period of time
.
What separates you from otherhome services franchise owners
that maybe haven't been assuccessful as fast?
What?
What have you guys done thatyou think has helped you be more
(22:01):
successful?
Speaker 3 (22:02):
we I mean outside of work our tail off.
Yeah, we, because that you haveto do, no matter what you own.
We leaned in Once we made thecommitment to go for it.
We committed and I think a lotof the people don't commit.
I also think that that GMposition is more of a bottleneck
position than an actual help.
(22:23):
I think people will lean onthat position a bit too much,
where they think that thatperson's going to run your
business for you.
If that position wasn'tprovided to you in the scale
from the franchise, would youever let somebody else run your
business for you?
I think the answer is no.
So we went full force and Ithink also the biggest thing
also is we're the face of theclients.
(22:45):
The clients know who they'respeaking to.
They know that they're gonnacome to us if there's a problem,
and I think that's reallyhelped.
Speaker 4 (22:52):
And the passion they see, the caring we give advice.
Unfortunately, sometimes wedon't always win the business,
but at least we're giving advicethat we feel they need.
It's an industry where there'sa lot of people that are doing
the exact same thing, but if wecan show that we care and we're
going to, you know, help educatethem, I think it goes a long
way.
Speaker 3 (23:10):
Replication over revenue is the best way to sum
it up yeah, I agree with that.
Speaker 1 (23:13):
Yeah, I mean it's look, franchise owners make the
franchise special.
Yeah, it's like you can putsomeone in a Ferrari, but they
still have to drive it.
Speaker 4 (23:22):
Correct.
Speaker 1 (23:28):
Exactly, exactly, you know.
So it comes down to us, and Ithink you've uncovered something
that's really important.
You can't put it all in a GM.
No, most GMs are not making,you know, million-dollar
salaries.
It's not their business either.
Speaker 4 (23:37):
Right, they don't own it.
Right, they can go to anothercompany next week.
Speaker 2 (23:41):
Right, and they will you have to help them?
Speaker 4 (23:42):
They will, they will, they will, they will, they will
.
Speaker 1 (23:44):
So you have to do things and I think both of us
have done things to help our GMsfeel like they have some
ownership in the company and,look, all these things, all
these businesses, are assets tous, right?
We want it to grow.
It leads to other places Likethis is part of it too that we
(24:06):
say to people is the franchisorshould ultimately help you
become a better business owner.
You know everyone wants to bethe next, you know, big,
successful entrepreneur.
And sometimes people are likeshould I own a franchise or
should I go buy a mom and pop?
And our contention has alwaysbeen start with the franchise
learn all these lessons fromthem.
Like we were at dinner with afriend of ours who they are
franchisors, but before he was afranchisor he was a franchise
(24:28):
owner and he was the mostsuccessful franchise owner at a
really well-known franchise.
Then he identified something ina similar space, he bought it,
franchised it and now you knowhe's grown it into a massive
company.
That's great, that's fabulous,but it's because of the lessons
he learned.
So that's, I think all of us,in our quest to you know, want
(24:48):
to be the next, whatever.
Sometimes it's just step bystep.
Speaker 3 (24:53):
Yeah, and we've actually rebranded that GM role
internally.
Yeah, we don't even call it GManymore, because I don't think
you're setting up that personfor success.
We now call it director ofoperations is what we use that
term.
I mean that makes sense andthat's what he focuses on.
It's helped him narrow downthat he's ahead of the
operations, his team reports tohim, he's responsible for the
(25:13):
warehouse, he's responsible foron-site activity and anything
technical goes through him.
So we felt that that's helpedand I just think that's a lot to
put on somebody that is notexperienced in business.
Speaker 2 (25:26):
And no one's perfect.
So you're going to get someonein that role that's very good at
certain things and not others.
So if you modify the role, forthem that's going to help
everyone succeed.
Speaker 4 (25:36):
They can't do everything.
Speaker 2 (25:36):
When we first started .
You know the GM was going tohave the GM roles, but also
sales and that's a lot to put onsomeone.
So you know you have to look atokay, actually is this person
better at sales or operationsand how can you help them in the
area that maybe isn't?
Speaker 4 (25:51):
as strong.
Speaker 2 (25:52):
So you know, I think that to not have to stick to
that, I think the franchisorsare great with giving you the
blueprint and here's thedirection, but to have some
flexibility I think that's whenpeople really stand out is to,
you know, say this isn't workingfor us.
Here, specifically, I alwaystalk about this.
But you know, for us, withPinks, the seasonality right,
the summer is awful for uswhereas most people's summer is
(26:13):
great, right, but for us it'snot.
So we need a little bit offlexibility around that time and
we really had to kind of change.
And they weren't predictingthat either.
So it's also us giving themthat feedback and saying by the
way there are some places whereyou know summer is your down,
you know your down market.
Speaker 4 (26:30):
So and that helps them.
That happened with us.
We got you know.
The franchise sent us all ourapparel and conference stuff and
they gave us.
Well, they were suggesting weneeded a certain amount of
sweatshirts and a certain amountof long sleeve stuff and I said
no there's no way, my sellersare wearing sweatshirts.
Yeah, yeah stuff.
(26:50):
And I said, no, there's no way.
My sellers are wearing asweatshirt, right?
So, yeah, yeah.
So so we helped them above also.
But but back to the franchiseversus, um, owning your own
company.
I think the, the franchisegives you the blueprint to
succeed, um, but it's up to usas business owners to make it
succeed.
They helped us, they got uscollateral, they helped us with
marketing, social media,anything to start the business.
But then we had to take it andgrow it and put our blood, sweat
(27:12):
and tears into it.
Speaker 2 (27:13):
And you guys do help them too.
I mean that's the other thing.
It's really important to knowthat being a good franchisee and
being successful is going tohelp them also understand and,
you know, give you guys the roleof brand ambassador.
The franchisee is learning asthey go along as well.
Speaker 3 (27:27):
I mean right there we were the first market for
Gatsby Glass in Florida.
They had no idea that we neededa contractor's license to
operate.
So once we went through thatprocess which of course was
painful for us we gave back theinformation to the franchisor,
which helped Tampa open, miamiopen, west Palm open.
The more you give to them, themore they're going to be able to
(27:48):
give to other people, whichmakes the brand more successful,
which helps build the locationToday.
Speaker 1 (27:53):
We had, right before we met with you guys, we had our
weekly Pink's sales call.
Cody Sanchez came on today Imean that's a huge, freaking
deal and she came on and shesaid you guys are hearing a lot
of market noise right now.
Don't pay attention to that.
That's not going to affect yourbusiness, and she's right, it's
not affecting me.
We've got already this morningthree new leads People are going
(28:13):
to wash their windows, they'regoing to improve their homes.
It has nothing to do with thistrade war that's going on.
And she was like look, you knowyou guys need to focus on our
wins and to have her come downfrom all the things she's doing.
That's.
I mean, we're in business forourselves, but not by ourselves.
Speaker 2 (28:29):
Right yeah.
Speaker 1 (28:31):
So at this mark in the podcast, I always like to
ask what advice would you guysoffer to someone out there?
And there's a lot of people wholisten and watch this podcast
who are saying should I do this,Should I not do this?
What advice do you guys havefor a new franchise owner?
Speaker 3 (28:46):
Well, the first advice is work with somebody
like you guys that's experiencedin this industry, because you
can't just go.
Speaker 1 (28:51):
That's the perfect answer?
Well, seriously, because if youwalk in blind, I would think
that would be you.
Speaker 3 (28:56):
Yeah, yeah, agreed, um, that's number one.
Number two patience.
You gotta have patience Ifyou're looking to become ramped
up in the first five months.
That's just not going to happen, right?
You need to be patient, youneed to be um you're going to
fail.
Speaker 4 (29:11):
Yeah, you're going to fail, yeah.
Speaker 3 (29:12):
You need to be uh involved, you need to be um uh
intertwined with your team.
Um, I think the more presentyou are, the more successful
you're going to be.
That would be my best advice.
Speaker 4 (29:24):
That's my best advice Grow thick skin yeah.
Speaker 3 (29:28):
We're here every day, eight to six, sometimes
Weekends, you know.
But that's just the way that Ialways run my companies Always,
and that's just the level ofpassion that we have.
Speaker 4 (29:37):
But if you can't do that, you need to be as involved
as you possibly can and bepassionate.
I think if you're passionateabout something, it'll shine
through.
You know you're sellingsomething, but but you're
selling something that you careabout and I think people will
see that as well, you guys haveyour shirts on.
Speaker 1 (29:52):
I mean, this is you know, we, we.
So we've been adding, we'readding to our team, um, to the
franchise insiders, and we'readding other franchise owners
who want to become franchiseconsultants.
A couple of people have askedus this question, which we've
kind of been taken aback with,which is how many hours a week
do you think I'll need?
And I'm like as many as ittakes.
Speaker 3 (30:12):
I don't know.
Speaker 2 (30:13):
I mean it's not our favorite answer, it is how it
should be.
Speaker 1 (30:18):
What is it going to take?
How can I help?
I mean, it's's just we've neverlooked at it that way, but
somehow we've been able tomanage business, personal, but
you can do it all.
And when you work for yourself,you probably do work harder and
you probably do work more, butyou probably have more freedom
and control than you ever yeah,I have not worked for some
corporations since 2004.
Speaker 3 (30:40):
Yeah, there is no way .
No way, I would ever, ever goback to working for somebody
else no way.
Speaker 4 (30:46):
The freedom right, You're working hard, but it's a
different kind of working hard.
I pick the kids up at 4 o'clock.
I can either take a call fromthe car or I can get back online
after I put them to bed.
It's a different kind offreedom.
Speaker 2 (30:57):
And you want to, you want to, you want to, you're to.
It's still why you want.
You're working for yourself,right?
You know?
You know what you put into it,you're gonna get out of it so
it's so different when you're inthe corporate world.
Speaker 4 (31:06):
You're just doing it for somebody else, and it's more
rewarding, right, like you feelit like we made a sale this
morning on that antique mirrorwine room.
It felt so good, right, great,you know, I'm like damn, make
the contract, like hurry up,let's get this it's exciting and
you're not.
Speaker 2 (31:18):
you're so much more motivated to get that contract
out fast when it's somethingthat really benefits you and you
see the work you put into itand I would say also for other
prospective owners.
Speaker 3 (31:29):
Leverage the industry .
Go around, talk to as manypeople that are willing to talk
to you.
We're very lucky in thisindustry.
My uncle's been in thisindustry for 50 years, so we're
very lucky that we were able inthe early days, to bounce things
off of him to get our contractset up the proper way.
Speaker 2 (31:44):
We're using his contract.
Speaker 3 (31:45):
His contract's been around for 30 years, so you're
talking about.
Every experience that thisbusiness went through has been
put in this contract, whichhelps us.
His knowledge, yeah, butanything you can do to leverage
your intelligence before youopen, you know, because a lot of
these franchisors at least ourexperience, phase one and phase
two are great, but you've got toget out there.
We had competitors come to ourhouse give us pricing.
(32:07):
You've got to do marketresearch.
You've got to invest in yourbusiness and invest in yourself.
Speaker 1 (32:11):
There's always going to be competition.
I think again the advantage ofthese brands that we have Gatsby
Glass, pink's Windows, we'regoing to have the stronger brand
than Chuck and the truck, butwe still have to go out there
and execute.
So that's what we get on dayone is, we get these brands, um,
and we now have to go out.
Speaker 2 (32:28):
And yeah, and you have to.
You have, like you said, it'sthe relationships too.
We had a neighbor across thestreet ask us to quote power
washing and he is a wonderfullady that does it for peanuts
you know, and we said you knowwhat, if she's doing that,
please do that.
Speaker 4 (32:42):
Keep her.
That's a great deal.
Speaker 2 (32:45):
But if you're going to work with us, it's not going
to be that price, but you'regoing to get a different level
of service from our team.
Speaker 4 (32:51):
We always go through this because you know we're not
the cheapest, we're not the mostexpensive, but I'm like I want
to win the deal.
We can't be the and Dan alwayssays we can't be the cheapest
because we're not.
We have the service, we havethe quality and we can't be the
cheapest.
So if you're going to be onprice, then we're not going to
always win it, but we're goingto give you the best quality,
the best install there is aslong as they know that value and
(33:11):
you have a relationship, theywill ultimately come to you when
this person realizes that.
Speaker 3 (33:16):
And going back to the brand for a second, we've had a
bunch of installers comethrough here yeah the french,
the franchisor, to their credit,did that truck that we have.
Every installer has said, wow,this is the greatest truck I've
ever seen.
Well, every installer you gotan inside rack, you got the
outside, got this, you got that.
It's the greatest truck.
So we show up on day one.
That's the benefit of afranchise that would have taken
(33:38):
us three years right to get to atruck like that.
And who knows if you're drivingaround as a truck, in a truck,
you may not make it that far.
So, here's the keys on day one.
Now it's up to you to drive itto the right place Our franchise
.
Speaker 1 (33:51):
They did the van like yours for us, the things like
insurance, like we had thatthrough them, All the things
like even naming our DBA, allthat stuff.
And I've said franchise, knowfranchise insiders, every
possible mistake you can makefiguring out a whole business
ourselves.
Speaker 4 (34:08):
I've made it, Jill didn't make any mistakes Right
right, right right, but I madeevery single mistake, but also
that's as a franchise consultant.
Speaker 1 (34:18):
that's how I can help guide clients now.
Because I'm like you know wewant ES clients now, cuz I'm
like you know we've gotyesterday and I'm like do
yourself a favor, hire a goodaccount from yeah, yeah, don't
mess around, lawyer, do thetaxes.
We say never stand by lawyersand account yeah, ever.
Speaker 3 (34:31):
I've been using the same account since 2002.
Speaker 2 (34:33):
Yeah yeah, and he's done every company.
Speaker 3 (34:35):
He's done every buyout.
Speaker 4 (34:36):
Yes, on every everything and a franchise
lawyer as well, and a Frenchlawyer on a person we still,
which we still use.
Speaker 3 (34:41):
Yeah, right Did you.
You gave me Matt.
He's awesome.
Speaker 1 (34:44):
He's the best Thank.
Speaker 3 (34:45):
God.
Speaker 2 (34:46):
And one thing I'll say about Matt anytime.
Speaker 3 (34:48):
I even have a question, he'll answer it, Does
not even charge.
He's the best.
He just answers it, he's great,he's so great.
Speaker 4 (34:57):
Yeah.
Speaker 1 (34:58):
He's a really good guy.
You guys, I think you have saidit all.
Speaker 4 (35:01):
I didn't know what we were going to say.
I'm never at a loss for words.
Speaker 1 (35:05):
But I think this is really cool.
It's so neat to be local withclients.
I'm so happy that you guys arealready profitable.
It's exciting.
Go get your second van, yes,but I think it's neat to sit
here at the table and see whatyou guys have done.
And just for anyone out therewho also would like to consider
this text us 305-710-0050.
(35:27):
We'd be happy to provide a freefranchise consultation and for
this episode I'm Jack.
Speaker 2 (35:34):
I'm Jill, I'm Corey, I'm.
Speaker 1 (35:36):
Daniel, good to have you guys Thanks for joining us
today.
Speaker 4 (35:38):
Thanks so much, it was fun Thank you.
Hi everyone, welcome back to the.
We Bought a Franchise podcast.
Jill and I are doing somethinga little different today.
We are live at a client, someof our great clients, dan and
Corey Anikstein.
Hi guys, welcome to the show.
Hi, thanks for having us.
So we're actually live in theiroffice, which is a first for us
.
Speaker 2 (00:20):
Yeah, we're out of our little podcast studio I know
, I love it.
Speaker 3 (00:24):
Normally when I see it, it's a side-by-side yeah,
yeah, no, this is different.
Speaker 1 (00:28):
It's very exciting.
So we thought this would beexciting because obviously you
guys are neighbors and you'renow friends, but back in 2023,
you guys had just had sort of acareer life change.
Speaker 3 (00:45):
Had you just moved to South Florida at that point?
No, we moved to south floridain 2020, okay, so covid changed
everything, obviously, and corywas working in digital
advertising in the city and Iowned an insurance brokerage for
the last x amount of years andwe sold that business and then,
uh, direct tv was downsizing andthat's when we were looking for
something else to do what wesaid we were going to take some
time off, right, yeah, we didnot take any time off Three
months off.
(01:05):
And then Corey actually cameacross Jill's article in Modern
Boca Mom and that's how we metyou guys.
Speaker 1 (01:14):
It's such a cool story.
So Jill was interviewed as aBoca influencer.
Was that a top?
Boca influencer Boca, mom, yeah, mom influencer.
Speaker 2 (01:23):
Michelle Olson Rogers .
So she has a column in Boca Mom, boca Mom, yeah, momfluencer.
Michelle Olson Rogers.
So she has a column in BocaMagazine and so she picks three
people every year.
And her and I had, you know, wewere friends.
She knew what we were doingwith Franchise Insiders and I
woke up one morning to a textfrom her that just said surprise
, and I had no idea what she wastalking about and I opened up
(01:48):
my Instagram and I had all ofthese likes and new followers
and I had no idea what happenedand turned out she did a feature
on me as the franchise mom.
So it was very cool, it wasunexpected.
Thank you, michelle.
Yeah, but it was great becauseshe kind of talked about an
industry that not a lot ofpeople know about and so it
really gained a lot of traction,especially locally, and brought
us to you guys and you were init too, right.
Speaker 4 (02:07):
I was in it actually.
Yeah, I was in it a couplemonths ago, so full circle, but
it was a perfect time.
I followed Michelle and we wereat a turn-in point in our lives
career-wise and I just havenever heard of a franchise
consultant and it was theperfect thing for us.
It figured out.
You guys helped us figure outwhat we wanted to do and where
(02:28):
we wanted to put our efforts,combined with our industry
skills.
Speaker 3 (02:32):
How many franchises are we looking at?
Speaker 4 (02:33):
Jack, a lot right, we look at 50.
Speaker 1 (02:36):
Yeah, I mean, and that's what you want to do right
so we took you guys through ourprocess.
You guys took our psychologicalprofiles guys through our
process.
You guys took our psychologicalprofiles.
So we build a model where youguys who also have taken it,
compared to other successfulfranchise owners.
Obviously, we also want thehuman part too, right?
So much of this is becoming AIand technology, but it's also
(02:59):
hearing you guys and hearingwhat you want to accomplish and
what you like, and so, yeah,you're right, we started with a
wide net and then I think westarted to focus in on maybe
about three or four franchises.
Speaker 4 (03:10):
That's right, but we were all over the place.
Speaker 3 (03:14):
We were in restaurants, yeah, we looked at
everything from a restaurant toretail, to fitness, athletics,
athletics Poopers, oh the poop,yeah, and then ofers, dog
pooping, and then, of course,gatsby.
Speaker 4 (03:26):
Yeah.
Speaker 1 (03:27):
And you know what's so interesting is.
So you guys were it came downto Gatsby and soccer stars in
Vermont.
Correct.
And even at one point weconsidered you guys doing both,
but when we really waited.
Speaker 4 (03:38):
We didn't do that.
Good thing, right.
Speaker 1 (03:43):
And I think we identified rightly that let's
start with one.
And, by the way, I mean this issomething that comes up pretty
much every day with us wheresomeone says I think I should do
two businesses because it'slike shopping Like you want both
and it's like you know, maybestart with one and let's come
back to it six months later,because it's look, as Jill and I
(04:04):
know we operate two businesses.
Speaker 2 (04:07):
It's a lot.
It is a lot Having one's enoughAlways start with one and see
where you're at Right.
You never know.
Speaker 4 (04:12):
We also didn't know the time we needed for this.
We didn't know the skill set.
We had two little kids at home.
It would have been, you know,dan would have done one.
But I think this business worksso well because we're doing it
together.
His skills, my skills, reallytogether, is what makes it
successful.
Speaker 2 (04:28):
Can you guys tell us a little bit about Gatsby and
then you can ultimately tell uswhy you chose it?
Speaker 3 (04:34):
Yeah, so Gatsby is a full service uh interior,
residential and commercial glasscompany.
We do everything from showers towine cellars, to glass railings
, to a window replings, towindow replacements, to exterior
railings.
Anything you can think of inthe glass business is something
that we can handle.
For example, we've donesomething as simple as a shower
(04:54):
panel, which all the way tosomething now where we're using
a boom lift and changing outwindows for Town Center Mall.
So we're all over the map andour team comes with the
expertise to handle it.
So we're all over the map andour team comes with the
expertise to handle it.
And basically, gatsby, from abranding level, has really
helped us get involved in thecommunity and we've done a lot
of the foot traffic as well.
But I mean, our directcompetitor, florida State Glass,
(05:16):
is right down the road and wehave already, even in our
infancy he's been here for Xamount of years have come up
against each other and we're youknow we're not going to take
every job, but we've beencompetitive because our branding
is so great and our localspecialized office, you know,
supports that brand.
Speaker 1 (05:31):
You guys were like the brand champions for Gatsby
last year.
What was your award that youwon?
Speaker 3 (05:35):
Brand champion.
We were 2024 brand champion inour first year in business.
Speaker 4 (05:39):
Amazing.
So the community involvement,the social media, the influencer
campaigns We've done a few sofar and just the social media
presence.
I think the amount of followerswe had on Instagram and
Facebook just really suppressedevery other Gatsby franchise.
Well, you guys have done anamazing job.
Speaker 2 (05:58):
I mean, I feel like I know more about Glass and
projects than anyone, and it'sall from social media.
I mean obviously we know youguys just see right your stories
and everything that you postand it's amazing because, like
you said, it's not just showerpanels, you know, there's so
many different things, soamazing and it's allowed us that
online presence and influencehas really been the driving
(06:21):
force behind the majority of ourrelationships.
Speaker 3 (06:22):
That have been the driving force behind our
business growth.
So all of our designers havecome from that.
All of our contractors havecome from that.
So, while the brand as a wholedoes support paid leads, we
don't really focus.
We're in the bottom half as faras statistics on paid leads,
but we're number two in organicleads in the entire
Speaker 4 (06:41):
system Amazing, and that's what's driven our success
.
That's great, yeah.
Word of leads in the entiresystem Amazing, and that's
what's driven our success.
That's great.
Yeah, word of mouth is reallyhelpful and people want to do
business with people thatthey've used already, especially
in this market.
Our Google reviews areoutstanding.
We get a ton of clients thatwe've closed deals on because of
our Google reviews.
Speaker 1 (06:58):
I looked, you guys have about 75 star reviews Five
star, Five star.
So I look whenever we do acatch-up call with a client.
When a client reaches out,they're six months, 12 months,
six years.
In First thing, Jill and I do.
We go look up their Googlereviews and we know, based upon
how many they have and thequality, what kind of
(07:19):
conversation we're going to have, Um, if someone's contacting us
they're 18 months in and theyhave two Google reviews.
Speaker 2 (07:26):
We know, we know what's coming up.
Speaker 1 (07:28):
Um, I mean I'll say that our client we have a client
who, two years into hisbusiness, got a seven figure
offer for his business.
He already had 205 star Googlereviews.
That tells the story, yeah, um,but I think it's.
You know all of this, you guys?
I mean, you look at how faryou've come.
You look at this business.
You know, being out there,being involved in the business,
(07:48):
that's so crucial.
And I think there's a lot offranchise owners out there that
have this idea that, hey, I'mgoing to buy a business and I'll
hire a GM and it's just goingto run Not this one, and that's
the bit.
Not any of that.
Speaker 3 (08:00):
No, and, and if you remember, when we spoke before
we bought this, you said to memaybe five or six times be
involved, be part of everythingwith the brand.
Ignore the bottom people thatare talking, go to the top
people that are talking, andwe've done that and that's
contributing to success 100%.
Speaker 1 (08:21):
And look, I was talking to someone as we're
expanding Franchise Insiders andtalking to potential franchise
consultants.
I said part of the hardestthing in this business is not
every one of our clients isgoing to succeed Right, 100%.
And to talk to someone thatisn't successful, now you hope
you can help them sell theirbusiness or what have you, but
it stings and it hurts.
But one of the things that willkill your business as a
(08:44):
franchise owner is talking tounderperformers.
Speaker 4 (08:48):
The negative.
Speaker 1 (08:49):
Because they will try and call you they have.
They're going to want to bitchand complain.
They have, and your mind needsto be on revenue generating
activities.
Speaker 3 (08:58):
We are focused on the day-to-day of this business and
we're focused on how we can getbetter every single day.
We have failures every day.
We have failures every day.
We have successes every day,but if we learn, and what I say
to Corey all the time and I sayto the guys all the time is I
don't care if you fail to acertain extent but learn learn,
learn.
Speaker 4 (09:15):
If you don't learn, then we have a problem.
Right, you're making the samemistake constantly.
Speaker 1 (09:19):
Well, it's interesting that you brought up
doing a boom lift for a job.
Yeah, we do those two.
We don't have one, we rent them.
We do as well.
So our GM the other day, we wehave a commercial job that we're
working and he's like I've gotto get a boom lift for it.
But it's great, we're gonna do.
This is an app.
But when we analyze it, I'mlike remember, you have to take
into account our hours, you haveto take into account all this.
(09:39):
So, yes, while getting a five,six thousand000 job is exciting,
if we're just breaking even onit and it's a commercial job
that's going to take a month topay us.
Speaker 3 (09:49):
It's not worth it to take you really have to look at
the whole job and everythinginvolved.
Speaker 2 (09:54):
So you can get excited by the brand names or
the commercial or something likethat, but in the end it's
what's going to make business.
Speaker 1 (10:02):
What's going?
Speaker 2 (10:02):
to generate that income.
Speaker 1 (10:04):
He did something.
I'm sorry to jump in on you,but he did something very smart.
He then went to the client andsaid listen.
The owner came back to me andsaid we can't do this job
because this boom lift is goingto kill any profit.
He's like you, show me the lineitem and I'll pay for it.
So you know again it's theselittle things that we learn and
(10:24):
before we started the podcast,the four of us were talking
about the lessons we've learnedworking with blue collar workers
versus, you know, working inwhite collar industries in the
past, and these are things thatwe're learning.
Speaker 4 (10:37):
And, I think, the first year.
Even now, we're still learning.
Every day.
We're learning things, you know, whether it be about a railing,
glass railing, whether it beabout permit, whether it be you
know a stake we made, we'realways learning and I think
that's what's going to make usmore successful is the
experience in the job.
Speaker 3 (10:53):
Yeah, we filed two permits for jobs.
I mean, I've dealt with permitsin my previous career, but
never with actually filing themand dealing with the counties
and doing all that stuff.
So everything is an experienceand everything pushes us further
and further to the ultimategoal of what we want to do which
is succeed, you know whateveryour definition of succession is
.
Speaker 2 (11:10):
Yeah, agreed, and I think having conversations too,
even just talking to you guys,you know we face a lot of
similar issues and so findingout how you guys resolved a
problem versus what we've done,that also just really helps.
So, whether you a franchisecall with your you know fellow
franchisees or just anyone localor friends, it's so good to
hear, and also good to hear,that you're not alone, and
(11:31):
seriously no, even just beforewe started, yeah, we're all
going through the same problems.
Speaker 4 (11:35):
Yeah, challenges, and I think you and I spoke, maybe
like a year or so ago, howchallenges working together with
your husband.
You know it's a big deal, it'sa big change in our relationship
.
It's, you know, a home dynamicversus work dynamic how to stop
work at work and bring homestuff.
Speaker 2 (11:53):
Do you do that?
Because we don't, I don't dothat.
Speaker 4 (11:56):
No, no, no, no.
But it's easier, it's nice tothink about, but I think just he
has his own, dan has his ownrole about, but I think just he
has his own, dan has his ownrole, I have my own role and
it's trying to to, you know,keep that separate so that we
don't cross each other.
Speaker 3 (12:11):
Yeah yeah, Corey is really great and one of the
things that she said earlierabout doing two different
businesses why it wouldn't haveworked.
Corey's great with clients.
I'm good with clients.
When there's a problem, I'm notforward facing.
I'm much better dealing withthe guys dealing with operations
, dealing with finances, allthat type of stuff Organization,
Organization right.
Corey's great as a frontlinecontact to these clients.
Speaker 4 (12:32):
And some of them are great, Like any business.
Speaker 3 (12:34):
some of them can be really difficult and we value
every relationship that we havewith every client and Corey's
voice comes through as caringand nurturing and she's able to
calm these clients down and thenif there's a problem, then it
will come to me, for you know aresolution, and finding that
balance is really important.
Speaker 2 (12:53):
You know it's taken us a while to find ours too, but
then, once you find it, youknow how to work with each other
.
It really does change, andwe've been working together for
a long time, long time, evenwhen we had separate jobs, jobs.
We were still working in thesame room together we've been
doing this for a long time, butit does.
It takes a while to kind ofsettle into and I remember when
we started, even franchiseinsiders we were talking about
(13:15):
okay, you'll do this and you'lldo this kind of changes you know
, it's not exactly that but youfind where you find your groove.
Speaker 1 (13:21):
Yeah, exactly, it's like our whole dynamic is so
co-mingled.
It's like simple things, likepeople ask hey, which car is
yours?
Speaker 2 (13:30):
I'm like no, they're just there and you just take the
one you want to take.
Speaker 1 (13:36):
We don't look at it that way, but I think that
that's.
I grew up watching my parentswork together.
Speaker 4 (13:43):
Mine too, and so they brought it home, mine too, and
I didn't know about you.
Speaker 1 (13:47):
yeah, yeah, what did your parents do?
Speaker 4 (13:49):
they own a small.
They still do actually own asmall business, uh, kids
coloring activity, yeah.
So they worked together for howmany years?
For like 35 years.
Speaker 3 (13:56):
Oh my god, they've been together for almost six,
yeah they're still yeah andthey're still married yes
because the business is good foryou yeah
Speaker 4 (14:02):
yeah, gives you gives you purpose and I've been doing
entrepreneurship since 2006.
Speaker 3 (14:07):
This is Corey's first foray into the non-corporate
world, and I don't care if youown a franchise or you own a
newsstand, if you own it foryourself it's different and
you've already built a businessand had a successful exit
correct, and, as I recall, ahighly successful exit, which is
wonderful.
Speaker 1 (14:23):
and it's like, as we talk about these businesses and
is wonderful.
And it's like, as we talk aboutthese businesses and the
conversations we have, it's likewhen people ask, why did we buy
five units of pinks.
We sort of had the end in mind,right, I was thinking about
what would be most interestingto private equity, right, what
would be most interesting to thekind of buyer I want to attract
, and I know I want to own PalmBeach County and I know I need
(14:45):
the business to eventually makea million dollars a year.
No one promised me that, no onesaid I'm going to do that, but
that's what our goal is and wefeel like that gives us more
options.
So we kind of started with theend goal in mind rather than the
hey, I just need to get toprofitability in three seconds,
which, as franchise consultants,we have to coach people out of
(15:05):
a lot.
Speaker 3 (15:06):
Well, the most successful people start with the
10-year goal in mind and workbackwards.
Right, yeah, right, it's notabout what's going to happen in
one month.
How do you get to the 10 yearsand what do you need to do every
single day to get to that mark?
Right, exactly, that's how youdo it.
Speaker 4 (15:18):
But I also think having you head your own
business helps me Like.
Helps me Like there are timeswhen you know money.
It's, it's hard.
I don't have a salary like Iused to, so Dan helps walk me up
a cliff when the salary is notthere.
So it's, it's very different,but you know the end goal in
mind.
Speaker 3 (15:35):
it's it's head down, keep going to to get there, but
it's yeah, I mean, as we sithere in April of of of year two,
um cause I really don't evencount September to December of
23.
Speaker 2 (15:45):
I really don't.
Speaker 4 (15:46):
We had no idea what we were doing.
Speaker 3 (15:47):
Yep, our help, had no idea what they were doing.
We, in earnest, started thisbusiness in January of 24.
And here we sit in April of 25.
We are profitable, yeah, whichis a huge step up.
Yeah, and I don't care ifyou're profitable by $5,000, $5.
Look at what it is.
Don't care if you're profitableby $5,000, $5, look at what it
(16:09):
is and and and take it for whatit's worth.
Something is working to get tothat profitability, um, and we
are there now knock on board.
Speaker 1 (16:13):
So we were just having a conversation before we
started the podcast, which wasand it's a very it's, it's an
important question that everyhome services franchise owner
faces, which is okay.
We're at this scale point.
When do we add the second bandand we were having the
conversation which is anadvantage of business ownership
is the company leases to own.
That For most of you out therewho are starting new franchises,
(16:35):
we've seen the SBA recommendthat people just write a check
for the truck and pay in full.
And most people I'm like why onearth would you ever take 50 to
100,000 out of your workingcapital and sink it into a
depreciating?
Don't do ever so.
And if you lease to own, youcan capture the section 179.
(16:55):
So now you guys have thisprofitable business.
Profitable business, excuse meyou go get the next van and next
year you capture the whole27,000.
Correct, if you want Correct.
Speaker 3 (17:06):
Or you can space it out Exactly Whatever you want to
do.
Speaker 1 (17:08):
So there are huge advantages as business owners
that we have in making thesedecisions and timing them out
100%.
And congrats on hittingprofitability.
Yeah, yeah, it's great.
Thank you, it feels good.
Speaker 3 (17:27):
Now it's about continuing to build this team.
In this industry, the team isever evolving, from a skill set
standpoint, from a timestandpoint, from an operational
standpoint.
We have three guys on staff now, but we are always looking.
We are always looking atresumes, we are always looking
at replacement, we are alwayslooking at can we bring somebody
on better that can do a betterjob.
Does this person compliment thisother person?
We're also rounding out theoffice staff now.
We're going to bring somebodyon better that can do a better
job.
(17:47):
Does this person complimentthis other person?
We're also rounding out theoffice staff now.
We're going to bring somebodyin to help us, but bring
somebody in with experience, butalso managing the costs as well
.
Speaker 4 (17:53):
You know, making sure that our ROI is, you know that
we're still profitable, becauseevery time you add someone's
salary, yes, they're skilled,but are they going to make us go
back?
You know, back in the red, soyou need their value to equal
Exactly can we make more saleswith the new office person Is
this third installer, secondtruck gonna be much more
profitable?
(18:13):
So that's where we also have todelve in and I think we're
doing a good job slowly.
You know we're walking, joggingthere much quicker than we ever
anticipated.
Speaker 3 (18:25):
I used to have a client in the insurance business
.
He was a lawyer.
He was an attorney but was bigin the art world and had
multiple houses, whatever, andwe always used to sit there and
he would be spending andspending, and spending.
And now he actually works downhere in Miami for Sotheby's.
He sells luxury real estate andhe always used to say to me
spend above and work your assoff to get there is what he
(18:49):
always used to say to me spendabove and work your ass off to
get there is what he always usedto say Um, it's hard to do, but
you look at the most wealthypeople spending it right.
You look at the most wealthypeople.
That's the way they.
Speaker 1 (18:58):
You can't save your way at the top.
Um and like, the world is tooexpensive now to.
I mean it.
Just it's gotten insane howexpensive it is to do everything
.
To I mean it's gotten insanehow expensive it is to do
everything.
I have a question for you guysCommercial versus residential?
Speaker 3 (19:12):
what does that split for you percentage-wise at this
point?
70-30 residential.
Okay, so we're headed in thecommercial direction.
A lot of the other markets inGatsby went commercial first.
Some of them succeeded, some ofthem did not.
(19:34):
We felt for us and it was just apersonal based decision that we
wanted to work and get ourcadence from an operational
standpoint in residential.
Know what we're doing.
I wanted to learn how to price.
I wanted to learn parts.
I wanted to learn calculationsand weighted glass, everything I
could possibly learn, so thatwhen Corey comes to me at nine
o'clock at night and says, hey,I need this price, I don't have
to wait until the next day forJames to get in.
We can get this price.
We get it done.
We know how to get a showerdoor in and out, a slider in and
(19:55):
out.
Commercial You're dealing withOSHA.
You're dealing with boom lifts.
You're dealing with umprotective equipment.
You're dealing with a muchdifferent scale.
And even as we enter intocommercial, we're not entering
in where, hey, we're going totake an entire Toyota dealership
over.
We're changing out windows.
We're going small.
We feel that it's better tonavigate.
(20:16):
God forbid something goes wrongon a smaller opportunity where
we can correct it a lot fasterand keep our reputation alive.
Speaker 4 (20:22):
But the sales cycle also.
The sales cycle and the paymentterms from client, like
commercial clients are muchlonger, so we had to fill our
bank, for example, with a lot ofjobs to fill up before we can
get to the end.
Yeah, close the deal before wecan they sound great you know I
sound like you but now 30 and 60
Speaker 1 (20:43):
exactly if you want to take on commercial jobs, you
better have at least 50K sittingin your business bank account
Exactly.
And that's the part of it LikeJill was saying, they sound
great and like we started to getall these commercial accounts.
But it's like, oh, wow, that'sgoing to be a little bit of a
game there.
And so we learned okay, hold on, We've got to space it out,
We've got to put residentialjobs in the middle, 100%.
(21:06):
But you know, again, it'simportant to understand those
terms and to understand thatyou're going to be carrying the
load with pay.
Speaker 3 (21:11):
We all cut tabletops here for $250 because it only
cost us $13 to make the tabletop.
So you've got to look ateverything.
You can't just look at theoverall value of a ticket.
We stock all of our own mirrors, all of our own glass, so we
can cut everything in shop, getit out to a client really
quickly, it gets a goodreputation, it opens it up for
more business with that clientand it's a profitability monster
(21:35):
.
So, we do everything, from the$200 tabletop to the $50,000
account.
Speaker 1 (21:41):
So let's put what the business does aside.
You guys are home servicesfranchise owners.
You've, I think, succeeded in arelatively short period of time
.
What separates you from otherhome services franchise owners
that maybe haven't been assuccessful as fast?
What?
What have you guys done thatyou think has helped you be more
(22:01):
successful?
Speaker 3 (22:02):
we I mean outside of work our tail off.
Yeah, we, because that you haveto do, no matter what you own.
We leaned in Once we made thecommitment to go for it.
We committed and I think a lotof the people don't commit.
I also think that that GMposition is more of a bottleneck
position than an actual help.
(22:23):
I think people will lean onthat position a bit too much,
where they think that thatperson's going to run your
business for you.
If that position wasn'tprovided to you in the scale
from the franchise, would youever let somebody else run your
business for you?
I think the answer is no.
So we went full force and Ithink also the biggest thing
also is we're the face of theclients.
(22:45):
The clients know who they'respeaking to.
They know that they're gonnacome to us if there's a problem,
and I think that's reallyhelped.
Speaker 4 (22:52):
And the passion they see, the caring we give advice.
Unfortunately, sometimes wedon't always win the business,
but at least we're giving advicethat we feel they need.
It's an industry where there'sa lot of people that are doing
the exact same thing, but if wecan show that we care and we're
going to, you know, help educatethem, I think it goes a long
way.
Speaker 3 (23:10):
Replication over revenue is the best way to sum
it up yeah, I agree with that.
Speaker 1 (23:13):
Yeah, I mean it's look, franchise owners make the
franchise special.
Yeah, it's like you can putsomeone in a Ferrari, but they
still have to drive it.
Speaker 4 (23:22):
Correct.
Speaker 1 (23:28):
Exactly, exactly, you know.
So it comes down to us, and Ithink you've uncovered something
that's really important.
You can't put it all in a GM.
No, most GMs are not making,you know, million-dollar
salaries.
It's not their business either.
Speaker 4 (23:37):
Right, they don't own it.
Right, they can go to anothercompany next week.
Speaker 2 (23:41):
Right, and they will you have to help them?
Speaker 4 (23:42):
They will, they will, they will, they will, they will
.
Speaker 1 (23:44):
So you have to do things and I think both of us
have done things to help our GMsfeel like they have some
ownership in the company and,look, all these things, all
these businesses, are assets tous, right?
We want it to grow.
It leads to other places Likethis is part of it too that we
(24:06):
say to people is the franchisorshould ultimately help you
become a better business owner.
You know everyone wants to bethe next, you know, big,
successful entrepreneur.
And sometimes people are likeshould I own a franchise or
should I go buy a mom and pop?
And our contention has alwaysbeen start with the franchise
learn all these lessons fromthem.
Like we were at dinner with afriend of ours who they are
franchisors, but before he was afranchisor he was a franchise
(24:28):
owner and he was the mostsuccessful franchise owner at a
really well-known franchise.
Then he identified something ina similar space, he bought it,
franchised it and now you knowhe's grown it into a massive
company.
That's great, that's fabulous,but it's because of the lessons
he learned.
So that's, I think all of us,in our quest to you know, want
(24:48):
to be the next, whatever.
Sometimes it's just step bystep.
Speaker 3 (24:53):
Yeah, and we've actually rebranded that GM role
internally.
Yeah, we don't even call it GManymore, because I don't think
you're setting up that personfor success.
We now call it director ofoperations is what we use that
term.
I mean that makes sense andthat's what he focuses on.
It's helped him narrow downthat he's ahead of the
operations, his team reports tohim, he's responsible for the
(25:13):
warehouse, he's responsible foron-site activity and anything
technical goes through him.
So we felt that that's helpedand I just think that's a lot to
put on somebody that is notexperienced in business.
Speaker 2 (25:26):
And no one's perfect.
So you're going to get someonein that role that's very good at
certain things and not others.
So if you modify the role, forthem that's going to help
everyone succeed.
Speaker 4 (25:36):
They can't do everything.
Speaker 2 (25:36):
When we first started .
You know the GM was going tohave the GM roles, but also
sales and that's a lot to put onsomeone.
So you know you have to look atokay, actually is this person
better at sales or operationsand how can you help them in the
area that maybe isn't?
Speaker 4 (25:51):
as strong.
Speaker 2 (25:52):
So you know, I think that to not have to stick to
that, I think the franchisorsare great with giving you the
blueprint and here's thedirection, but to have some
flexibility I think that's whenpeople really stand out is to,
you know, say this isn't workingfor us.
Here, specifically, I alwaystalk about this.
But you know, for us, withPinks, the seasonality right,
the summer is awful for uswhereas most people's summer is
(26:13):
great, right, but for us it'snot.
So we need a little bit offlexibility around that time and
we really had to kind of change.
And they weren't predictingthat either.
So it's also us giving themthat feedback and saying by the
way there are some places whereyou know summer is your down,
you know your down market.
Speaker 4 (26:30):
So and that helps them.
That happened with us.
We got you know.
The franchise sent us all ourapparel and conference stuff and
they gave us.
Well, they were suggesting weneeded a certain amount of
sweatshirts and a certain amountof long sleeve stuff and I said
no there's no way, my sellersare wearing sweatshirts.
Yeah, yeah stuff.
(26:50):
And I said, no, there's no way.
My sellers are wearing asweatshirt, right?
So, yeah, yeah.
So so we helped them above also.
But but back to the franchiseversus, um, owning your own
company.
I think the, the franchisegives you the blueprint to
succeed, um, but it's up to usas business owners to make it
succeed.
They helped us, they got uscollateral, they helped us with
marketing, social media,anything to start the business.
But then we had to take it andgrow it and put our blood, sweat
(27:12):
and tears into it.
Speaker 2 (27:13):
And you guys do help them too.
I mean that's the other thing.
It's really important to knowthat being a good franchisee and
being successful is going tohelp them also understand and,
you know, give you guys the roleof brand ambassador.
The franchisee is learning asthey go along as well.
Speaker 3 (27:27):
I mean right there we were the first market for
Gatsby Glass in Florida.
They had no idea that we neededa contractor's license to
operate.
So once we went through thatprocess which of course was
painful for us we gave back theinformation to the franchisor,
which helped Tampa open, miamiopen, west Palm open.
The more you give to them, themore they're going to be able to
(27:48):
give to other people, whichmakes the brand more successful,
which helps build the locationToday.
Speaker 1 (27:53):
We had, right before we met with you guys, we had our
weekly Pink's sales call.
Cody Sanchez came on today Imean that's a huge, freaking
deal and she came on and shesaid you guys are hearing a lot
of market noise right now.
Don't pay attention to that.
That's not going to affect yourbusiness, and she's right, it's
not affecting me.
We've got already this morningthree new leads People are going
(28:13):
to wash their windows, they'regoing to improve their homes.
It has nothing to do with thistrade war that's going on.
And she was like look, you knowyou guys need to focus on our
wins and to have her come downfrom all the things she's doing.
That's.
I mean, we're in business forourselves, but not by ourselves.
Speaker 2 (28:29):
Right yeah.
Speaker 1 (28:31):
So at this mark in the podcast, I always like to
ask what advice would you guysoffer to someone out there?
And there's a lot of people wholisten and watch this podcast
who are saying should I do this,Should I not do this?
What advice do you guys havefor a new franchise owner?
Speaker 3 (28:46):
Well, the first advice is work with somebody
like you guys that's experiencedin this industry, because you
can't just go.
Speaker 1 (28:51):
That's the perfect answer?
Well, seriously, because if youwalk in blind, I would think
that would be you.
Speaker 3 (28:56):
Yeah, yeah, agreed, um, that's number one.
Number two patience.
You gotta have patience Ifyou're looking to become ramped
up in the first five months.
That's just not going to happen, right?
You need to be patient, youneed to be um you're going to
fail.
Speaker 4 (29:11):
Yeah, you're going to fail, yeah.
Speaker 3 (29:12):
You need to be uh involved, you need to be um uh
intertwined with your team.
Um, I think the more presentyou are, the more successful
you're going to be.
That would be my best advice.
Speaker 4 (29:24):
That's my best advice Grow thick skin yeah.
Speaker 3 (29:28):
We're here every day, eight to six, sometimes
Weekends, you know.
But that's just the way that Ialways run my companies Always,
and that's just the level ofpassion that we have.
Speaker 4 (29:37):
But if you can't do that, you need to be as involved
as you possibly can and bepassionate.
I think if you're passionateabout something, it'll shine
through.
You know you're sellingsomething, but but you're
selling something that you careabout and I think people will
see that as well, you guys haveyour shirts on.
Speaker 1 (29:52):
I mean, this is you know, we, we.
So we've been adding, we'readding to our team, um, to the
franchise insiders, and we'readding other franchise owners
who want to become franchiseconsultants.
A couple of people have askedus this question, which we've
kind of been taken aback with,which is how many hours a week
do you think I'll need?
And I'm like as many as ittakes.
Speaker 3 (30:12):
I don't know.
Speaker 2 (30:13):
I mean it's not our favorite answer, it is how it
should be.
Speaker 1 (30:18):
What is it going to take?
How can I help?
I mean, it's's just we've neverlooked at it that way, but
somehow we've been able tomanage business, personal, but
you can do it all.
And when you work for yourself,you probably do work harder and
you probably do work more, butyou probably have more freedom
and control than you ever yeah,I have not worked for some
corporations since 2004.
Speaker 3 (30:40):
Yeah, there is no way .
No way, I would ever, ever goback to working for somebody
else no way.
Speaker 4 (30:46):
The freedom right, You're working hard, but it's a
different kind of working hard.
I pick the kids up at 4 o'clock.
I can either take a call fromthe car or I can get back online
after I put them to bed.
It's a different kind offreedom.
Speaker 2 (30:57):
And you want to, you want to, you want to, you're to.
It's still why you want.
You're working for yourself,right?
You know?
You know what you put into it,you're gonna get out of it so
it's so different when you're inthe corporate world.
Speaker 4 (31:06):
You're just doing it for somebody else, and it's more
rewarding, right, like you feelit like we made a sale this
morning on that antique mirrorwine room.
It felt so good, right, great,you know, I'm like damn, make
the contract, like hurry up,let's get this it's exciting and
you're not.
Speaker 2 (31:18):
you're so much more motivated to get that contract
out fast when it's somethingthat really benefits you and you
see the work you put into itand I would say also for other
prospective owners.
Speaker 3 (31:29):
Leverage the industry .
Go around, talk to as manypeople that are willing to talk
to you.
We're very lucky in thisindustry.
My uncle's been in thisindustry for 50 years, so we're
very lucky that we were able inthe early days, to bounce things
off of him to get our contractset up the proper way.
Speaker 2 (31:44):
We're using his contract.
Speaker 3 (31:45):
His contract's been around for 30 years, so you're
talking about.
Every experience that thisbusiness went through has been
put in this contract, whichhelps us.
His knowledge, yeah, butanything you can do to leverage
your intelligence before youopen, you know, because a lot of
these franchisors at least ourexperience, phase one and phase
two are great, but you've got toget out there.
We had competitors come to ourhouse give us pricing.
(32:07):
You've got to do marketresearch.
You've got to invest in yourbusiness and invest in yourself.
Speaker 1 (32:11):
There's always going to be competition.
I think again the advantage ofthese brands that we have Gatsby
Glass, pink's Windows, we'regoing to have the stronger brand
than Chuck and the truck, butwe still have to go out there
and execute.
So that's what we get on dayone is, we get these brands, um,
and we now have to go out.
Speaker 2 (32:28):
And yeah, and you have to.
You have, like you said, it'sthe relationships too.
We had a neighbor across thestreet ask us to quote power
washing and he is a wonderfullady that does it for peanuts
you know, and we said you knowwhat, if she's doing that,
please do that.
Speaker 4 (32:42):
Keep her.
That's a great deal.
Speaker 2 (32:45):
But if you're going to work with us, it's not going
to be that price, but you'regoing to get a different level
of service from our team.
Speaker 4 (32:51):
We always go through this because you know we're not
the cheapest, we're not the mostexpensive, but I'm like I want
to win the deal.
We can't be the and Dan alwayssays we can't be the cheapest
because we're not.
We have the service, we havethe quality and we can't be the
cheapest.
So if you're going to be onprice, then we're not going to
always win it, but we're goingto give you the best quality,
the best install there is aslong as they know that value and
(33:11):
you have a relationship, theywill ultimately come to you when
this person realizes that.
Speaker 3 (33:16):
And going back to the brand for a second, we've had a
bunch of installers comethrough here yeah the french,
the franchisor, to their credit,did that truck that we have.
Every installer has said, wow,this is the greatest truck I've
ever seen.
Well, every installer you gotan inside rack, you got the
outside, got this, you got that.
It's the greatest truck.
So we show up on day one.
That's the benefit of afranchise that would have taken
(33:38):
us three years right to get to atruck like that.
And who knows if you're drivingaround as a truck, in a truck,
you may not make it that far.
So, here's the keys on day one.
Now it's up to you to drive itto the right place Our franchise
.
Speaker 1 (33:51):
They did the van like yours for us, the things like
insurance, like we had thatthrough them, All the things
like even naming our DBA, allthat stuff.
And I've said franchise, knowfranchise insiders, every
possible mistake you can makefiguring out a whole business
ourselves.
Speaker 4 (34:08):
I've made it, Jill didn't make any mistakes Right
right, right right, but I madeevery single mistake, but also
that's as a franchise consultant.
Speaker 1 (34:18):
that's how I can help guide clients now.
Because I'm like you know wewant ES clients now, cuz I'm
like you know we've gotyesterday and I'm like do
yourself a favor, hire a goodaccount from yeah, yeah, don't
mess around, lawyer, do thetaxes.
We say never stand by lawyersand account yeah, ever.
Speaker 3 (34:31):
I've been using the same account since 2002.
Speaker 2 (34:33):
Yeah yeah, and he's done every company.
Speaker 3 (34:35):
He's done every buyout.
Speaker 4 (34:36):
Yes, on every everything and a franchise
lawyer as well, and a Frenchlawyer on a person we still,
which we still use.
Speaker 3 (34:41):
Yeah, right Did you.
You gave me Matt.
He's awesome.
Speaker 1 (34:44):
He's the best Thank.
Speaker 3 (34:45):
God.
Speaker 2 (34:46):
And one thing I'll say about Matt anytime.
Speaker 3 (34:48):
I even have a question, he'll answer it, Does
not even charge.
He's the best.
He just answers it, he's great,he's so great.
Speaker 4 (34:57):
Yeah.
Speaker 1 (34:58):
He's a really good guy.
You guys, I think you have saidit all.
Speaker 4 (35:01):
I didn't know what we were going to say.
I'm never at a loss for words.
Speaker 1 (35:05):
But I think this is really cool.
It's so neat to be local withclients.
I'm so happy that you guys arealready profitable.
It's exciting.
Go get your second van, yes,but I think it's neat to sit
here at the table and see whatyou guys have done.
And just for anyone out therewho also would like to consider
this text us 305-710-0050.
(35:27):
We'd be happy to provide a freefranchise consultation and for
this episode I'm Jack.
Speaker 2 (35:34):
I'm Jill, I'm Corey, I'm.
Speaker 1 (35:36):
Daniel, good to have you guys Thanks for joining us
today.
Speaker 4 (35:38):
Thanks so much, it was fun Thank you.
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