March 31, 2025 • 29 mins
What if there was a franchise opportunity with average revenues of $7.8 million that 99% of franchise searchers have never heard about?
In this revealing episode, Bubba Snider shares his transformation from Fortune 200 executive to successful City Wide Facility Solutions franchise owner in Alabama. When the pandemic hit in 2020, Bubba, approaching 50, made the bold decision to leave corporate America behind—a choice he now only wishes he'd made sooner.
Three years into ownership, Bubba provides rare transparency about his entrepreneurial journey: from the initial challenges of wearing multiple hats to building a team and creating sustainable systems. His business model brilliantly simplifies commercial property maintenance by serving as the single point of contact for the 20+ contractors property managers typically juggle, creating exceptional value reflected in his award-winning client retention rates.
We explore the practical realities rarely discussed in franchise conversations: managing accounts receivable, work-life integration, the competitive mindset needed for success, and the powerful community of franchisees sharing best practices. Bubba candidly addresses whether you can keep your day job while starting this business (you probably can't) and why, despite the initial investment and uncertainty, he could never return to corporate life.
Curious about City Wide or other high-performing franchise opportunities that 99% of searchers miss? Text us at 305-710-0050 to discover your potential path to business ownership.
Revenue figures are from the City Wide Facility Solutions 2024 Franchise Disclosure Document. This podcast is not an offer to sell a franchise and may not be available in your state. Please contact us to get access to their FDD.
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.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hi everyone, Welcome back to the we Bought a
Franchise podcast.
I'm Jack Johnson.
Speaker 2 (00:04):
I'm Jill Johnson.
Speaker 1 (00:05):
And we have today a very special guest.
We have Bubba Snyder, who isthe owner of a citywide facility
solutions franchise.
Bubba, welcome to the show.
How are you?
Speaker 3 (00:15):
Thank you.
I appreciate the opportunity tovisit with you today.
Speaker 1 (00:18):
You got it.
What market are you located in?
Speaker 3 (00:21):
Located here in Birmingham, alabama, and also a
partner in Huntsville, north ofme Wow, Okay, very cool, I have
to tell you.
Speaker 1 (00:29):
So we have been very excited to talk to a citywide
franchise owner because, as I'msure you know, you guys have
revenue averages that, quitefrankly, blow almost every other
franchise out of the water.
But I'm willing to bet 99% ofthe franchise searching
population has no idea thatCitywide even exists.
(00:51):
Would you mind, can you sharewith us our journey and how you
found this franchise, and maybea little bit about yourself and
what it's been like to sort ofscale your franchise?
Speaker 3 (01:00):
Sure, so 2020, covid the COVID timeframe things
started changing.
I came out of the corporateAmerica type role, working with
a big Fortune 200 company,playing a role that oversaw and
managed several the cultureEveryone's stranded at home, and
at that time I was don't mindsharing my age.
(01:30):
I was approaching the50-year-old mark and so I was
like, is this what I want to dothroughout the rest of my
working life?
And so I started talking tofolks that I've known over the
years.
I got introduced to thecitywide franchise business
model, did a little research,talked to several owners and,
(01:51):
about a year later, met twogentlemen that had really
secured the Birmingham marketfrom an investment perspective,
met with them and I'm a partnerwith them as the operating
partner here in Birmingham sinceMay 1st of 22.
So you know, my working pathstarted, you know, working in a
family business, transitioned tomore of a big company
(02:14):
atmosphere and did that forabout 20 years, and then I found
myself here the last two and ahalf, almost three years.
Speaker 1 (02:21):
Very cool.
And before I ask youspecifically what you guys do at
Citywide, the numbers accordingto the 2024 FDD showed
locations, the average forlocations.
I'm not going to ask you foryour numbers because we're going
to keep this FTC safe andcompliant, but the average for
Citywide locations is $7.8million, with the top quartile
(02:45):
achieving I think it was $18million and the number one
franchisee I don't know how manylocations they have coming in
at a whopping $40 million.
I mean, are these numbers real?
Speaker 3 (02:55):
They are, they are.
We're at the 100 mark, I think,of ownership, maybe a little
bit over Ownership, maybe alittle bit over I think last
summer.
When me and my partnerspurchased the Huntsville market
north of me, I think we were 102, 103, whatever.
So we're a little bit over 100markets now.
But the numbers that you sharedare accurate from what I see,
(03:17):
and so it's been a really funride thus far.
Speaker 1 (03:23):
So what do you guys do?
How does a franchise do this?
Speaker 3 (03:26):
Yeah, so our business models design.
We're a sales and managementcompany and we're managing the
skill sets in the commercialproperty facility maintenance
industry.
We go in and our approach is tosave our clients time and solve
their problems, and what we dois we represent them at the
table right.
So we go in.
(03:46):
As you know, there's a lot ofcompanies out there that have
someone in charge of theirproperty or their building or
their facility group ofbuildings on their property, and
those folks normally wear a lotof hats, and so what we like to
do is go in, take that workloadoff of them because on a
commercial property you'redealing with 20 plus different
contractors in a lot of casesand so we're able to take that
(04:10):
burden off of them, representthem at the table, manage that
for them, give them back time tofocus on what their business
represents locally.
So we go out and we pretty muchtarget all industries.
There's a handful that reallydoesn't fit us, but otherwise
anything commercial wise outthere.
We're looking to try to partnerwith them and help them.
Speaker 1 (04:31):
Wow, very cool.
Yeah, we own so our business.
What we do is we provide windowcleaning interior, exterior,
for both homes and businesses.
As you can imagine, a lot offrom very large.
We clean a massive building inPalm Beach.
We do all the interior,exterior windows.
We do the pressure washing of,say, the sidewalks and the
buildings, and for residentialsame sort of thing, we also can
(04:54):
do things like paper sealing.
One of the challenges that we'vefound is that when we land
these larger commercialcontracts, it's great, right,
they're large amounts, but theaccounts receivable side was
something that, quite franklyand I'm embarrassed to say this
because I've been in franchisingfor most of my life now I
wasn't really prepared for it.
It's like, all right, we justlanded this really big job, but
(05:18):
it's going to take our guys sixdays to do it and we're not
going to get the money for amonth, and so it's something
we've had to sort of adjust andbe prepared for and we intermix,
sort of faster payingresidential jobs For you guys.
What does accounts receivablelook like for you guys?
What kind of time periods doyou see in your business?
Speaker 3 (05:34):
Yep.
So we have, I would say, two tothree groups of receivables.
I have clients on net 10.
So the helps cashflow obviously.
The majority are around net 30.
And then some of our biggertype clients, bigger brands,
bigger, larger recognizablenames, sometimes extend 45 to 60
.
So yeah, if I had to, may 1stwill be three years for me.
(06:00):
Cash flow continues to comethrough and I'm at a minimal
percentage of late, so it's beenpretty, pretty good.
In other words, I chase verylittle money.
Speaker 1 (06:11):
That's great.
Does Citywide give you a?
Do you have a CRM that helpsyou to kind of manage all this
through them?
We do.
We have a CRM.
Speaker 3 (06:19):
All of our clients and service providers
contractors are in there.
We have the ability to manageall of that data from a CRM, and
then we also have other systemswe use and we have a data
warehouse as well that receivesall the data from all the areas
that we use systematically.
Speaker 1 (06:40):
Cool yeah, and it's the same for us.
When I log on in the morningand I get the dashboard, you
know it's like in the right handcorner.
I've got you know what peopleowe us, what's overdue, what
we're going to bill for the restof this week, what we've
collected, and they've actuallyintegrated some pretty cool AI
features into the mix as well,which which is really helpful to
(07:00):
us to us.
Speaker 3 (07:10):
Yes, it's been easy to adapt and implement on the
team to get accustomed to it, soit's not really been a
challenge at all.
So our systems work well forthe most part.
They're continuing to invest inimproving those, as you would
in any business.
So far, so good.
Speaker 1 (07:20):
What's life been like for you as a business owner
versus a corporate Americaemployee?
What have you seen in terms of,maybe, lifestyle or freedom,
flexibility?
What have been the differencesthere?
Speaker 3 (07:32):
Yeah, great question.
When me and my wife sat down andlooked at this opportunity, we
had to talk about that.
When you open this type ofbusiness and you guys are
probably aware you're wearingseveral hats type of business,
and you guys are probably awareyou're wearing several hats,
from a sales to your operationshat, to your HR, to your
accounting, and the list goes onand on.
And since, as we approach theend of our third fiscal year, if
(07:55):
you will, those hats are slowlybeing removed and put on others
on the team, but we knew it wasgoing to be some long days.
Right, our business model andthe services we provide our
clients does take us outside theoffice a lot, and so we want to
be on site where we areproviding a specific service,
especially out the gate, untilwe are comfortable and ensure
(08:17):
our crews are doing the workproperly.
But yeah, we had thatconversation.
Moving from a corporateposition, working from home or
catching a flight and flyingsomewhere else in the country is
a lot different than driving 30minutes or so to your office
and digging in each and everyday and sometimes a lot of times
on the weekends as well.
So it's a lot different it is.
Speaker 1 (08:40):
It's we talk to our to our son about this all the
time because it's on the weekendand again, I feel like as
business owners, we've got a tonmore freedom than we ever had
before, but it's different.
There's still there's thingsthat you do differently than you
did when you were working forsomeone else.
So there are.
There are sort of there's arhythm of things that I do on
the weekend for our businesses,between our franchise consulting
(09:02):
business and our pinks windowsbusiness.
That I'm just sort of used todoing.
And so I.
But I think when it's it's likewhen you're working on your
house, when you're working on ahouse that you own, it's a lot
more rewarding than fixing itsomething on a house that you're
renting.
And that's the way I look at it.
Speaker 3 (09:19):
And we're looking at this as well, the same way.
And we're looking at this aswell, the same way.
Nothing wrong for working for abig company and managing folks
from different areas of thecountry, different cultures, but
at the end of the day, now weshould get more of a return on
(09:40):
our time and effort andinvestment.
We're excited about that, we'reexcited about spending the time
and, um, um, having somethinglong-term there.
Speaker 1 (09:48):
uh, as well yeah, I mean to have a business that if
you want you can sell and and ithas um a high valuation.
I mean that's kind of again the,the freedom of business
ownership yeah to me the thething that I it feels like when
we talk to new clients about thesort of challenges of franchise
(10:11):
business ownership, it feelslike we're always talking about
revenue first and gettingclients.
But what I really believe it isis having the right team and
managing employees and havinggood employees, and that to me I
(10:31):
mean we every day we get two tothree new people contacting us
about services, but having theright people to deliver those
services, that's the mostimportant thing.
I don't know for you guys yourmodel's a little different, but
I'm assuming employees are stillthe number one sort of
challenge.
But tell me from yourperspective what that's like for
you guys.
Speaker 3 (10:45):
Yes.
So when we opened one of thethings coming from my previous
path, if you will chapter in myworking life one of the things I
believed in is because I waskind of involved in a similar
type concept sales and service.
Right, you had your sales sideof the business providing
opportunities for your, yourservice side or operation side,
(11:05):
to take care of clients and keepclients happy and retain them.
So I've approached thisbusiness kind of the same way
hey, build your infrastructureto be nose up.
You build your internal team tobe able to keep the business on
(11:28):
the books, make sure your crewsare being consistent with the
services you provide yourclients, etc.
So that's been kind of myapproach to this.
Managing people is something Ienjoy.
I'm developing folks becauseyou know as we get older we can
look back and know folksdeveloped us or helped us get
where we are.
So I like to do the same thingto those that next generation.
(11:50):
So I continue to build my teamas we need to.
I've had very little turnover.
I want to show employees thatthey have a vital role in this
organization to keep it nose up,and so I've taken the same
approach really to thatperspective as I have throughout
my career.
And then from a clientperspective, we want to keep
(12:14):
that business and we take pridein following the business model,
providing the services thatwe've agreed to support and do
it right and do it consistently.
So when we just came back fromour annual convention and we
were recognized as an office inthe country that does have a
solid retention rate, so I takepride in that as something I've
(12:35):
always believed in.
Why bring someone into yourorganization and not provide
them what you promise and thenthey walk away out the back door
?
So that's something I preachhere with my team to make sure
our clients are happy at alltimes.
Speaker 2 (12:50):
Is there anything that you do in particular to
keep that retention?
Like, is there, you know how doyou do that?
I think that's like the numberone question.
You know it's something westrive to do as well, but
there's always challenges withthat.
Speaker 3 (13:04):
So you don't have to reveal your secret, but some
tips, give us your secrets.
Well, I mean, that's a greatquestion.
It's one that I thought aboutearly on.
Our business model is designed.
Each seat on the bus, everyrole is designed.
So if you follow that modelproperly and you're in front of
the customers and you'recommunicating right and you're
utilizing the skill sets forevery service you offer and
(13:25):
you're ensuring that you'resetting expectations with your
service providers, you've got abetter chance of it all coming
together right.
So we talk a lot here, hey, arewe going about our day the way
it's designed to be?
And if we are, then we've got abetter chance of retaining
(13:47):
business.
If we're in front of the client, we should be talking about
four or five things, you know,hey, are we meeting with the
right person, the decision makeror representative of the
company who's going to possiblymake a decision that could
impact us right, good or bad?
Going to possibly make adecision that could impact us
(14:07):
right, good or bad?
Are we checking properly?
Our services are beingperformed right?
Are we looking at other ways tohelp our clients, to show the
value we bring?
One point of contact againsaving a client time and solving
their problems is kind of ouruniversal value proposition.
So if we're doing, if we coachand train our folks properly and
we're doing all of those thingscorrectly, we've got a better
(14:28):
chance of retaining clients.
That's just the way our modelis designed.
Speaker 1 (14:34):
Where was your guys' franchise conference?
Speaker 3 (14:36):
San Antonio.
Speaker 1 (14:37):
Oh, that's, a nice spot, yep.
Speaker 3 (14:39):
Yep, we were there.
Speaker 1 (14:40):
How's the support for you guys from CityWise in terms
of how they support you guys?
Speaker 3 (15:03):
markets, encountering everything we could possibly
encounter in a day, and for thesupport center to be there,
whether it's a technical issue,whether it's having maybe an HR
department guide you through thehiring process.
If you need any assistancethere, any aspect of the
business the support center has,and it's been really good to be
able to lean on them as we'rewearing all these different hats
as we take off in this business.
The Sports Center's been there,but pretty much every aspect
(15:25):
that you would need, so it'sbeen really we just had our.
Speaker 1 (15:33):
So every week we do a weekly conference call with our
Pink support team and we goover just basically the network,
new franchisees coming in andwe actually get to see, from a
sales perspective, where everyoffice is recurring revenue,
last week's revenue, five-starreviews as well as our close
rate.
I love it.
I know there are some peoplethat don't like to have that
kind of data.
I want as much data as possibleas a franchise owner and I
(15:56):
think it's great to see how wecompare to other markets.
And one of the things that Jilland I have always felt like is
that franchising is acompetitive sport and it's not
just for us to grow a business.
We want to win.
We want to be a top performinglocation, and I think that's one
of the things.
A lot of times when we talk tonew franchise owners or
prospective franchise owners,there's a lot of fear, right, oh
(16:18):
my gosh, what if I lose money?
What if it doesn't work?
And what we talk to them aboutis, if you embrace this sort of
competitive mentality where,let's say, you're going in and
you're a part of a cohort of newfranchise owners, if your focus
is to have the top revenue and,you know again, do it by
providing great customer service.
But if you are embracing acompetitive attitude and you
(16:39):
want to win, that's just anotherway to make sure that your
location performs very well.
Speaker 3 (16:44):
Yes, we're able to do that.
Our data warehouse provides uskind of a high level perspective
on how other owners areperforming in other markets.
Your Birmingham market, wecould say, is kind of the middle
size market, competing againstyour Atlanta's, la's, you know
all those Chicago's, whatnot.
But for the most part we cansee each other's monthly
(17:08):
performance, if you will.
But we also collaborate a lot.
We also talk to each other alot.
Hey, what's working there,what's not?
Hey, don't do this.
You know I've failed at this.
And so we have a couple ofthings in that bucket.
One, the support centerprovides a business consultant.
So if I'm meeting with myconsultant once a week, if you
(17:29):
will, I know I'll have thatlittle time slot on my counter
to share.
Hey, I need help here, or couldyou find me some better
resources here, or whatever.
The other side of that coin iswe have peer groups.
I have a peer group or two thatI collaborate with, if it's
just through general email, orwe meet once a quarter and we
share successes where we wonsomething where we didn't, and
(17:52):
we help each other.
So it's basically a big, largefamily where everybody's driven
to accomplish basically the samegoals, which is success and
growing their business and wehelp each other out.
And that's been really a warmfeeling, if you will, and it's
consistent, kind of going backto our convention a couple of
few weeks ago, you know, we getto see each other once a year.
(18:14):
We're able to sit down and talkand catch up.
If it's someone I haven't seenand I've seen them throughout
the year be successful and Iwant to go hey, what are you
doing?
Hey, let me.
Let me pick up on that.
So to your point yes, we do alot of that in our model, our
business model.
Speaker 2 (18:31):
That's great.
I love that.
You know, when we talk aboutfranchises and everyone says you
know you have the support teamand you have the blueprint and
you know you have all that.
It's also the other franchiseestoo, you know.
So it's it's be like what yousaid kind of working with each
other, trading stories, you know, getting tips, and you don't
get that with a lot ofbusinesses.
If you start your own business,you're on your own.
(18:51):
This is, you have the friendlycompetition.
You want to.
You know beat them, of course,numbers wise, but also you want
to learn from them too, and it'sbeen really helpful for us
especially.
We're in South Florida, so ourweather is challenging, so our
off season is opposite thaneveryone else's off season, so,
but that was something that welearned, so we can all kind of
talk like we went through itfirst, so we can suggest certain
(19:13):
things that worked for us andwe can help other people and
vice versa.
So we really love that.
Like you said, like a family.
You have a family and you havepeople really truly looking out
for one.
Speaker 3 (19:22):
Yeah, that's been.
The really cool part is beingable to collaborate with others,
and one of my partners is anowner in St Louis, so he's been
around a lot longer than me soI'm able to bounce things off of
him as well, so that's beenkind of a positive thing, if you
want to call it that.
Coming in as a new owner almostthree years ago and being able
to talk with others, that's beenthrough it longer, that's
(19:45):
experienced more challenges, ifyou will, so we can reduce them
if we're able to just reduce thechallenges.
But starting a business isstarting a business like most
are, and fortunately for us hereat Citywide we're able to join
a business model that's beensuccessful, continues to grow
and if we follow the model,we've got a really good chance
(20:06):
of being successful.
So that's what I'm excitedabout.
Speaker 1 (20:09):
That's right.
I mean, it's franchiseownership.
Ultimately, franchise ownersmake franchises special.
There are some people out therewho like to try and quantify it
and say, hey, can I keep my job?
Can I work, you know, fivehours a week?
And I just don't think anyone,before they get into it, can
know how they're going to beable to balance it.
(20:30):
Maybe you can, but the truth ofthe matter is is that it
probably is going to take morethan you think, especially in
the beginning.
It's harder in the beginning,especially the first six months,
but you find your rhythm andyou learn how to be a franchise
owner, you learn how to be abusiness owner and you just
won't know until you get in.
And so the the almost universalquestion is could I do both?
(20:50):
Could I keep my job and have mybusiness?
And sure, maybe there's somebusinesses where you could do
that.
But if you've got employees andyou're out there serving
clients, I think it's probably alot harder to do that.
And but it's you know again,everybody's different and every
business is a little different,but my experience is, and Jill's
experience is the same the shitusually hits the fan at the
least opportune time.
Speaker 3 (21:11):
It does, it does, it does.
Yeah, now, looking back, Idon't see there was any way I
could be involved in twodifferent adventures, if you
want to call it that.
There's just too much going on,plus having an investment in
the business.
You want to get going, you wantto focus on that, you don't
want any distractions.
So that's one thing that wereally sat down and looked at at
(21:33):
home before we got going andboth understood hey, this is
going to, we might have somedistractions or moments of
interruption, but at the sametime we got to just keep the
focus and keep looking ahead.
Speaker 1 (21:49):
Yeah, yeah, I mean I think that's the great thing
about it.
Well, is there anything wehaven't asked that you think is
important for folks to know ifthey're exploring citywide or
just franchise ownership ingeneral?
Speaker 3 (22:00):
No, I mean.
All I would say is all theyears that you know I was
working for a bigger company.
Looking back, you always think,man, I wish I had got into
something like this sooner Right.
Think, man, I wish I'd have gotinto something like this sooner
right.
But I had not ever looked intobeing a business owner.
(22:21):
And now that I am, and nowpartaking in a second market and
second franchise, it's reallyrewarding in a lot of ways and
hopefully one day as far as aninvestment, that part comes over
time.
But it's been really rewarding.
If anybody was to ask me, wouldyou do it again?
I would say absolutely,absolutely.
I don't have any desire ofgoing back to work and there's
(22:44):
nothing wrong with it.
But now that I've got a tasteof this, I would never go back
and work for a large company andplay that role.
Speaker 1 (22:52):
So I don't know if that answers your question but
that's kind of how I feel nowthat I'm in it for about three
years now.
No, it does, and I think it's agreat answer because and you
probably felt this too when youwere going to invest in your
franchise, there were probablysome sleepless nights.
Am I doing the right thing?
Is this the right thing?
It's a lot of money and a lotof times when we talk to people
(23:14):
it's well, I'm not sure this isthe right time.
You know, the economy or thisor that, never a good time, and
I think it actually it's alwaysa good time, it's never the
right time Right.
And so I think it's exactly whatwhat Baba said and what you
said, which is all of us kind oflook back and say we should
have done this a lot sooner.
We should have started easilyfive years before we did, and so
(23:38):
it because the sooner you getstarted, the sooner you get past
.
To me, building a business islike raising a kid right that
first year when the baby youknow it's it's, it's hard, it's
really hard.
But as the baby grows into achild and the child grows,
things do, it changes.
I don't ever want to say it'seasy, it's different, but it
becomes more and more rewarding,and I think that's true of a
(23:58):
business.
To me it's, and it becomes sortof addictive.
It's like you want to keepadding more of them and it's fun
.
Speaker 3 (24:04):
And that and to to that point kind of where we are
versus some of the more tenuredowners.
Sure, your point is you'rehitting the nail on the head.
I see those and I'm like, hey,they put in the time, did it
right, followed the model andhere's where they are.
So hopefully I'll be able to befortunate enough to spend that
same amount of time andaccomplish some of those similar
(24:27):
goals.
So that's what I.
You know, I try to keepeverything in front of us.
There's nothing you can do withwhat happened yesterday, it's
over.
So I try to keep everything infront of us.
There's nothing you can do withwhat happened yesterday, it's
over.
So I try to keep everything infront of me to say, okay, how do
I set goals and keep theambition there in front of me to
want to go after success longterm, and so in our model, in
(24:48):
our business and the folksrepresenting Citywide across the
country, I keep an eye on that.
I want to know how others aredoing and try to do the same
thing.
Speaker 1 (24:58):
You know, jill and I we've kind of famously admitted
that we own a window cleaningbusiness and we don't know how
to clean windows and we don'tknow how to pressure wash.
But we don't want our guys tothink we're above, working
alongside them.
So we try and contribute whereour skills help.
So, like on the weekend, Ihandle the internet leads for
our GM.
It's not hard to do and peoplelike, oh my God, what does that
(25:20):
do to your life?
What we could be at dinner.
It's two seconds, it comes in.
Hey, we'd love to get you onthe books for a free estimate.
It takes no time.
But you know what it's it's.
We want it.
We also want to do our part.
I guess they call that servantleadership.
Is there anything for you likefor you guys?
How do you guys do that in yourbusiness?
Well, there's a lot ofnetworking.
Speaker 3 (25:42):
There's social media efforts here internally.
I have one of my team membersinvolved in the social media
piece.
At the end of the day it'sreferrals who you know, who you
know, that knows, someone elsedoor knocking.
But we also kind of like yousaid, sometimes we'll get a lead
through our website or whateverand follow up on it.
But yeah, we're always outthere searching for the
(26:05):
opportunity to give free quotes,free estimates to those that
are interested and we have, likeyour business, we have that
same service in our arsenal ofservices as well.
So, whether it's something on aregular basis like janitorial
support, or those once a week,once a month, once a quarter,
whatever services, we're alwayslooking for those opportunities.
(26:26):
So it can come in at any time,sure can.
Speaker 1 (26:30):
All right, I have two last questions for you and then
I promise we'll let you go Anytax advantages.
So, for example, we helpclients.
You could buy a laundromatright and those laundromat
machines qualify for up to a$500,000 section 179 tax
deduction depreciation that canbe claimed in the first year.
Is there any tax advantages tobeing a citywide or is your, is
(26:53):
your guys, more service related?
Speaker 3 (26:55):
It's all it's pretty much service related.
Yep, pretty much servicerelated.
Speaker 1 (27:00):
All right, and then um, I was going to ask another
question.
I had two questions, but youknow what that I think that one
just took care of all of it.
Oh, I know.
Um, so obviously right now hottopic, and when people look back
on this podcast, for all of youin the future that are watching
two years from now, I'm goingto ask a question that probably
won't age well, but any concernsmay the tariff stuff going
(27:22):
around right now affecting yourguys' business, raising your
costs?
Speaker 3 (27:26):
We have had some communication throughout our
business about that.
When it comes to the toolssupplies we use, whether it's
equipment, cleaning chemicals etcetera that we would use for
service, we're keeping an eye onit.
We have seen maybe a couplevendors message us about that
that provide us those things,maybe on a nationwide basis.
(27:47):
So we're keeping a close eye onthose things.
For sure it can be impactful ifit gets, you know, too crazy,
but right now we're just keepingan eye on it yeah, I think it's
the same for us.
Speaker 1 (27:58):
I mean, we're mainly delivering services, so for a
business like ours it's not abig impact, but hopefully it's a
lot of posturing, but we'll.
We'll leave that to people thatthat work that side of the
shirt anyways.
Well, listen, bubba, this hasbeen very, very cool to have you
on today.
For those of you that areinterested in learning more
about Citywide as a potentialfranchise opportunity, you know
(28:19):
the drill Text us at305-710-0050 for more
information.
Bubba, thank you so much forbeing on the podcast today.
Speaker 3 (28:28):
You're welcome, appreciate the opportunity.
You all take care.
Speaker 1 (28:32):
Same to you, sir.
Take care Bye.
Hi everyone, Welcome back to the we Bought a
Franchise podcast.
I'm Jack Johnson.
Speaker 2 (00:04):
I'm Jill Johnson.
Speaker 1 (00:05):
And we have today a very special guest.
We have Bubba Snyder, who isthe owner of a citywide facility
solutions franchise.
Bubba, welcome to the show.
How are you?
Speaker 3 (00:15):
Thank you.
I appreciate the opportunity tovisit with you today.
Speaker 1 (00:18):
You got it.
What market are you located in?
Speaker 3 (00:21):
Located here in Birmingham, alabama, and also a
partner in Huntsville, north ofme Wow, Okay, very cool, I have
to tell you.
Speaker 1 (00:29):
So we have been very excited to talk to a citywide
franchise owner because, as I'msure you know, you guys have
revenue averages that, quitefrankly, blow almost every other
franchise out of the water.
But I'm willing to bet 99% ofthe franchise searching
population has no idea thatCitywide even exists.
(00:51):
Would you mind, can you sharewith us our journey and how you
found this franchise, and maybea little bit about yourself and
what it's been like to sort ofscale your franchise?
Speaker 3 (01:00):
Sure, so 2020, covid the COVID timeframe things
started changing.
I came out of the corporateAmerica type role, working with
a big Fortune 200 company,playing a role that oversaw and
managed several the cultureEveryone's stranded at home, and
at that time I was don't mindsharing my age.
(01:30):
I was approaching the50-year-old mark and so I was
like, is this what I want to dothroughout the rest of my
working life?
And so I started talking tofolks that I've known over the
years.
I got introduced to thecitywide franchise business
model, did a little research,talked to several owners and,
(01:51):
about a year later, met twogentlemen that had really
secured the Birmingham marketfrom an investment perspective,
met with them and I'm a partnerwith them as the operating
partner here in Birmingham sinceMay 1st of 22.
So you know, my working pathstarted, you know, working in a
family business, transitioned tomore of a big company
(02:14):
atmosphere and did that forabout 20 years, and then I found
myself here the last two and ahalf, almost three years.
Speaker 1 (02:21):
Very cool.
And before I ask youspecifically what you guys do at
Citywide, the numbers accordingto the 2024 FDD showed
locations, the average forlocations.
I'm not going to ask you foryour numbers because we're going
to keep this FTC safe andcompliant, but the average for
Citywide locations is $7.8million, with the top quartile
(02:45):
achieving I think it was $18million and the number one
franchisee I don't know how manylocations they have coming in
at a whopping $40 million.
I mean, are these numbers real?
Speaker 3 (02:55):
They are, they are.
We're at the 100 mark, I think,of ownership, maybe a little
bit over Ownership, maybe alittle bit over I think last
summer.
When me and my partnerspurchased the Huntsville market
north of me, I think we were 102, 103, whatever.
So we're a little bit over 100markets now.
But the numbers that you sharedare accurate from what I see,
(03:17):
and so it's been a really funride thus far.
Speaker 1 (03:23):
So what do you guys do?
How does a franchise do this?
Speaker 3 (03:26):
Yeah, so our business models design.
We're a sales and managementcompany and we're managing the
skill sets in the commercialproperty facility maintenance
industry.
We go in and our approach is tosave our clients time and solve
their problems, and what we dois we represent them at the
table right.
So we go in.
(03:46):
As you know, there's a lot ofcompanies out there that have
someone in charge of theirproperty or their building or
their facility group ofbuildings on their property, and
those folks normally wear a lotof hats, and so what we like to
do is go in, take that workloadoff of them because on a
commercial property you'redealing with 20 plus different
contractors in a lot of casesand so we're able to take that
(04:10):
burden off of them, representthem at the table, manage that
for them, give them back time tofocus on what their business
represents locally.
So we go out and we pretty muchtarget all industries.
There's a handful that reallydoesn't fit us, but otherwise
anything commercial wise outthere.
We're looking to try to partnerwith them and help them.
Speaker 1 (04:31):
Wow, very cool.
Yeah, we own so our business.
What we do is we provide windowcleaning interior, exterior,
for both homes and businesses.
As you can imagine, a lot offrom very large.
We clean a massive building inPalm Beach.
We do all the interior,exterior windows.
We do the pressure washing of,say, the sidewalks and the
buildings, and for residentialsame sort of thing, we also can
(04:54):
do things like paper sealing.
One of the challenges that we'vefound is that when we land
these larger commercialcontracts, it's great, right,
they're large amounts, but theaccounts receivable side was
something that, quite franklyand I'm embarrassed to say this
because I've been in franchisingfor most of my life now I
wasn't really prepared for it.
It's like, all right, we justlanded this really big job, but
(05:18):
it's going to take our guys sixdays to do it and we're not
going to get the money for amonth, and so it's something
we've had to sort of adjust andbe prepared for and we intermix,
sort of faster payingresidential jobs For you guys.
What does accounts receivablelook like for you guys?
What kind of time periods doyou see in your business?
Speaker 3 (05:34):
Yep.
So we have, I would say, two tothree groups of receivables.
I have clients on net 10.
So the helps cashflow obviously.
The majority are around net 30.
And then some of our biggertype clients, bigger brands,
bigger, larger recognizablenames, sometimes extend 45 to 60
.
So yeah, if I had to, may 1stwill be three years for me.
(06:00):
Cash flow continues to comethrough and I'm at a minimal
percentage of late, so it's beenpretty, pretty good.
In other words, I chase verylittle money.
Speaker 1 (06:11):
That's great.
Does Citywide give you a?
Do you have a CRM that helpsyou to kind of manage all this
through them?
We do.
We have a CRM.
Speaker 3 (06:19):
All of our clients and service providers
contractors are in there.
We have the ability to manageall of that data from a CRM, and
then we also have other systemswe use and we have a data
warehouse as well that receivesall the data from all the areas
that we use systematically.
Speaker 1 (06:40):
Cool yeah, and it's the same for us.
When I log on in the morningand I get the dashboard, you
know it's like in the right handcorner.
I've got you know what peopleowe us, what's overdue, what
we're going to bill for the restof this week, what we've
collected, and they've actuallyintegrated some pretty cool AI
features into the mix as well,which which is really helpful to
(07:00):
us to us.
Speaker 3 (07:10):
Yes, it's been easy to adapt and implement on the
team to get accustomed to it, soit's not really been a
challenge at all.
So our systems work well forthe most part.
They're continuing to invest inimproving those, as you would
in any business.
So far, so good.
Speaker 1 (07:20):
What's life been like for you as a business owner
versus a corporate Americaemployee?
What have you seen in terms of,maybe, lifestyle or freedom,
flexibility?
What have been the differencesthere?
Speaker 3 (07:32):
Yeah, great question.
When me and my wife sat down andlooked at this opportunity, we
had to talk about that.
When you open this type ofbusiness and you guys are
probably aware you're wearingseveral hats type of business,
and you guys are probably awareyou're wearing several hats,
from a sales to your operationshat, to your HR, to your
accounting, and the list goes onand on.
And since, as we approach theend of our third fiscal year, if
(07:55):
you will, those hats are slowlybeing removed and put on others
on the team, but we knew it wasgoing to be some long days.
Right, our business model andthe services we provide our
clients does take us outside theoffice a lot, and so we want to
be on site where we areproviding a specific service,
especially out the gate, untilwe are comfortable and ensure
(08:17):
our crews are doing the workproperly.
But yeah, we had thatconversation.
Moving from a corporateposition, working from home or
catching a flight and flyingsomewhere else in the country is
a lot different than driving 30minutes or so to your office
and digging in each and everyday and sometimes a lot of times
on the weekends as well.
So it's a lot different it is.
Speaker 1 (08:40):
It's we talk to our to our son about this all the
time because it's on the weekendand again, I feel like as
business owners, we've got a tonmore freedom than we ever had
before, but it's different.
There's still there's thingsthat you do differently than you
did when you were working forsomeone else.
So there are.
There are sort of there's arhythm of things that I do on
the weekend for our businesses,between our franchise consulting
(09:02):
business and our pinks windowsbusiness.
That I'm just sort of used todoing.
And so I.
But I think when it's it's likewhen you're working on your
house, when you're working on ahouse that you own, it's a lot
more rewarding than fixing itsomething on a house that you're
renting.
And that's the way I look at it.
Speaker 3 (09:19):
And we're looking at this as well, the same way.
And we're looking at this aswell, the same way.
Nothing wrong for working for abig company and managing folks
from different areas of thecountry, different cultures, but
at the end of the day, now weshould get more of a return on
(09:40):
our time and effort andinvestment.
We're excited about that, we'reexcited about spending the time
and, um, um, having somethinglong-term there.
Speaker 1 (09:48):
uh, as well yeah, I mean to have a business that if
you want you can sell and and ithas um a high valuation.
I mean that's kind of again the,the freedom of business
ownership yeah to me the thething that I it feels like when
we talk to new clients about thesort of challenges of franchise
(10:11):
business ownership, it feelslike we're always talking about
revenue first and gettingclients.
But what I really believe it isis having the right team and
managing employees and havinggood employees, and that to me I
(10:31):
mean we every day we get two tothree new people contacting us
about services, but having theright people to deliver those
services, that's the mostimportant thing.
I don't know for you guys yourmodel's a little different, but
I'm assuming employees are stillthe number one sort of
challenge.
But tell me from yourperspective what that's like for
you guys.
Speaker 3 (10:45):
Yes.
So when we opened one of thethings coming from my previous
path, if you will chapter in myworking life one of the things I
believed in is because I waskind of involved in a similar
type concept sales and service.
Right, you had your sales sideof the business providing
opportunities for your, yourservice side or operation side,
(11:05):
to take care of clients and keepclients happy and retain them.
So I've approached thisbusiness kind of the same way
hey, build your infrastructureto be nose up.
You build your internal team tobe able to keep the business on
(11:28):
the books, make sure your crewsare being consistent with the
services you provide yourclients, etc.
So that's been kind of myapproach to this.
Managing people is something Ienjoy.
I'm developing folks becauseyou know as we get older we can
look back and know folksdeveloped us or helped us get
where we are.
So I like to do the same thingto those that next generation.
(11:50):
So I continue to build my teamas we need to.
I've had very little turnover.
I want to show employees thatthey have a vital role in this
organization to keep it nose up,and so I've taken the same
approach really to thatperspective as I have throughout
my career.
And then from a clientperspective, we want to keep
(12:14):
that business and we take pridein following the business model,
providing the services thatwe've agreed to support and do
it right and do it consistently.
So when we just came back fromour annual convention and we
were recognized as an office inthe country that does have a
solid retention rate, so I takepride in that as something I've
(12:35):
always believed in.
Why bring someone into yourorganization and not provide
them what you promise and thenthey walk away out the back door
?
So that's something I preachhere with my team to make sure
our clients are happy at alltimes.
Speaker 2 (12:50):
Is there anything that you do in particular to
keep that retention?
Like, is there, you know how doyou do that?
I think that's like the numberone question.
You know it's something westrive to do as well, but
there's always challenges withthat.
Speaker 3 (13:04):
So you don't have to reveal your secret, but some
tips, give us your secrets.
Well, I mean, that's a greatquestion.
It's one that I thought aboutearly on.
Our business model is designed.
Each seat on the bus, everyrole is designed.
So if you follow that modelproperly and you're in front of
the customers and you'recommunicating right and you're
utilizing the skill sets forevery service you offer and
(13:25):
you're ensuring that you'resetting expectations with your
service providers, you've got abetter chance of it all coming
together right.
So we talk a lot here, hey, arewe going about our day the way
it's designed to be?
And if we are, then we've got abetter chance of retaining
(13:47):
business.
If we're in front of the client, we should be talking about
four or five things, you know,hey, are we meeting with the
right person, the decision makeror representative of the
company who's going to possiblymake a decision that could
impact us right, good or bad?
Going to possibly make adecision that could impact us
(14:07):
right, good or bad?
Are we checking properly?
Our services are beingperformed right?
Are we looking at other ways tohelp our clients, to show the
value we bring?
One point of contact againsaving a client time and solving
their problems is kind of ouruniversal value proposition.
So if we're doing, if we coachand train our folks properly and
we're doing all of those thingscorrectly, we've got a better
(14:28):
chance of retaining clients.
That's just the way our modelis designed.
Speaker 1 (14:34):
Where was your guys' franchise conference?
Speaker 3 (14:36):
San Antonio.
Speaker 1 (14:37):
Oh, that's, a nice spot, yep.
Speaker 3 (14:39):
Yep, we were there.
Speaker 1 (14:40):
How's the support for you guys from CityWise in terms
of how they support you guys?
Speaker 3 (15:03):
markets, encountering everything we could possibly
encounter in a day, and for thesupport center to be there,
whether it's a technical issue,whether it's having maybe an HR
department guide you through thehiring process.
If you need any assistancethere, any aspect of the
business the support center has,and it's been really good to be
able to lean on them as we'rewearing all these different hats
as we take off in this business.
The Sports Center's been there,but pretty much every aspect
(15:25):
that you would need, so it'sbeen really we just had our.
Speaker 1 (15:33):
So every week we do a weekly conference call with our
Pink support team and we goover just basically the network,
new franchisees coming in andwe actually get to see, from a
sales perspective, where everyoffice is recurring revenue,
last week's revenue, five-starreviews as well as our close
rate.
I love it.
I know there are some peoplethat don't like to have that
kind of data.
I want as much data as possibleas a franchise owner and I
(15:56):
think it's great to see how wecompare to other markets.
And one of the things that Jilland I have always felt like is
that franchising is acompetitive sport and it's not
just for us to grow a business.
We want to win.
We want to be a top performinglocation, and I think that's one
of the things.
A lot of times when we talk tonew franchise owners or
prospective franchise owners,there's a lot of fear, right, oh
(16:18):
my gosh, what if I lose money?
What if it doesn't work?
And what we talk to them aboutis, if you embrace this sort of
competitive mentality where,let's say, you're going in and
you're a part of a cohort of newfranchise owners, if your focus
is to have the top revenue and,you know again, do it by
providing great customer service.
But if you are embracing acompetitive attitude and you
(16:39):
want to win, that's just anotherway to make sure that your
location performs very well.
Speaker 3 (16:44):
Yes, we're able to do that.
Our data warehouse provides uskind of a high level perspective
on how other owners areperforming in other markets.
Your Birmingham market, wecould say, is kind of the middle
size market, competing againstyour Atlanta's, la's, you know
all those Chicago's, whatnot.
But for the most part we cansee each other's monthly
(17:08):
performance, if you will.
But we also collaborate a lot.
We also talk to each other alot.
Hey, what's working there,what's not?
Hey, don't do this.
You know I've failed at this.
And so we have a couple ofthings in that bucket.
One, the support centerprovides a business consultant.
So if I'm meeting with myconsultant once a week, if you
(17:29):
will, I know I'll have thatlittle time slot on my counter
to share.
Hey, I need help here, or couldyou find me some better
resources here, or whatever.
The other side of that coin iswe have peer groups.
I have a peer group or two thatI collaborate with, if it's
just through general email, orwe meet once a quarter and we
share successes where we wonsomething where we didn't, and
(17:52):
we help each other.
So it's basically a big, largefamily where everybody's driven
to accomplish basically the samegoals, which is success and
growing their business and wehelp each other out.
And that's been really a warmfeeling, if you will, and it's
consistent, kind of going backto our convention a couple of
few weeks ago, you know, we getto see each other once a year.
(18:14):
We're able to sit down and talkand catch up.
If it's someone I haven't seenand I've seen them throughout
the year be successful and Iwant to go hey, what are you
doing?
Hey, let me.
Let me pick up on that.
So to your point yes, we do alot of that in our model, our
business model.
Speaker 2 (18:31):
That's great.
I love that.
You know, when we talk aboutfranchises and everyone says you
know you have the support teamand you have the blueprint and
you know you have all that.
It's also the other franchiseestoo, you know.
So it's it's be like what yousaid kind of working with each
other, trading stories, you know, getting tips, and you don't
get that with a lot ofbusinesses.
If you start your own business,you're on your own.
(18:51):
This is, you have the friendlycompetition.
You want to.
You know beat them, of course,numbers wise, but also you want
to learn from them too, and it'sbeen really helpful for us
especially.
We're in South Florida, so ourweather is challenging, so our
off season is opposite thaneveryone else's off season, so,
but that was something that welearned, so we can all kind of
talk like we went through itfirst, so we can suggest certain
(19:13):
things that worked for us andwe can help other people and
vice versa.
So we really love that.
Like you said, like a family.
You have a family and you havepeople really truly looking out
for one.
Speaker 3 (19:22):
Yeah, that's been.
The really cool part is beingable to collaborate with others,
and one of my partners is anowner in St Louis, so he's been
around a lot longer than me soI'm able to bounce things off of
him as well, so that's beenkind of a positive thing, if you
want to call it that.
Coming in as a new owner almostthree years ago and being able
to talk with others, that's beenthrough it longer, that's
(19:45):
experienced more challenges, ifyou will, so we can reduce them
if we're able to just reduce thechallenges.
But starting a business isstarting a business like most
are, and fortunately for us hereat Citywide we're able to join
a business model that's beensuccessful, continues to grow
and if we follow the model,we've got a really good chance
(20:06):
of being successful.
So that's what I'm excitedabout.
Speaker 1 (20:09):
That's right.
I mean, it's franchiseownership.
Ultimately, franchise ownersmake franchises special.
There are some people out therewho like to try and quantify it
and say, hey, can I keep my job?
Can I work, you know, fivehours a week?
And I just don't think anyone,before they get into it, can
know how they're going to beable to balance it.
(20:30):
Maybe you can, but the truth ofthe matter is is that it
probably is going to take morethan you think, especially in
the beginning.
It's harder in the beginning,especially the first six months,
but you find your rhythm andyou learn how to be a franchise
owner, you learn how to be abusiness owner and you just
won't know until you get in.
And so the the almost universalquestion is could I do both?
(20:50):
Could I keep my job and have mybusiness?
And sure, maybe there's somebusinesses where you could do
that.
But if you've got employees andyou're out there serving
clients, I think it's probably alot harder to do that.
And but it's you know again,everybody's different and every
business is a little different,but my experience is, and Jill's
experience is the same the shitusually hits the fan at the
least opportune time.
Speaker 3 (21:11):
It does, it does, it does.
Yeah, now, looking back, Idon't see there was any way I
could be involved in twodifferent adventures, if you
want to call it that.
There's just too much going on,plus having an investment in
the business.
You want to get going, you wantto focus on that, you don't
want any distractions.
So that's one thing that wereally sat down and looked at at
(21:33):
home before we got going andboth understood hey, this is
going to, we might have somedistractions or moments of
interruption, but at the sametime we got to just keep the
focus and keep looking ahead.
Speaker 1 (21:49):
Yeah, yeah, I mean I think that's the great thing
about it.
Well, is there anything wehaven't asked that you think is
important for folks to know ifthey're exploring citywide or
just franchise ownership ingeneral?
Speaker 3 (22:00):
No, I mean.
All I would say is all theyears that you know I was
working for a bigger company.
Looking back, you always think,man, I wish I had got into
something like this sooner Right.
Think, man, I wish I'd have gotinto something like this sooner
right.
But I had not ever looked intobeing a business owner.
(22:21):
And now that I am, and nowpartaking in a second market and
second franchise, it's reallyrewarding in a lot of ways and
hopefully one day as far as aninvestment, that part comes over
time.
But it's been really rewarding.
If anybody was to ask me, wouldyou do it again?
I would say absolutely,absolutely.
I don't have any desire ofgoing back to work and there's
(22:44):
nothing wrong with it.
But now that I've got a tasteof this, I would never go back
and work for a large company andplay that role.
Speaker 1 (22:52):
So I don't know if that answers your question but
that's kind of how I feel nowthat I'm in it for about three
years now.
No, it does, and I think it's agreat answer because and you
probably felt this too when youwere going to invest in your
franchise, there were probablysome sleepless nights.
Am I doing the right thing?
Is this the right thing?
It's a lot of money and a lotof times when we talk to people
(23:14):
it's well, I'm not sure this isthe right time.
You know, the economy or thisor that, never a good time, and
I think it actually it's alwaysa good time, it's never the
right time Right.
And so I think it's exactly whatwhat Baba said and what you
said, which is all of us kind oflook back and say we should
have done this a lot sooner.
We should have started easilyfive years before we did, and so
(23:38):
it because the sooner you getstarted, the sooner you get past
.
To me, building a business islike raising a kid right that
first year when the baby youknow it's it's, it's hard, it's
really hard.
But as the baby grows into achild and the child grows,
things do, it changes.
I don't ever want to say it'seasy, it's different, but it
becomes more and more rewarding,and I think that's true of a
(23:58):
business.
To me it's, and it becomes sortof addictive.
It's like you want to keepadding more of them and it's fun
.
Speaker 3 (24:04):
And that and to to that point kind of where we are
versus some of the more tenuredowners.
Sure, your point is you'rehitting the nail on the head.
I see those and I'm like, hey,they put in the time, did it
right, followed the model andhere's where they are.
So hopefully I'll be able to befortunate enough to spend that
same amount of time andaccomplish some of those similar
(24:27):
goals.
So that's what I.
You know, I try to keepeverything in front of us.
There's nothing you can do withwhat happened yesterday, it's
over.
So I try to keep everything infront of us.
There's nothing you can do withwhat happened yesterday, it's
over.
So I try to keep everything infront of me to say, okay, how do
I set goals and keep theambition there in front of me to
want to go after success longterm, and so in our model, in
(24:48):
our business and the folksrepresenting Citywide across the
country, I keep an eye on that.
I want to know how others aredoing and try to do the same
thing.
Speaker 1 (24:58):
You know, jill and I we've kind of famously admitted
that we own a window cleaningbusiness and we don't know how
to clean windows and we don'tknow how to pressure wash.
But we don't want our guys tothink we're above, working
alongside them.
So we try and contribute whereour skills help.
So, like on the weekend, Ihandle the internet leads for
our GM.
It's not hard to do and peoplelike, oh my God, what does that
(25:20):
do to your life?
What we could be at dinner.
It's two seconds, it comes in.
Hey, we'd love to get you onthe books for a free estimate.
It takes no time.
But you know what it's it's.
We want it.
We also want to do our part.
I guess they call that servantleadership.
Is there anything for you likefor you guys?
How do you guys do that in yourbusiness?
Well, there's a lot ofnetworking.
Speaker 3 (25:42):
There's social media efforts here internally.
I have one of my team membersinvolved in the social media
piece.
At the end of the day it'sreferrals who you know, who you
know, that knows, someone elsedoor knocking.
But we also kind of like yousaid, sometimes we'll get a lead
through our website or whateverand follow up on it.
But yeah, we're always outthere searching for the
(26:05):
opportunity to give free quotes,free estimates to those that
are interested and we have, likeyour business, we have that
same service in our arsenal ofservices as well.
So, whether it's something on aregular basis like janitorial
support, or those once a week,once a month, once a quarter,
whatever services, we're alwayslooking for those opportunities.
(26:26):
So it can come in at any time,sure can.
Speaker 1 (26:30):
All right, I have two last questions for you and then
I promise we'll let you go Anytax advantages.
So, for example, we helpclients.
You could buy a laundromatright and those laundromat
machines qualify for up to a$500,000 section 179 tax
deduction depreciation that canbe claimed in the first year.
Is there any tax advantages tobeing a citywide or is your, is
(26:53):
your guys, more service related?
Speaker 3 (26:55):
It's all it's pretty much service related.
Yep, pretty much servicerelated.
Speaker 1 (27:00):
All right, and then um, I was going to ask another
question.
I had two questions, but youknow what that I think that one
just took care of all of it.
Oh, I know.
Um, so obviously right now hottopic, and when people look back
on this podcast, for all of youin the future that are watching
two years from now, I'm goingto ask a question that probably
won't age well, but any concernsmay the tariff stuff going
(27:22):
around right now affecting yourguys' business, raising your
costs?
Speaker 3 (27:26):
We have had some communication throughout our
business about that.
When it comes to the toolssupplies we use, whether it's
equipment, cleaning chemicals etcetera that we would use for
service, we're keeping an eye onit.
We have seen maybe a couplevendors message us about that
that provide us those things,maybe on a nationwide basis.
(27:47):
So we're keeping a close eye onthose things.
For sure it can be impactful ifit gets, you know, too crazy,
but right now we're just keepingan eye on it yeah, I think it's
the same for us.
Speaker 1 (27:58):
I mean, we're mainly delivering services, so for a
business like ours it's not abig impact, but hopefully it's a
lot of posturing, but we'll.
We'll leave that to people thatthat work that side of the
shirt anyways.
Well, listen, bubba, this hasbeen very, very cool to have you
on today.
For those of you that areinterested in learning more
about Citywide as a potentialfranchise opportunity, you know
(28:19):
the drill Text us at305-710-0050 for more
information.
Bubba, thank you so much forbeing on the podcast today.
Speaker 3 (28:28):
You're welcome, appreciate the opportunity.
You all take care.
Speaker 1 (28:32):
Same to you, sir.
Take care Bye.
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