“A lot of people go into franchising thinking there's the corporate structure of who you're franchising with, which is true and it's great, and franchising is a great model, but you still have this one problem you forget you have to deal with. It's called people.

People are not easy. There's not a book that tells you exactly how to respond to every person, every day, every scenario. The biggest challenge I see is owners, franchisees, and entrepreneurs doing the same thing. I can do this. I'm a people expert. I can manage it all. I know how to do bookkeeping and finance and accounting and marketing and supply chain, and HR, and I'm great at all of it. The reality is you're not, and it's okay not to be.”

Many people assume that franchising’s structure and support take most of the complexity off the table. But here’s the reality: even with a strong brand and proven systems, you’re still managing people—and that’s never simple.

You don’t have to be great at everything. Franchise ownership isn’t about doing it all—it’s about knowing when to lean on others.

Shifting from a “do-it-all” mindset to “build-the-right-team” can be the key to avoiding burnout, staying out of trouble, and setting yourself up for long-term success.

We cover many current and relevant topics. A few include:

◈ The beauty of “fractional” HR expertise

◈ What’s the difference between a contractor and a W-2 employee?

◈ Why it makes sense to bring in HR before you have an issue

“We're so different. If you built us from the ground up right now, you couldn't make us any more different than we are. Yet, we make great business partners because we have a common goal. One of the things that I always try to coach people on, when I'm talking to them about leaving corporate America and considering owning a business, is their WHY. It seems kind of trite, but it is about the WHY.

What are you trying to get to? What is your bigger goal, and what are your values? That's how we tried to approach deciding on a business when we worked with you. You gave us four wildly different opportunities to look at through FranNet, which I thought was pretty amazing. I was like, ‘man, you couldn't have made these any more different if you built 'em from the ground up.’ But then, we made our decision based on what aligns with our values and what aligns with where we are going. It wasn't only about what Greg's good at or what I'm good at, or what he's passionate about, or what I'm passionate about. It was more about what serves the bigger goal for us as a family and the legacy we want to build.

If your WHY isn’t big enough, business ownership likely won’t happen for you. Passion and skill only take you so far—you need a reason that keeps you going when things get hard. Greg and Gayle chose their business not solely based on interests, but on what aligned with their values and the legacy they want to build. That clarity gave them direction and staying power. If you’re exploring franchise ownership, start with your WHY. Without it, you risk building someone else’s dream in your next job, instead of owning a business that fuels your life.

We cover many current and relevant topics. A few include:

◈ Working through the start-up phase when it’s slower than you’d like

◈ There’s more to owning a business than simply replacing a paycheck

◈ How important it is to have a strong WHY when considering business ownership

“Our investment is $59,500.00. That’s for a 10-year franchise agreement. It gives you the rights to market anywhere in the U.S. Our franchisees are allowed to have 200 protected businesses at any one time in our CRM system, so that way they're protected. No other franchisee can target those prospects. Two hundred prospects will take you a few months to work through. It doesn't sound like a lot, but it is a lot.

The way we operate with clients is that we share in the savings 50/50. For every thousand dollars we save a client, they keep the first five hundred, then we invoice them five hundred. Our contracts provide an option for a business to engage with us for 36 months or 60 months. The key difference is with the 36 months, which is three-years of recurring revenue for a franchisee every month for the next 36 months, (I call it our base model contract), where we go in, we negotiate, we get the best prices because of our benchmark data, our back office, and our centralized system.

We know at any point what a client should be paying for a particular service or good. Our second pricing option is 60 months. This is what I loved about P3 when I got involved. If you sign up a client, you want to keep that recurring revenue coming in for as long as you can. With our 60-month option, we monitor the invoices and contract compliance over that period, and we're still sharing in the savings 50/50. That doesn't change. Some clients prefer us to be in and out pretty quickly. They just want the savings and that's it. 85% of our clients opt for 60 months because, once they see what we do and the monitoring and what's involved in the heavy lifting, they're happy for us to continue to be involved with their business.

We've got some clients who’ve signed up for another 60 months after the initial 60-month period expires. They see the value. So our model's based on lowering cost over a period of time.“

This franchise model offers a rare blend of low startup investment and long-term recurring revenue. For just $59,500, franchisees gain nationwide marketing rights and exclusive access to 200 protected prospects, which gives them a focused, manageable pipeline with no overlap or internal competition.

What truly sets this apart is the performance-based, recurring revenue model:

• Franchisees earn 50% of all verified client savings, creating a built-in incentive to deliver results.
• 36 or 60-month contracts create a steady monthly income stream.
• 85% of clients opt for the longer 60-month term, showing high satisfaction and trust in the ongoing value provided.
• Renewal beyond 60 months is common, compounding long-term earnings.

The franchise provides centralized pricing intelligence and negotiation support, enabling franchisees to deliver expert-level value without needing deep industry knowledge.

Unlike traditional franchises with inventory, leases, or large teams, this lean, service-based model scales with clients, not overhead. It’s ideal for those seeking a professional, executive model with strong income potential and meaningful client impact.

We cover many current and relevant topics. A few include:

◈ Scaling a consulting business vs. a brick-and-mortar business

◈ How things out of your control can affect your business - like the weather

◈ A service-based, low-cost, recurring-revenue business model