"If you’re pursuing a business, it's going to take some steps of faith. If you have the opportunity to do something from the start, like I did, I had to get a lot of black eyes, bloody noses, and stubbed toes, all to put myself in a position where I can educate someone on a clear path. So I do think franchising is a really proven strategy. It’s important to find the system that's right for you and the right culture fit of the leadership team. I also think that it should be something that's meaningful to you. I believe there should be some purpose and meaning behind the concept; it has to speak to you. The number one tip that I would suggest is that, like myself, there were times in my life where I felt paralyzed because I was rehearsing my past, and I thought that that was going to prevent me from doing something in my future, or I was scared, or I didn't have the right resources. So my recommendation or tip would be: do it scared."

Tim offers real-world honesty and hard-earned insight. Starting a business is tough, and building one from scratch is even tougher.

This is a reminder that franchising doesn’t promise overnight success, and no franchisor will do the work for you. But with a proven system, you’ll have a clearer, faster path to success, and less risk along the way.

Will fear show up? Absolutely. It does for all of us. But the key is to do it anyway. “Doing it scared” is part of the journey to your next, braver chapter. You’re not alone.

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

◈ Franchisors all have their “ideal candidate” and what that looks like for this concept

◈ Finding purpose in the product or service you offer

◈ The fear-factor of starting a business

"As a business owner, you have to be willing to invest in yourself. We have budget and line items for social media, marketing, office supplies, for our lawyers, and different things, but we don't necessarily have a budget for our clothes and how we show up. You might have logo-branded material, okay, great, but how are you going to differentiate yourself, and how is that going to make you stand out from your competitors?"

Most new franchisees are prepared to budget for marketing, staff, and operations, but rarely do they think of personal presentation as part of the business strategy. This perspective reframes how your appearance is part of your brand equity.
Franchisees often rely on the brand’s name or logo to build credibility, but Elisa’s insight says that’s not enough. What sets you apart isn’t just your signage or uniform; it’s how you present yourself as the face of your local business. This draws attention to something often overlooked: you are a walking representation of the brand.
In a competitive market, every edge counts. Elisa’s message reminds us that standing out isn’t just about your business's features and benefits; it’s about how you show up. Confidence, professionalism, and consistency in your appearance can influence trust, loyalty, and even sales.

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

◈ Using your wardrobe to be fun, authentic, and memorable

◈ Tips for building a wardrobe capsule that fits your lifestyle

◈ Transitioning your wardrobe: from corporate employee to business owner

"As an emerging brand and a relatively new business (I started the company in 2021), it's been incredibly valuable to partner with franchisees who bring such diverse experience and expertise from their respective backgrounds. One of the things I love most is the collaboration. We work closely together, and I’ve learned so much from them. It’s also been fascinating to connect with people from all over the country, each with different life experiences. That diversity has enriched the journey."

For clients who are creative, entrepreneurial, or eager to influence a brand’s growth, emerging franchise systems like this one can be especially appealing.

They offer a unique advantage: the chance to help shape the brand’s future, not just follow a preset playbook. Unlike mature systems where everything is firmly established, newer brands foster a more collaborative environment. Franchisees are not just operators; they’re contributors whose ideas and experiences play an active role in how the business evolves.

It’s the ideal fit for those who want the structure of a proven system but are also excited by the opportunity to build, innovate, and grow alongside a like-minded, engaged community.

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

◈ From stay-at-home mom to becoming a franchisor

◈ The value of working with people you like, trust, and respect

◈ The culture of an emerging franchise brand

“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

“I like to give everyone a checklist of the basics of marketing. I think you should have a one-liner. You should know how to talk about your business in a way that makes people shut up and listen. Everyone wears a sign that says, ‘Make me feel special.’ Rather than cramming your brand down someone's throat, talk about the problems that your company solves on behalf of your clients and make sure that they can understand the benefit of what it looks like to work with you. That leads to the next element, which is a really great website. If your website is clear, then people will understand what you do, and they’ll be interested in taking action. But a website has to be well optimized, and it has to have a clear call to action.“

Amber helps demystify marketing and offers a clear, practical starting point. She breaks marketing down into manageable, foundational elements: knowing how to talk about your business, connecting emotionally with your audience, and having a website that converts. As the business owner, this shifts the focus from “promoting” your business to connecting, which can be more appealing for owners who want to build genuine trust and traction early on.

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

◈ The importance of a tailored marketing plan

◈ Understanding the difference between doing your marketing yourself, hiring it out, or a hybrid model

◈ There’s always work to do when it comes to marketing, even with well-established brands

“We’re continuing to open up studios of our own. We just opened up a studio in Indianapolis that's ours. We're opening up a second one in Indianapolis this year. Courtney and Dustin, our first franchisees to sign on, opened their second studio the day after we opened our studio in Indianapolis. It was a great learning process and so much fun to go through this process shoulder to shoulder with them. We're constantly growing and modifying things to provide better support for our franchisees. This affects us too, because we're opening and operating studios along with our franchisees. We’re experimenting so that our franchisees don't have to, and implementing new programs and new marketing to understand how it's working. And then we can go to our franchisees and say, ‘Okay, cool, here's a new thing, and you should implement it for these reasons.’ It's important for us to have our team operating studios so we have firsthand knowledge as we go through these processes with our franchisees.“

This shows a real alignment between franchisor and franchisee.

When franchises actively run their own locations, they aren’t just selling a concept, they’re in the trenches with you. That means every strategy, update, or innovation they roll out has been tested on their own dime first.

Opening studios side-by-side with franchisees creates real-time learning and support. It’s a collaborative, “we’re-in-this-together” environment. It also means the franchisor is constantly improving systems based on real experience, not theory.

Because they’re operating their own units, they can experiment, refine, and then confidently share what works. This allows franchisees to focus on execution, not trial-and-error, so there’s faster innovation with less risk.

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

◈ What it takes to support the emotional leap from employee to business owner

◈ Why owning a business is not a passive investment

◈ Partnering with a franchise that has its feet on the street with its franchisees