How did I create a multi -unit franchise operation without leaving my day job

I spent many decades as a business and Management speakerTo present to leaders about performance, leadership and construction of strong teams. But at the beginning of my career, I began to feel a bit uncomfortable.

I was giving advice to managers and experienced business owners, many of whom had more experience than me. I didn’t want to be considered as another speaker who speaks about theory but lacks the credibility of the real world. I wanted to lay the foundation of experience, not just my vision.

Then one day, while turning through airline magazines, I saw an advertisement for edible arrangements. Click some. The franchising made me interesting because it is a model that combines consistency and change. Everyone follows the same system in similar markets, but performance varies. This meant that it had to be variable. If I can identify it and work for myself, I will not just make a business – I will have insights that I can bring to my clients.

My goal was to never give up my speaking career. This is still my basic passion. But I wanted to meet it with a business that accelerated my message and increased my income. Similarly, in 2006 I ended the franchise of edible arrangements.

Let me be clear: There was nothing about this project “part -time”. Opening the franchise means borrowing, signing 10 -year lease, investing in construction, management of employees, and serving consumers. It requires full commitment – even if I can’t stay there every day.

Related: Do you have a franchising right for? Ask yourself to find these 9 questions.

We had to face the share of our challenges especially initially. But finally, we made one of a high -volume places in California. Later, I got a struggle and made it profitable within a year. We won the award for the best customer service and year manager of more than a thousand stores around the world – all this when I was still traveling for speaking engagements.

So, how did I do it? Here are the six major strategies that make it possible:

1. Choose the correct franchise model

Not every franchise is suitable for absent ownership, even if the sales team says. I chose a brand that was allowed, but quickly found out that success still needed deep engagement. You do not need to be physically present at all times, but you have to be mentally present.

I searched for clear systems, brand standards, and strong corporate support business. I also talked to other franchises to ensure that my double career setup was realistic. I was not just an investor – I was still a leader, just going from a distance.

2. Create a system that works without you

If I do not live in the store every day, I needed a system to maintain its status and accountability. Every night, the closing employee sent me a detailed report on sale, problems and feedback. I installed security cameras to monitor the store from afar and confirm open and closing hours. I can log into my system from anywhere to review dashboards and performance data.

Cross training was another important strategy. Each member of the team can handle many tasks, which can give us flexibility and prevent staff from sects.

3. Get the right people’s services (and keep)

Everything changed in search of the right manager. My first two fares were solid but not established. Third, Jennifer joined nine months and remained in the rest of my property. Even after selling stores, he worked with the new owner for a year.

Jennifer and I was in touch daily, even when I was on the road. When I was home, I would meet at least once a week to stay connected to the team. I didn’t work in the shifts, but I maintained the presence. I was not doing micro management – I was managing culture.

Related: Connected for Success: 4 key values ​​of mutual organizational culture

4. Guide to Culture – Even from far away

Culture is not just – it has to be shaped. We often talked about who we are as a team and what kind of environment we want. We gradually received training, coaching permanently and providing employees an opportunity to guide them. Their input helped us in innovation, fulfill the goals and stay connected.

When the team members proved themselves, we gave them more independence. This investment was paid in loyalty and performance. Stores just didn’t feel like me – they felt like that Ours.

5. Let’s overcome (by strategy)

No one runs a business as I have. No one sold that much or took deep care. But they didn’t have. I learned that if the team could work at 80 % of my personal standards, it was enough to succeed, and it provided me with a place to speak and open the second place.

Leaving gave others a place to step. It made Jennifer’s job easier. And he allowed me to focus on increasing business, not just running it.

6. Manage the numbers by

When you are not on the site, the matrix becomes your eyes and ears. I saw weekly sales, average ticket size, costs and consumer reviews religiously. I studied every P&L. I also tracked the individual performance of the employees so that Jennifer can coach in real time when needed.

He managed the floor. I arranged the numbers. This structure kept everything vibrant, even when I was out of the city.

A proud moment of my franchise travel was winning the best customer service award. It was not just about sales – it was about the culture we made. The award confirmed what I would believe: The success of the franchise is not about working hard. It is about better work, systeming and growing people.

The experience not just strengthened my speaking content – it changed it. I had real stories. The real win is real. All this added to my message. You don’t have to give up your day job to build a successful business. But you need to take this business seriously. Keep the system in place. Guide your people. See your number. And above all, trust the team you have created.

That way you increase something great – even when you are not there to see it.