Dina Dwyer-Owens

But my mind's still to net it all out. It's about helping anybody we touch have a better quality of life. And again, franchising is the vehicle we happen to use to do that, whether it's touching our franchisees' lives, our customers' lives, our vendors' lives. It's all about making a positive impact.

But my mind's still to net it all out. It's about helping anybody we touch have a better quality of life. And again, franchising is the vehicle we happen to use to do that, whether it's touching our franchisees' lives, our customers' lives, our vendors' lives. It's all about making a positive impact.

So in 1993, I mentioned we took our company public, which was a big step for our founder and my father. And then unfortunately, in 1994, he died of a sudden heart attack at the age of 60. So quite a young man. Wow. So one of the things that we knew as a leadership team was we had to keep this culture special. It's what attracted the strong franchisees we had.

So in 1993, I mentioned we took our company public, which was a big step for our founder and my father. And then unfortunately, in 1994, he died of a sudden heart attack at the age of 60. So quite a young man. Wow. So one of the things that we knew as a leadership team was we had to keep this culture special. It's what attracted the strong franchisees we had.

It's what attracted the great team that we had. They were aligned in those values. So we knew we had to keep that foundation strong. We took Don's original values, his belief system, and we operationalized it. So that's where Rich came from. And Rich stands for respect, integrity, customer focus, and having fun in the process.

It's what attracted the great team that we had. They were aligned in those values. So we knew we had to keep that foundation strong. We took Don's original values, his belief system, and we operationalized it. So that's where Rich came from. And Rich stands for respect, integrity, customer focus, and having fun in the process.

So when we say we live rich at the Dwyer Group, of course, we're in business to make money at the end of the day. But it's about how we treat people. And when we treat people with respect and dignity. We provide a quality product or service. Profits are the applause we get, as my friend Ken Blanchard would say. I have to say we're guilty of over the years going down some bunny trails.

So when we say we live rich at the Dwyer Group, of course, we're in business to make money at the end of the day. But it's about how we treat people. And when we treat people with respect and dignity. We provide a quality product or service. Profits are the applause we get, as my friend Ken Blanchard would say. I have to say we're guilty of over the years going down some bunny trails.

You get excited about other businesses that are franchisable or franchise. And yet our teams had to come back, stay focused on what we're really great at. And that's these home service type businesses.

You get excited about other businesses that are franchisable or franchise. And yet our teams had to come back, stay focused on what we're really great at. And that's these home service type businesses.

Yeah, a couple of things. It has a lot to do with the people. People are our pedigree at the Dwyer Group and at all franchise companies because it takes the people to create the systems and then coach the franchisees to those systems. So at Dwyer, and again, a franchise, you're right. It's all about taking what's complicated about business and streamlining that into a system or process

Yeah, a couple of things. It has a lot to do with the people. People are our pedigree at the Dwyer Group and at all franchise companies because it takes the people to create the systems and then coach the franchisees to those systems. So at Dwyer, and again, a franchise, you're right. It's all about taking what's complicated about business and streamlining that into a system or process

And training to that system or process and making sure people are living up to it. And unfortunately, these are independent small business owners. Every franchisee is a small business owner. And even though we want them all to follow the systems perfectly, that's not going to happen. You know, it'll never happen. We have 2,800 franchisees today. The majority of them do a beautiful job.

And training to that system or process and making sure people are living up to it. And unfortunately, these are independent small business owners. Every franchisee is a small business owner. And even though we want them all to follow the systems perfectly, that's not going to happen. You know, it'll never happen. We have 2,800 franchisees today. The majority of them do a beautiful job.

living by the system and those are the ones realizing the most success but unfortunately some feel like they've got their own ideas and and you know you coach them up and if you can't coach them up to follow the systems you have to coach them out because it's not fair to the other franchisees who are committed to delivering the brand promise which is really what the systems do

living by the system and those are the ones realizing the most success but unfortunately some feel like they've got their own ideas and and you know you coach them up and if you can't coach them up to follow the systems you have to coach them out because it's not fair to the other franchisees who are committed to delivering the brand promise which is really what the systems do

I'd like to talk just for a second about the distinction about the Dwyer Group's core values. We would not be where we are today. We've grown at a pace of about 50% the last three years, some of that through acquisition, but a lot of that through organic growth.

I'd like to talk just for a second about the distinction about the Dwyer Group's core values. We would not be where we are today. We've grown at a pace of about 50% the last three years, some of that through acquisition, but a lot of that through organic growth.

If it weren't for the alignment of our team around our core values, I don't think we could be here because it's one thing to have great systems, but if you don't have great people that really believe in those systems and believe in delivering that value to the customer, you're right. That is who we're competing with. We're competing with who's going to solve the customer's problems.

If it weren't for the alignment of our team around our core values, I don't think we could be here because it's one thing to have great systems, but if you don't have great people that really believe in those systems and believe in delivering that value to the customer, you're right. That is who we're competing with. We're competing with who's going to solve the customer's problems.