Jeff Dudan
speaker
309 appearances
3 recordings
3 series
first heard Nov 2024
last heard May 2025
Jeff Dudan’s voice in public audio — every appearance, attributed to the second.
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Appearances
You know when you see these cityscapes with the buildings and all of that, like the skylines? The height of the building is relational to the size of the balance sheet of your franchise owner. So you don't want to have a cityscape that's all ranch houses because nobody can buy anybody else. You need people that have enough capital that they're going to drive the marketing.
And if somebody gets tired or wants to get out of it, that they're going to be like, yeah, I want that territory and I want to roll it up because that's what it is. And we said, we need to create the type of opportunity where we can have a smaller number of large franchisees.
I mean, I would rather have 200 franchisees doing a billion dollars than 2,000 franchisees doing a billion dollars because it's a billion dollars. We get paid the same, but think about the difference of the noise that we have to deal with. So we've purposely and intentionally constructed our platform to be able to attract those types of owners.
And then those types of owners you can be more collaborative with because they really bring value to what you're doing and they have the money to stay through it on a startup with the marketing and they'll hire a little bit more talent and stuff like that. And they can be more challenging too.
And that's fine because the first time around I was putting my toe in and on the ice to see where it would break. This time around, we're just an adult group. We're done radical transparency. Everybody sees everybody else's numbers. We look at the numbers first. We make decisions. If we make a mistake, we take responsibility for it. We move as a group and we hunt in packs.
Everybody has a different problem that they want to solve with a franchise business. Some people, it's an itch they just always wanted to scratch. And they're comfortable and they can tolerate it. And they see themselves doing something different. Other people, they're solving for kids' college educations. Maybe they're behind on that. Other people have been downsized three times.
They want a job that they can't... They're going to be the last one fired because it's them doing the firing. Other people want to fortify something for their retirement. And they want to build equity inside of something that they can sell in retirement. Some people want to build something because they've got kids that are in college that they want to do something with.
And they're better to work inside of an existing system than try to go through a startup of a new business and create everything. So... All of these are different outcomes, but the process is the same. People decide for one of these reasons that they have a need. We get people that hear about us from the podcast.
There's referral partners out there, brokers and consultants that do a really nice job of qualifying candidates and putting them through some rigor on their skills, their financial capabilities, their outcomes, their timeframe, and all of that, and then match them up with good companies. They do research on the companies. They know who everybody is, so they'll know what to expect.
And if they like a platform or a brand better than others, they'll say why. And then, you know, just good old-fashioned internet marketing. My job, there's different types of CEOs. There's financial CEOs. There's marketing CEOs. I'm a very marketing promotional type CEO. We've hired professional business runners, and they're great.
They're the best in the business, I think, and very interesting group of people. multi-billion dollar, multi-brand platform experience. So my job is really to set the tone for the organization. And you know how it is. You don't realize how much downward pressure you as the CEO have in the organization just by your presence. And the greatest thing that we can give anybody is our standards.
You set the standards and you maintain the standards. And in franchising, you're working at the other end of it to make sure that people are getting what they need and that people are okay and people are taken care of.
Well, I appreciate it. You know, I really just write books when I come to the end of an era. I have two books. I wrote a book called Hey Coach, which is really the story of a baseball team with which I go through my method for building a youth coaching team. So when I knew that I had aged out of coaching my kids, I'm like, I have two drawers full of stuff.
And I've developed it over a dozen years, and I need to put it into a book just so other people can have access to it. And then I'm not dying with the knowledge. And it was the same thing with discernment, the business athlete's regimen for a great life through better decisions. It's really targeted towards, I think, people that are
early in their career or looking at their first entrepreneurial adventure and really an underpinning, a foundational thing to say, here are a variety of views at models for making good decisions and how you do that. So that was really the purpose for that.
Nobody's running out to Amazon to buy discernment, but yeah, you know, actually is doing quite well now for some reason, but it's not a beach read, but it comes down to two things. It comes down to reach and And then it comes down to know, like, and trust. So number one, nobody can buy anything from something they've never heard of.
So at the end of the day, anywhere that I can get this face, hopefully dimly lit, generally, hopefully people are listening. Yeah. you know, but anywhere that I can get this opportunity to be with you, to talk to your audience or to be in a Forbes article or to be on a television show or anything like that, like that is just more reach and exposures of people that, what is it?
People buy, they have to be touched 11 times and seven different piece of content or four channels or something like that, something like that. So, so there's reach and then there's, okay, well, now that you're reaching people, what are you saying? What do you stand for? What can people expect? And what you hear today is what people are going to get when they come to Homefront Brands.
And it sets the standard for, I mean, if I'm willing to say all of these things, then our team understands that that's what we are bound and obligated to deliver upon. And it's not easy and it's choppy. Building business is hard. We had 180 business owners under 12 months old. Think about that. 180 new business owners under 12 months old. We are a fast growing franchise platform and
We managed it. We managed it, but it wasn't perfect. But everybody kind of knew what they were getting into. And if we were short, we spent and we worked really, really hard to make it all work for people. And it's only getting better. So I think personal brand is valuable to the extent that you're actually willing to live up to the messages that you're saying.
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