Jeff Dudan

So we have to get there. And the other side of it is, is if I want to attract the best talent in the industry that I could possibly get, I have to create an opportunity that's big enough for them. So I can't start with one brand and nibble at it. I'll be another 24 years. So we know that we had to start with somewhere between four and six businesses and

And to be able to have enough scale opportunity to invest the kind of money that I was ready to start writing checks for. I wanted the technology platform of the future and I wanted to invest in it. And I wanted to build it before we even started awarding franchises and inviting them to come in.

And to be able to have enough scale opportunity to invest the kind of money that I was ready to start writing checks for. I wanted the technology platform of the future and I wanted to invest in it. And I wanted to build it before we even started awarding franchises and inviting them to come in.

So that and to be able to hire a C-suite and to be able to get all the things going and to go out and acquire and buy the brands. Because we had to go and acquire businesses that had history and success. So I was like, well, if we're going to do it, that's the play. And that's what we have to do.

So that and to be able to hire a C-suite and to be able to get all the things going and to go out and acquire and buy the brands. Because we had to go and acquire businesses that had history and success. So I was like, well, if we're going to do it, that's the play. And that's what we have to do.

So we were very fortunate getting to meet some incredible founders that had built some one-of-a-kind businesses. I mean, we have a one-of-a-kind business. We got some fast followers, number two in the market, potentially. And then we got some that are table stakes type businesses, highly fragmented out there. But all of the brands meet our requirements of revenue.

So we were very fortunate getting to meet some incredible founders that had built some one-of-a-kind businesses. I mean, we have a one-of-a-kind business. We got some fast followers, number two in the market, potentially. And then we got some that are table stakes type businesses, highly fragmented out there. But all of the brands meet our requirements of revenue.

revenue composition, residential commercial mix. We have one that's straight B2B. So then we said, all right, well, we don't want to go through the normal cycle of a bunch of mom and pops. And then eventually when they get tired, they get bought out by the bigger fish. Think about franchising like this. So think about it as a cityscape.

revenue composition, residential commercial mix. We have one that's straight B2B. So then we said, all right, well, we don't want to go through the normal cycle of a bunch of mom and pops. And then eventually when they get tired, they get bought out by the bigger fish. Think about franchising like this. So think about it as a cityscape.

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.

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.

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.

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 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.

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.