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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The Home Service Expert Podcast · Mastering the Art of Franchising with Jeff Dudan · 25 Apr 2025 podcast

and still not sacrificed any of the other stuff that I felt was important to me. But I didn't make a decision to sell the business until I got into something called YPO, Young Presidents. And then what I realized was everybody in YPO had sold the business. So I just hadn't been in the right rooms. Because I was, to your question, man, when I went to sell the business, like,

It was a no-brainer, and I never thought twice about the decision, but that doesn't mean it wasn't hard to basically take my identity and strip it away from this business and then go into nothing. And I did fill it with a lot of business activity in which I learned some stuff, but I probably should have followed some advice and maybe taken six months sabbatical and but I took three days.

Oh, I would have focused on – look, we franchised our business and we didn't hire one person that had experience franchising. We figured it all out. We went and got like the guidelines from the government and we wrote our own thing. I mean it's like we were so proud that we were doing it ourselves, which was the stupidest thing on the planet. So if I would have just got two or three –

Like your guy that came in here, if I would have if I would have been humble enough, smart enough to do that earlier, that everything would have been different. Now, I have no regrets. Like, you know, I'm a big I've come I'm big on this concept of body of work.

OK, every action that we do every single day, every conversation we have, like it's either additive or subtractive to who we are in our body work. And at the end of the day, at the end of our life, like we got to be good with it. Like we we it's just this huge it's just this huge ledger of pluses and minuses. How do you spend your time? What do you do?

And, you know, your body of work, you know, like like you're you mentioned it. You're very giving. You got you got home service freedom. You got your vertical track. You like you're like, hey, if you can execute on what I do, God bless you.

Yeah, so you don't even have to worry about giving everything that you know because you know darn well that almost nobody's going to be able to do it.

Yeah, and nobody's going to catch you, so you're fine.

And you're not grabby.

Yeah, man. So like body of work at the end of it, you want to go back and you want to be in business with people that you like. You want to have made a difference. You want to have impacted their lives. You want to. I mean, so, you know, everything we do, man, is and, you know, people are so sloppy and lazy and undisciplined with how they invest their time and energy and their money.

And, you know, so, yeah, man, 15 years ago, I would have given up so much more to get the right people around me and focused on growth.

It's been, yeah, I don't have any heartburn about it, but, like, you know, it's, yeah.

Yeah, and we have great people. We've got really strong brand presidents that are proven in the industry. We've got a really strong C-suite. And, you know, honestly, that's one of the reasons that, like, fundamentally, whenever it is at the end of the day, when whoever it is looks at this business, like private equity, this thing is ticked and tied from day one.

Every document legally – I mean, usually when you get into emerging franchisors, like, everything is a mess. Territory policy is a mess. Like, they've just – you know, like I tell –

Whenever I talk to emerging people, I'm like, the decisions you make in the first six months are going to, if you make the wrong decisions in setting up your program and then you go out and award 100 franchise owners, you've just cut 75% of your exit off just because of the structure of what you've done. You had the territory policy wrong. You didn't charge right.

You made all these concessions, and it's just a mess. So, like, we did set the foundation of this business up with excellence. And, you know, we haven't been perfect in everything we've done. I mean, there's definitely some marketing things. Like, we got, you know, you launch five brands. You got to rebrand four of them. And all of a sudden franchise owners just start pouring in.

You're chasing your tail. And the interesting thing, one of the probably the biggest difference between a direct business like yours and a franchise business like ours is, you know, if you want to roll out Chirp, you just roll out Chirp. If I want to roll out Chirp, I need to have some sort of a consortium of franchise owners that are going to get on the program with that.

So if I'm willing to pay for it, then I can do it. But in our model, there's things that the franchise owners need to pay for. And again, you've got this wide distribution of people that have different outcomes. Some people are like, hey, I want to build a $500,000 or $1 million business, and I want to make a couple $300,000 a year and have a nice lifestyle and manage three or four people.

And then there's other people that just want to be monsters and want to build a $50 million business. So you have all of that, and they're all going to take a different approach when I say, we need to do this. So if I really want to do something, then I've got to shell it out. And then over time, you can make it mandatory, but it has to have proof.

Well, we get paid at the closing table.

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