on the blog
Read More
The “Day-in-the-Life” Conversation
Your first priority is understanding the reality of the role—not the brochure version. You’re not just buying a brand. You’re buying a job description for yourself for the next 3–10 years. This is the time to understand what is required of the owner to be successful and does this truly FIT your expectations of day to day involvement.
Sample Questions To Ask:
- “What does a typical day look like for you from start to finish?”
- “How much of your time is spent on sales, operations, people management, and admin?”
- “What are the 2–3 tasks you personally can’t delegate right now?”
- “If someone shadowed you for a week, what would surprise them the most?”
What you’re listening for:
- Does their day align with how you actually want to spend your time?
- Are they mostly in the field? In the office? Networking? Hiring and coaching?
- Are they doing work that plays to your strengths—or your weaknesses?
If their day sounds like a life you would dread, it’s a sign the model might be fine, but the fit is wrong.
The Ramp-Up & Learning Curve Conversation
The second conversation is about how hard it really is to get from zero to functioning.
Sample Questions To Ask:
- “How did your first 6–12 months go compared to what you expected?”
- “What were the hardest parts of getting started—licenses, hiring, learning the systems, something else?”
- “How long did it take before you felt confident and not constantly in ‘figure it out’ mode?”
- “If you were starting again, what would you do differently in your first 90 days?”
What you’re listening for:
- Are owners consistently saying, “It took longer than I expected”?
- Were there surprises the franchisor should have prepared them for?
- Does the learning curve match your tolerance for discomfort and chaos during that first year?
You want honest stories, not just timelines. That’s where the truth lives.
The Financial Reality (Without Being Awkward) Conversation
Money questions feel delicate, but you can absolutely have them without asking for someone’s P&L. It is important how you ask questions too. Remember everyone comes from VERY different backgrounds – keep the questions simple.
Sample Questions To Ask:
- “Did your actual numbers roughly match what you saw in the FDD or were you above/below?”
- “What is your average job ticket price?”
- “What are your big monthly expense items to run the business”
- “Knowing what you know now, would you have come in with more capital?”
- “Have you been able to pay yourself? If not yet, when do you think you will?”
What you’re listening for:
- Are owners consistently under- or over-performing what’s represented?
- Is there a theme around underestimating working capital?
- Are they proud and confident talking about the financial trajectory, or hesitant and vague?
You’re not looking for exact dollar amounts. You’re looking for patterns and ranges—and whether this opportunity fits your reality and risk tolerance. Remember you are in control of making financial decisions for YOUR business. Get the back of the napkin numbers – job revenue, expenses…boom, you have some margin and then you know your debt.
The Franchise Support & Relationship Conversation
A strong brand isn’t just a logo—it’s the support system behind you.
Sample Questions To Ask:
- “How would you describe your relationship with the franchisor?”
- “When you run into an issue, how responsive is the support team?”
- “What kind of help do you realistically get with marketing, operations, and training?”
- “Have you ever felt like the franchisor wasn’t listening? How did they respond?”
- “How much do you engage with other owners?” “Are they supportive?”
What you’re listening for:
- Is there a culture of partnership or policing?
- Do owners feel heard or brushed off?
- Are they excited about where the brand is going—or worried?
If multiple owners use words like ignored, slow, frustrating, pay attention. Support doesn’t magically get better after you sign.
The Customers & Lead Generation Conversation
No leads = no revenue, no matter how great the brand looks on paper.
Sample Questions To Ask:
- “Where do most of your customers really come from—corporate marketing, your own networking, referrals, something else?”
- “How effective has the franchisor’s marketing been in your market?”
- “What marketing activities do YOU do that move the needle the most?”
- “Have there been any big shifts in demand or competition since you started?”
What you’re listening for:
- Is the brand marketing engine actually helping—or is it mostly on the owner?
- Are there specific tactics that consistently work across owners?
- Is demand stable, growing, or shrinking in different markets?
This is where you separate hype from what actually drives business. Please note, YOU are responsible for your local marketing. All owners will complain about lead flow – what are they doing about it from all angles is important to understand.
The Challenges, Regrets & “Real Talk” Conversation
This might be the most valuable conversation you’ll have if you ask the right questions and then stop talking.
Sample Questions To Ask:
- “What’s the hardest part of this business that no one prepared you for?”
- “Have you ever seriously considered selling or walking away? What triggered that feeling?”
- “What do you like least about being part of this franchise system?”
- “If someone you loved was considering this brand, what warning would you give them?”
What you’re listening for:
- Common pain points: hiring, margins, burnout, competition, support gaps.
- Signs of misalignment between what was sold and what was experienced.
- Whether the challenges are things you can live with—or not.
No franchise is perfect. You’re not looking for a brand with no problems. You’re looking at whether the problems are acceptable trade-offs for the opportunity.
The “Would You Do It Again?” Conversation
This is the ultimate gut-check question.
Sample Questions To Ask:
- “If you could go back in time, would you buy this franchise again?”
- “Would you choose the same brand—or a different industry/model?”
- “Would you pick the same territory or market?”
- “What kind of person do you think truly thrives in this system?”
What you’re listening for:
- Their first reaction—a quick “Yes, 100%” sounds very different from a long pause.
- Subtle hesitations like, “Yes, but…” or “Probably, if…” — those “buts” matter.
- Their description of who thrives—does that sound like you?
This is where you often get the most honest, distilled perspective: regrets, gratitude, pride, frustration—all in one.
How Many Owners Should You Talk To?
As a rule of thumb:
- Average: 3–5 owners
- Ideally: A mix of:
- High performers
- Average performers
- Newer owners (in first 1–2 years)
- More mature owners (3+ years in)
You want to see the whole spectrum, not just the “highlight reel” you’re introduced to. And, have a purpose for each call. If you are trying to talk to everyone to build a case NOT to do it – you are taking the wrong approach. Get your concerns alleviated or proved.
Bringing It All Together
Talking to existing franchise owners is not about getting one perfect answer that tells you “yes” or “no.”
It’s about:
- Spotting patterns across multiple conversations
- Checking those patterns against who you are and what you want
- Confirming whether this franchise is the right fit—not just a recognizable logo
The Franchise Fit Company is here to help you navigate, explore and ask the right questions. Book Time: Calendar
Read More
One of the most common reasons people explore franchise ownership is a single word:
Freedom. But here’s the thing—freedom doesn’t mean the same thing to everyone. Here are a few direct quotes from clients:
“I am looking for a work/life blend”
“We are looking for control of decisions, family-time and flexibility”
“I want to have something that is OURS, not working from someone else’s dream”
“How can I do something that resonates with my lifestyle”
“I am tired of working for the MAN”
The list can go on and on…
Freedom Is Personal
For some, freedom means control over their schedule—being able to decide when they work and when they take time off. For others, it’s financial independence—earning enough to pay off debts, build wealth, or secure a future for their family. For a few, freedom is creative control—the ability to run the business their way, make decisions without corporate red tape, and steer their own ship.
The mistake? Believing freedom only comes in one form, or that someone else’s definition has to be yours. I post a lot about my personal freedom this career and business ownership has afforded my family but what I built may not be the same goal as you or the next business owner.
My Freedom: working from home, making my own schedule, defining my success, executing how I want, enjoying farm life and ballfields. What is yours?
Business Ownership Gives You Options—But Not Without Trade-Offs
Owning a business can absolutely deliver more flexibility and control than most jobs—but it also comes with responsibility. Early on, “freedom” might look more like the freedom to work harder than you ever have before. When I promote freedom in business ownership – believe me, I am not pulling the wool over on hard work. What I am saying is, YOU decide. I can take as much time as I want to be at the farm, riding horses, or day dreaming but when my foot comes off the pedal, my business reflects that. The key is that no one is looking over my shoulder determining when I hit the gas pedal…so I can complain about business being down or celebrate success. My decision, My Choice, My Freedom.
Defining Your Freedom Before You Choose a Business
When I work with clients, I ask questions like:
- What do you want your day-to-day life to look like?
- How many hours do you want to work, realistically?
- What’s more important—income potential, or time flexibility?
- Do you want to be customer-facing or behind the scenes?
- Do you want a team to manage or be the primary face of the business?
Your answers to these questions shape the types of franchises that will actually deliver the kind of freedom you envision. For example, If you do not want to work weekends, I am NOT going to promote a restaurant-type business even if you came in asking about a Smoothie King. That does not align with your ideal FIT.
By designing to your definition of freedom will provide more opportunity for success and even financial outcomes – why? The business will cater to YOU and what you want your life and role to look like. Just because Billy down the street is looking like he is printing money, does not mean you will do the same since the work may not be what your goals and strengths align to.
Your Freedom, Your Fit
FIT TIP: Freedom in business ownership isn’t something someone else can define for you. It’s a deeply personal choice—and the right franchise should be the one that aligns with your unique vision of independence. Be honest with yourself. It is your scoreboard.
Ready to define Freedom for YOU? Contact me today – no cost, no sales tactics, just learning and exploring together.
Read More
When you’re researching franchise opportunities, one of the most anticipated sections of the Franchise Disclosure Document (FDD) is Item 19: Financial Performance Representations (FPRs). This is where franchisors may (but are not required to) share historical revenue, expense, or profit data from their franchise system.
On the surface, it feels like the holy grail of decision-making—finally, some numbers. But here’s the reality: relying solely on Item 19 to decide whether to buy a franchise is a mistake. This document is the epitome of comparing Apples and Oranges!
Sit down for this one…here is why:
1. Not All Franchisors Provide the Same Information (Not Kidding!)
Franchisors are not required to include Item 19 but they do because it helps sell licenses. Some provide detailed financials, while others give partial or limited data (e.g., gross revenue averages without expenses). You might be looking at a “best-case scenario” instead of a complete financial picture. “It’s like a box of chocolates…”
2. Averages Tell You What? Not much.
Many Item 19 disclosures are based on averages, which can be misleading. An “average” can be skewed by a handful of top-performing franchisees, while the majority may be operating below that number. Without context, the average can set unrealistic expectations.
3. Expense Data – Absent.
Even when revenue is disclosed, net income is rarely shown. Item 19 often leaves out critical costs—rent, labor, marketing, or debt service—which directly impact what you take home. High revenues don’t equal high profits. Oh but wait, what one owner expenses is wildly different from another owner. We are over here expensing home improvements and another person is expensing their new Audi. See my blog featuring Net Income – that is another story for another day.
4. The numbers are HISTORY!
The numbers in the Item 19 are historical data points. They are not futuristic. They are not current year-to-date. They do not represent the current market landscape. The numbers are completely a reflection of the previous year’s performance by owners that were operating a full calendar year prior to updating the FDD (yearly occurrence).
5. Performance Depends on You – And that is a FACT!
Yes, I mean to tell you that just because this is a franchise, it does not mean you automatically make money! Sorry. Your results won’t just depend on the franchise brand, it will depend on the location, market size, your management style, and your ability to execute the model too. Item 19 can’t tell you how well you will perform—it only shows what others have done under different circumstances.
6. There is Gold in Validation
Numbers are important, but the real insights come from conversations with existing franchise owners. They’ll tell you what margins look like, what unexpected expenses come up, and how long it took them to cover expenses monthly, operate in the “black” or hit break-even. Validation calls reveal the day-to-day realities that Item 19 cannot capture. In essence, we can break it down to simple math: how much does it cost to run the business monthly (without bells and whistles) and how much does the average ticket bring in…pull your napkin out and see how many customers you need to breakeven monthly. Can you do it PLUS some?
As for Validation, we can talk later about how to manage validation calls and pull out the data to use in how YOU will operate. Remember, you are going to run the business and it may not be exactly like them. Can you get excited about the typical day-in-the-life?
FIT TIP: Item 19 is a useful tool, but it’s only one piece of the puzzle. Don’t let it be the deciding factor. Pair it with thorough validation, market research, and an honest evaluation of your goals and resources – Find Your Fit and that will show you the money!
Ready to Find Your Fit? Contact Us
Read More
I frequently speak to prospective clients that are really diving into the ETA evaluation – looking at existing businesses to buy. ETA is the “sexy” and popular route for investors and people looking to own a business without starting from scratch. Many haven’t even thought about franchising – but it is becoming more popular as a way to leave corporate or diversity revenue streams. Let’s dive in a bit more:
- Franchising, where you buy the rights to operate under an established brand.
- Entrepreneurship Through Acquisition (ETA), where you acquire and grow an existing independent business.
Both models have their pros and cons, and your decision should depend on your goals, risk tolerance, personality, and resources.
Let’s break down both options to help you make a confident, informed choice.
What is Franchising?
Franchising involves investing in a business model developed by an established brand. You pay fees to become a franchisee and get access to brand recognition, systems, support, and ongoing training.
Example: Opening a Jersey Mike’s or ServPro
What is ETA (Entrepreneurship Through Acquisition)?
ETA is the process of buying an existing, independent business with the goal of running and scaling it. These are usually small-to-medium-sized companies with stable cash flow, retiring owners, and untapped growth potential.
Example: Buying a local HVAC company or a regional marketing agency.
Franchise vs. ETA: Key Differences
| Factor | Franchise | ETA (Acquisition) |
| Risk Profile | Lower (proven model) | Higher (varies by deal) |
| Startup Time | Faster (weeks to months) | Slower (6–12 months for search and close) |
| Support | Extensive franchisor support | Usually none—you’re on your own |
| Brand Control | Limited (must follow rules) | Full control and flexibility |
| Entry Cost | Often lower ($50K–$500K+) | Varies ($200K–$5M+) |
| Operational Complexity | Simpler, more standardized | Often complex (employees, systems, legacy issues) |
| Exit Potential | Depends on brand and territory | Potential for higher valuation/multiple |
| Ownership Feeling | Shared with the franchisor | Full ownership and autonomy |
When Franchising Might Be Right for You
- You want structured support and a proven roadmap.
- You’re a first-time entrepreneur looking for lower-risk entry.
- You prefer operational execution over building from scratch.
- You’re okay with paying royalties and following a system.
Best for: operators who want to plug into a successful machine and scale within clear guardrails.
When ETA Might Be Right for You
- You want to own and control 100% of the business.
- You have experience in leadership, operations, or deal-making.
- You’re comfortable with uncertainty and willing to solve messy problems.
- You’re aiming for bigger upside and long-term equity value.
Best for: strategic thinkers who want to grow and transform a business over time.
Fit Tip: You Can Do Both
Some entrepreneurs start with a franchise to gain experience and cash flow, then move into ETA once they’re more confident. Others acquire an independent business and later franchise it themselves.
Final Thoughts
There’s no “one-size-fits-all” answer. Whether you choose franchising or ETA, you’re already ahead by pursuing ownership over employment.
Ask yourself:
- Do I want freedom or structure?
- Am I more of a builder or an executor?
- How much risk am I willing to take?
Both franchising and ETA can lead to financial freedom and personal fulfillment—if you choose the path that aligns with who you are and what you want.
The biggest question I ask of anyone considering ETA or Franchise Ownership – what do you want your role to be? Define your day-in-the-life. You still need to find FIT in any business.
Have questions about either path?
Read More
Becoming a franchise owner can be an incredible step toward independence—but not all franchises are created equal. What works for one person might be a terrible fit for another. Believe me, I learned the hard way! I will dive more into that in a second.
The top two questions that people ask me – which is NOT the most important question.
1. “What’s the best franchise?”
2. “What franchise makes the most money?
What you need to ask is – “What is the best franchise FIT for ME?”
Secret: If the franchise FITS you, then you will have the answer to the questions above. That will be the best franchise and you will increase your odds of business success.
Finding the right fit isn’t just about profit potential. It’s about aligning the business with:
- The role you want to play
- The time you’re willing to invest
- The customers you want to serve
- The team you want to lead
Before I go any further, let me share my own story.
I was handed the opportunity to own a franchise—literally handed to me. Who wouldn’t be excited? Owning my own business had always been in the back of my mind. I’d gone to graduate school, built a solid career, and when this opportunity came along, I thought, Yes! This is it. Let’s do it.
Fast forward: I took over an existing franchise (stay tuned for my blog on the pros and cons of buying existing vs. starting fresh). Right away, I realized I had some serious fires to put out. The customer base needed to be cut in half. The staff turned over. Marketing wasn’t even turned on. It was go time.
So, I rolled up my sleeves and got deep in the weeds. And what I quickly realized was this: the day-to-day reality of running this business looked nothing like I had imagined. It didn’t align with my strengths. In fact, it pushed me into areas I dreaded. I started losing sleep. I cringed when the phone rang. I felt frustrated, overwhelmed—and worst of all—I started to resent something I was supposed to be building with pride.
Those feelings made it hard to justify investing more time, energy, or money. I felt like I was failing. And as a competitive person, that was a tough pill to swallow. But quitting? That felt like giving up.
So I kept going. I led the business for two years. I turned it around. We became profitable. And I’m proud to say I had built an exit strategy—and I took it.
The experience taught me a lot. I’m grateful for it. But here’s the biggest lesson: business ownership is hard enough. Trying to be someone you’re not just to make it work? That’s not success—that’s survival. And in my opinion, those aren’t the same thing.
Ok – now let’s talk about finding the FIT:
1. Define the Role You Want to Play
Before looking at brands or industries, ask yourself:
What kind of owner do I want to be?
There are generally three types of franchise ownership:
- Owner-operator – You run the day-to-day operations. Ideal for hands-on people who enjoy leading from the front.
- Semi-absentee – You manage the manager. Great for those who want to keep a job or pursue other ventures.
- Executive owner – You hire a team to run it and focus on strategy/growth. Suited for experienced leaders or multi-unit investors.
Fit Tip: Be honest about how much control, time, and energy you want to commit. And, a business needs to be “run” – so involvement will be required.
2. Match the Business to Your Strengths
What are you naturally good at? Are you a people person, a problem-solver, or a sales machine? Picking a franchise that complements your skills will make everything easier—from hiring to customer service.
Fit Tip: Franchising works best when you run in your lane—not force yourself into a role you’ll burn out in or dread.
3. Be Realistic About Your Time Commitment
How much time are you really willing to spend in the business?
- Want flexibility or to keep your day job?
- Want to replace your job and be your own boss full-time?
- Planning to build a team and scale fast?
- What does “part-time” or “full-time” mean to you?
Fit Tip: Everyone defines working hours and availability differently. Full-time doesn’t always mean 40 hours, especially if you came from Wall Street! Do you want to work weekends? Evenings? Many people underestimate the time it takes to launch and stabilize a business. Start small and grow into a bigger commitment.
4. Think About the Customers You Want to Serve
You’ll be interacting with customers—either directly or through your staff. So ask yourself:
- Do you want to work with families, professionals, or businesses?
- Do you prefer high-touch service (like tutoring) or transactional models (like QSR)?
- Are you drawn to community impact, or do you just want a recurring revenue machine?
Fit Tip: Passion isn’t everything, but liking who you serve definitely helps on tough days.
5. Consider the Staff You’ll Need to Hire and Manage
The type of business you choose will determine the kind of team you’ll build.
- Food & retail: High turnover, entry-level roles, strong training systems required.
- Fitness or education: Staff with certifications or niche skills.
- Home services/B2B: Techs, sales reps, or customer service pros.
Ask yourself:
- Am I comfortable hiring and managing hourly employees?
- Do I want a lean team—or a larger operation with more complexity?
- Would I rather manage specialists or generalists?
Fit Tip: Your ability to lead and retain the right team can make or break your business.
6. Align Your Personal Goals with the Franchise Model
Finally, ask the big-picture questions:
- Do I want time freedom, financial growth, or both?
- Is this franchise scalable? Sellable?
- Will I still be happy doing this in 5–10 years?
Fit Tip: This is your business—make sure it aligns with your definition of success, not someone else’s.
Final Thought: The Best Franchise Is the One That Fits YOU
Franchise ownership is a powerful vehicle—but only if you choose one that aligns with your strengths, goals, and lifestyle. The right franchise won’t just make you money—it’ll make you better at what you love to do.
So before falling in love with a brand or business model, ask:
- What role do I want to play?
- Who do I want to serve?
- Who do I want to work with?
- What kind of life do I want to build?
Fit Tip: Answer those honestly—and the right franchise will be easier to uncover. You will know what questions to ask, what to look for and with the help of The Franchise Fit Company, find your way into business ownership with the RIGHT franchise for YOU.
Thinking about franchise ownership but unsure where to start? Let’s connect—I help aspiring owners find the right fit based on who they are, not just what’s trending.
