Have you found yourself saying, “Why do I have to come up with all the answers?” Or, “I can’t believe How transparent are you with franchise candidates or even your franchisees? Do you share the good, the bad, and the ugly? Is it only the good? Our guest today is Dan Claps, and he shares with us how transparency has helped transform his franchise system.
TODAY’S WIN-WIN:
They could be right
LINKS FROM THE EPISODE:
- Schedule your free franchise consultation with Big Sky Franchise Team: https://bigskyfranchiseteam.com/.
- You can visit our guest’s website at: www.myvodafranchise.com
Attend our Franchise Sales Training Workshop: - https://bigskyfranchiseteam.com/franchisesalestraining/
- Connect with our guests on social:
- https://www.linkedin.com/in/dan-claps-cfe-ceo-of-voda-cleaning-and-restoration-0036b9a2/
ABOUT OUR GUEST:
Dan Claps, CFE is CEO of Franchise Playbook and its flagship brand, Voda Cleaning & Restoration—one of the fastest growing home services franchise in the market. Since launching franchise development in 2023, Dan has led Voda’s rapid growth to more than 100 owners and 230+ locations nationwide. With over a decade in franchising and a successful exit from a franchise lead generation company in 2022, Dan is recognized as an industry leader in franchise growth and lead generation.
ABOUT BIG SKY FRANCHISE TEAM:
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TRANSCRIPT
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[00:00:01] Tom DuFore: Welcome to the Multiply Your Success podcast, where each week we help growth-minded entrepreneurs and franchise leaders take the next step in their expansion journey. I’m your host, Tom DuFore, CEO of Big Sky Franchise Team. As we open today, I’m wondering how transparent you are with your franchise candidates or with your franchisees. Do you share the good, the bad, and the ugly? Is it the good only, the bad, or maybe nothing? Our guest today is Dan Claps, and he shares with us how transparency has helped transform his franchise system.
Now, I’ve known Dan for many years in the franchise world, and I’m excited to have him on. He’s the CEO of Franchise Playbook and its flagship brand, Voda Cleaning & Restoration, one of the fastest-growing home services franchises in the market. Since launching franchise development in 2023, Dan has led Voda’s rapid growth to more than 100 franchise owners and more than 230 franchise territories nationwide.
With over a decade in franchising and successful exit from a franchise lead generation company, Dan is recognized as an industry leader in franchise growth and lead generation. That’s very true. I would echo that sentiment. I’m so excited to have this interview with Dan and to share this with you all. You’re going to love this interview, so let’s go ahead and jump right into it.
[00:01:23] Dan Claps: Excellent. Thanks for having me, Tom. My name is Dan Claps, CEO of Voda Cleaning & Restoration. We’re a franchise chain all around the country, helping people when they have water damage or need floor cleaning. Been in the franchise industry for, I can’t believe it, but 12 years now.
[00:01:38] Tom DuFore: Fantastic. I always love to ask longtime franchise folks, how’d you end up in franchising? Tell us a little bit about your story getting into that.
[00:01:48] Dan Claps: Sure. No one wakes up as a kid and says, “Someday I’ll be a franchise executive or entrepreneur.” I know I definitely didn’t. Probably like many on the show, I stumbled into franchising. Pretty straightforward background. I’ve always been an entrepreneur. When I was a kid, I had lemonade stands. I sold lacrosse balls to teammates. When I got to college, I started staffing and recruiting, side hustle that turned into a business.
What I always tell people, Tom, is I can teach you how to run a business because I can’t teach you how not to run a business. If someone wrote a book, How Not to Run a Business 101, they could make it about me when I was in college. I was all about, if you want something done right, you do it yourself. I didn’t really have systems, I didn’t really hire great people, and so I hit a ceiling because the business was just me.
In my early 20s, I started looking at what to do next, and my dad actually said, “What about franchising? They’re all about systems and processes.” In 2014, I started looking at franchise opportunities in the home service and space. Was a little undercapitalized at that time to do something in that industry, so I ended up joining a franchise called Murphy Business & Financial, which is a franchise for business brokers. Joined them in 2014. By 2016, I realized I was really good at lead generation and ended up starting a lead generation company in the franchise space prior to launching Voda.
[00:03:07] Tom DuFore: Oh, fantastic. I know we connected, and that’s where we first met many years ago through the lead generation space. Talk to us a little bit about Voda and getting into this space. I think you probably had a unique vantage point, having been in lead generation before coming in as that franchisor piece of it. How would you say that impacted what you’ve done?
[00:03:31] Dan Claps: Through my 20s, I was building that lead generation company in the franchise space. I think your 20s are a formative time, and so my main skill that was refined during that period was lead generation. What’s funny is I would go to franchise conferences where other franchisors would be and sponsor and be at the networking parties to basically get customers. What I learned was during the day, those franchisors would go to their learning sessions, how to be a better franchisor, how to run their system. All my other vendor friends would go take calls or do something else, and I would go to the sessions and sit there and learn.
Now, I wish I could tell you I was smart enough to say I’m learning because someday I’m going to be a franchisor. That’s not the case. I just found if I’m in the room, I’d be at the coffee or the water cooler and get a little more chance to generate business. Through those years, I learned franchising kind of by accident. When I exited that business to private equity in 2022, I went into being a franchisor with a lot of knowledge from all those years in those classes.
[00:04:33] Tom DuFore: Being in lead generation, you would have worked with many franchisors, many different types of businesses out there. What is it that led you to this specific business with Voda that you ended up getting into, versus any other type of franchise system that you could have started or connected with?
[00:04:53] Dan Claps: Decided to be a franchisor, started looking at opportunities, pretty quickly realized that while I learned all those things in those classes from a practical perspective, I had never run a franchise. I recruited my business partner and chief operating officer, Zach Nolte, and basically said, “I have no idea what I’m doing. You do. Let’s partner up. Your skills are the opposite of mine. Mine are the opposite of yours.”
We had been running a brand for 10 years in the home services space, mature brand, and so I said, “Go write down everything you would have done differently, and let’s start from there.” We partnered up. We brought on our chief development officer and our chief marketing officer. This was all in the fall of 2022. I had exited my other business in May of 2022. I took a few weeks off in the summer. I had to work there for a little bit, took a few weeks off in the summer. If you get to know me, I don’t know how to sit still.
By September, I was scheming up what I was going to do next. By late September, I was at a family event, and my family said, “Dan, what are you doing? You got a COO, a VP, and all these people working. You don’t even have a business.” My answer was, “We’re going to get the right people on the bus and the right seats, and then we’re going to figure out where we go.” That’s exactly what we did. One day, we took a piece of paper. We wrote down what we wanted out of the business. We knew we wanted to be in home services, and we wanted, in this order, a business that was a need, not a want. We wanted a business that was recession-resistant, pandemic-resistant, AI-resistant, as much as it can be.
We wanted a business, number two, that was third-party paid, meaning insurance or the government or the person paying the bill isn’t attached to their checkbook or their credit card. Three, we wanted a business with non-skilled labor. I’ll explain that more later. Four, a business where the numbers were a high-average ticket so that we could generate leads in a predictable, scalable, sustainable, and automated way around the country. Then finally, we wanted a business that wasn’t a fad. Restoration and cleaning checked off all those boxes. One of the main reasons is I knew we could generate leads in a scalable way in that space.
[00:06:53] Tom DuFore: Now you get into this business and get it going. Talk about some of the growth that you’ve gone through. It’s really been impressive with what you’ve done over the last few years. Talk about where you are today, and let’s talk about how you were able to get there.
[00:07:07] Dan Claps: It’s interesting because restoration, I just said all those great things. The only negative to restoration, there’s 14,000 water damage cases a day in America. It’s not hurricanes. It’s pipes breaking, toilets overflowing, your kids leaving the bathtub running, and you leave for vacation, things like this. The problem, though, is unless I sneak in your office there and flood your office with water, which would be illegal, I can’t convince you to dry your house or your office if it isn’t wet or has mold or fire.
We really wanted a business where we could also generate business, like persuading people, for example, with what we do, floor cleaning. I kind of felt like we discovered fire because, for some reason, no other franchisors were really focused on both cleaning and restoration, and the two franchises in one, the two kind of revenue streams in one.
I met the founder of Voda. His name is Dragan Krstic. True American dream story. He moved here from Serbia in 2004. Started cleaning carpets, watching YouTube, started a company in 2009. When I met him 14 years later, he had this amazing business, great culture, systems, and really great lifestyle. Now, have you ever seen the movie The Founder with Michael Keaton that plays Ray Kroc? He takes the brothers out to dinner the next day like a crazy person and he’s like, “You got to franchise this.” That was me in front of Dragon Stores.
We started talking in October of 2022, ended up partnering and acquiring the brand in February of 2023, rebranded to Voda, which you can see behind me. It’s a really unique-looking brand. It actually means water in Serbian, which is cool, playing roots to the Serbian homage. Then started franchising in April of 2023.
To make a long story short, we almost went out of business. No one wanted to buy our franchise. We were struggling. I put most of my capital into the business back then. I remember thinking like, “I should have just taken a cushy job and save that exit money for my retirement,” but things changed. July 2nd, we awarded a franchise, another on the 8th, another in August. Now we’re at 109 franchise owners in about 32 states around the country.
[00:09:06] Tom DuFore: That was actually one of the things I was thinking about, and you’ve shared some of these things that I’m familiar with. You’ve been open about some of the challenges you’ve faced over your journey on LinkedIn. I followed some of what you’re doing on LinkedIn over the years. I’d be curious or interested for you to maybe, for example, you shared really struggling early on and wondering, “Holy smokes, did I make the right choice? What are we doing here?” Maybe other challenges you faced and some of the things you’ve done to overcome or push through those challenges as you face them.
[00:09:38] Dan Claps: It’s definitely was a mindset shift. My fiance, we met right before we awarded our first franchise, so she likes to remind me that it was really her that came into my life, which I’m sure played a part. What really happened was when no one was buying our franchise, we started to ask why. If you were really far along and you said, “I’m out, I’m not going to move far, I’m doing a different brand,” I would say, “Tom, that’s fine. I’m not trying to persuade you. Just tell me why.”
We would listen, and we wouldn’t make excuses. We wouldn’t be defensive. We would go back in the lab, and we would build the things that people told us that we didn’t have. We’ve never lost that mindset. With our 109th owner, they have new feedback and ways to make the business better. We just keep going. We don’t say, “We’re better than XYZ brand.” No. All that matters is our 109th owner and our 1st owner giving us feedback and applying as much as we can to the system. It’s like that 1% better every day mindset.
Then what I realized was, I really believe there’s five things a potential franchise owner or investor in any business should think about, and so we started to build these things, which is number one, how are you going to get customers, and how’s the franchisor going to help you? Two, how are you going to get employees to service those customers, and how’s the franchisor going to help you do that? Three, there’s already going to be whatever franchise, most likely in your market, that’s fine, but how does the business stand out to the consumer? What’s a unique selling proposition?
Four, the numbers. No one wants to be a restoration contractor when they grow up, me either. It’s you want to make money. Then finally, the day in the life. Does the day in the life of an owner match what your skills are and what you want to be doing every day? We really started to refine that in our pillars, and then we started to communicate that better to our prospective franchise owners.
[00:11:24] Tom DuFore: That’s a really, really interesting point there in refining the sales process and honing in on what’s really important to that prospective franchisee. One of the things you said earlier that stood out is that you’re also listening and you’re making changes and adjusting. Not just on the sales piece, how have you implemented this changing, this learning mindset into the daily operations, into training and supporting your franchisees?
[00:11:56] Dan Claps: I say this to the caveat that when you buy a franchise, you should follow the system. What I tell people is if there’s 10 things you need to do and you have feedback on all 10, don’t buy a franchise, but if there’s 10 things you need to do in your business, and maybe number two is something you’re really smart at, you were in HR or you were in finance or you were in whatever. Every person in our system has some unique skill that they’ve done for their whole career, and so it’s learning from those people.
Like one of our tenants in our HQ team, it says they could be right, which is going into a call with the mentality of, yes, we know what we’re doing, but maybe in your market, there is something different, and you could be right. How can we apply that? Potentially, in your market, it’s not one size fits all. Every franchise owner is a little bit different. They’re not computers, they’re people, and every market’s a little bit different. It’s having this kind of seek to understand first and then try to solve together with the owners.
I give a lot of testament to Zach, our COO. We never, I can’t name one time that we’ve said, “Tom, you signed an agreement that says you’re supposed to do X, Y, and Z.” We lead with more of a mindset of like, “I understand why you want to do it this way, but here’s why we do it this way. Here’s a bunch of other owners that’ll share with you. They did the same thing you’re trying to do,” and not making you do something, because at the end of the day, what does it say on your business card? It says, owner, it’s your business.
We’re not going to make anyone do anything. We’re going to try to persuade them. Now, obviously, you can’t start selling tacos out of your hamburger stand, if you will. We just lead with this mentality of getting people to buy into what we’re doing, not using our agreements or big bad corporate, trying to be big brother.
[00:13:38] Tom DuFore: I like that. What you said there, you could be right. It’s such a humbling perspective to take. Also, what allows you, as you’re describing, to refine the system at large that can benefit every owner across countries, you discover new things that actually might incrementally. It’s that 1% better that has been going around for a little while. That’s tremendous. One thing I’m curious about is most franchisors, one of their points they’re always thinking about is selling franchises and adding new franchises into the mix. With your background in lead generation, how have you found you have made adjustments over time to lead generation and refining that process through franchise sales?
[00:14:23] Dan Claps: It’s interesting. I always tell people, you can get 50 people to buy your franchise if you got a nice sales process and persuasiveness. You don’t get 109 in such a short period of time if you don’t have systems and validation. We teach our owners they need to be the mayor of the town in their community. I try to walk that walk. I’m out there all the time at the franchise events, promoting the Voda brand. That’s one side of the equation. The time I’m not on LinkedIn and social media and at shows, and it’s a lot less time than it probably looks like, because content is evergreen, it’s building the model.
For us, it’s laser focus on lead generation and sales, and then a maniacal focus, more so now, I wish we did it before, we weren’t as equipped, but a maniacal focus on the unique economics of each owner and looking at their gross profit and helping them get that up. If you get the gross profit and the average ticket up, everything else should fall below the line naturally. As far as a fran dev process, it’s the opposite of what you would think.
One of my favorite franchisors is Jimmy John’s. He tells a story how, during their franchise growth, he realized that he would go into a discovery day for their stores and basically say, “This is going to suck. It’s really hard. The people are going to quit. It’s the worst thing you’re going to do. It’s really, really, really hard, but here’s what’s going to happen if you stick through it.” I really feel like we’ve adopted that in our company, where we try to just be–
I’m from New Jersey, directors can be, it’s not easy. Starting any business is going to be challenging. We’re there for them for every step of the way, but I’ve found the more that we’re open and honest about how hard it’s going to be, the more people respect us and end up moving forward, and more importantly, the right people end up moving forward.
[00:16:11] Tom DuFore: You mentioned the right people. Coming into the system, and an all-important phrase in franchising is that “validation” word, so bring the right people in, validating. You shared a little bit about this, but how are you filtering or maybe even saying no to folks as they come through? Because that’s never a fun thing to do, to have a candidate that just, for whatever reason, isn’t the right fit. Talk through that process.
[00:16:37] Dan Claps: It all starts with our chief development officer, Steve Miller. He does a great job in the beginning, explaining exactly what we’re looking for, and we know exactly the avatar. That leads people out. Then by their third call, they’re on a call with my whole leadership team, including myself in a group. We do it again, talking about what we’re looking for. That leads people out. We put a ton of content out and videos that they can watch, but most importantly, it’s having access to a lot of validation.
They talk to a lot of owners, and they can hear the good, bad, and ugly. I don’t want somebody to hear only the good because I want them to know not everything is perfect. There’s the things they need to improve. Hopefully, my franchise owners are saying what they listen, and they’re working toward improving it, and they’ve improved X, Y, Z that was a problem before. It’s just, again, opening the kimono and teaching everyone as much as we can about the business before they make their decision to move forward, and then we have a whole process for us to make a decision.
We’re not always right. I’ve had people that I thought would be amazing end up not being as good, and I’ve had people that I was unsure about be amazing. I think if someone’s thinking about getting into a franchise, the biggest thing to realize is how are you going to react to adversity and to setback? Because no matter what, you’re going to have them. Whether you’re part of a 1,000-location, 30-year-old business or an emerging brand, you’re going to have challenges. How are you going to react to them?
I think if I thought of the two things that make an owner great in our system outside, they got to be well-capitalized. It’s grit, and it’s being a mayor of the town, being out there networking. I see you at the shows, you’re there, you’re dressed to the T, you’re networking, you’re being a mayor of the town, and you’re your sandbox or fishing pond of where you get business. It’s the same thing that we need our owners to do in their local markets.
[00:18:18] Tom DuFore: It’s true. The franchisor can help train you, teach you, coach you, but you said it earlier, it’s your business as the franchisee. You have to be willing to push through that adversity because it’s coming. It will be there. No one knows exactly when, but there will be adversity along the way. I’d love for you to share how can someone learn more about what you all are doing, get in touch with you.
[00:18:41] Dan Claps: Best way to get in touch with us is two ways. One is going to our website, which is just www.myvoda, so V-O-D-A, franchise.com, myvodafranchise.com. I’m very active on LinkedIn. If they just type in Daniel Claps Voda, it’ll pop up. They can connect with me. If they send me a message, I’ll see it.
[00:19:01] Tom DuFore: Perfect. We’ll make sure we include that in the show notes as well. Something that I find interesting is you’ve grown and surpassed that 100-unit franchise marker, which is a big milestone in franchising, at least in my opinion, to reach that. What advice would you give if you were to look back either to when you first launched or even to a new franchisor that’s just launching, emerging, and dreaming of being where you’re at one day?
[00:19:28] Dan Claps: The first thing I’ll tell you is clarification. It’s 109 owners in 260 territories. One of the things I changed in the system was I don’t want to talk about units. What matters is that owners were individually affecting, and the units will work themselves out. It’s funny, when we crossed 100, when we signed our 101, I wrote to the whole company, “We just signed our 2st owner.” Then when we signed our 102nd, I said our second owner. Today, I signed our 9th owner. The reason why was the communication was the road to go from 100 to 200, it’s a whole new game. We got to start from day one, have that same mentality as well as with our first 100 owners, but we can’t lose that.
There’s a great book, What Got You Here Won’t Get You There. I don’t know if I believe in that. What got us here will get us there, too. It’s not losing that day one mentality and grit. My advice would be, and I know it’s 2020 in hindsight, and I know if you have the capital to do it, it could hinder it. When we first launched, I had our COO, CMO, and chief development officer, and myself, and our lawyer. If I think of a business, you’ve got sales, marketing, finance, legal, and operations. I had a leader for all of those except finance that was outsourced.
If I were to go back, now we’ve brought in an incredible CFO, I would have brought in a CFO or finance leader from day one, and I would have built the reporting at the level we have now from day one. I don’t care if you have two owners. If you can report really well and be able to really manage through numbers, it’s going to help you really take out a lot of the guesswork. If I were to go back, I would have done that. We tried to, it wasn’t as easy. I’ve learned since then, but I think really focusing on reporting at the beginning is key.
[00:21:15] Tom DuFore: I like your perspective on looking at owners as opposed to units, because in franchising, someone might say, “We have X number of units,” so you say, “How many are open?” Or how many owners does that represent? It changes the equation. I like your perspective on that. Dan, this is a great time in the show, and we ask every guest the same four questions before they go. The first question we’d like to ask is, have you had a miss or two on your journey, and something you learned from it?
[00:21:43] Dan Claps: There was a period in my career where I attached too much of my identity to my business, especially my previous business, and it clouded my judgment. When I left that business and started over, I heard this quote from Jamie Dimon, the CEO of Chase. He got fired at one point in his career, and he said this thing, which was, he realized he was married to a great family. His job or his business was his networth, not his self-worth.
Now, what I’ve learned, don’t get me wrong, I bleed for Voda, I love the business, but I’ve learned not to attach myself emotionally, so when feedback does come, feedback is a gift. It’s not an attack. It’s a gift that if you take it and the customer tells you and you use it, it’s like, that’s how you build a great company. I would say learning how to detach your emotions from your business and lead more from what’s going to be best for the business, not my ego.
[00:22:47] Tom DuFore: I really like that. Let’s talk on the other side. We’ve spoken about some wins or a make or two, but I’d love for you to share a make or a highlight.
[00:22:57] Dan Claps: To me, it’s the team. We’ve built a team of people that truly love each other, they like to work together. All of our franchise owners are hyper-connected through Microsoft Teams and calls and groups. I think we laid that foundation from the beginning, ended up being a huge win. I remember when Zach said we’re going to do a Friday call with every owner, every Friday, with the system, because that sounds kind of scary.
In the beginning, it kind of was. It was a town hall, and it wasn’t always the most pleasant call, but we leaned into conflict, we leaned into where we weren’t delivering, and still, if that’s the case, we do. I’m really proud of this organization’s ability to run right into conflict and solve it instead of pushing it off, keeping your owners in silos, and we’ll see at the conference. We’re hyper-connected with our franchise owners, and I think that’s proven to be a huge win for us.
[00:23:49] Tom DuFore: The name of the show is Multiply Your Success, and so we always like to ask, have you used a multiplier, like a force multiplier idea to grow yourself personally or professionally, or any of the organizations you’ve run?
[00:24:02] Dan Claps: Oh, yes. That one’s easy. I joke I have no skills and I have no talent outside of the maniacal ability to recruit great people. For me, if I’m ever in a role where I’m the best at it, I’m in the wrong role, I need to elevate. It’s just been constantly replacing myself in roles that I’m– As an entrepreneur, you’re not really an ops person, you’re not really a sales person, you’re in this weird middle.
I know where I am strong and where I’m not strong. It’s all about getting people that are better at each thing than you, and all of a sudden, you have this company that really not just runs without you, but even makes decisions without you. The decisions are the one you would make, or ideally even better. That’s the biggest thing. You don’t build a business, you build the people that build the business.
[00:24:50] Tom DuFore: Dan, the final question we ask every guest is, what does success mean to you?
[00:24:56] Dan Claps: I’m 33. In my 20s, I would tell you making a bunch of money, and you’re traveling around and all kinds of superficial things. Now it’s completely changed. I have so much more respect for someone that is successful in their business and their family and their marriage and their health and their faith. To me, that’s really hard. That’s a lot of things.
To me, success would be, and I’m not there yet, I’m working towards it, but really, I don’t even want to be a 10 at any of them. I want to be a 7 at business, a 7 at family, a 7 at marriage, a 7 at health, a 7 at faith, versus a 10 and a 2. At other times in my life, I probably wasn’t as balanced. Still not, but I think to me, success is one of those four or five things, being really good at all of them, but not being off kilter on one or the other.
[00:25:47] Tom DuFore: As we bring this to a close, is there anything you are hoping to share or get across that you haven’t had a chance to yet?
[00:25:53] Dan Claps: No. If someone’s listening to your show, my only last piece of advice, if someone’s thinking about becoming a franchisee, just take a step. Doesn’t mean you have to do it. Go talk to some companies, learn. If you think about franchising your business, talk to you. I’m sure you’re the same way. Not everyone’s meant to franchise. You’ll help them figure that out. Just take one step. You don’t have to do everything in one day. Just take one step. It’s great to listen to podcasts, but take this and go take that first step.
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[00:26:22] Tom DuFore: Dan, thank you so much for a fantastic interview. Let’s go ahead and jump into today’s three key takeaways. Takeaway number one is when Dan saw that they weren’t selling as many franchises, and he started asking why and kept asking that over and over, and they tried to learn things. What they learned is that there were five key things that they need to talk about in the franchise sales process. How you get customers, and how does the franchisor help? How they’re going to get employees, and how does a franchisor help? What’s their unique selling proposition? How do they, in general, make money? What is a day in the life like for a franchise?
Takeaway number two is a lesson he talked about, where he learned from Jimmy John’s. The more honest and the more open that they are, they are able to attract and find the right people in the franchise system. He said by doing that, it also helps create better validation, and that they encourage franchise candidates to talk with as many franchisees as possible.
Takeaway number three is when he talked about this continuation of transparency and openness with his franchise network. I love what he does here, where he has every Friday a franchise call with the entire system. He called it like a town hall. This is a way for them to stay hyper-connected with their owners. Now it’s time for today’s win-win.
Today’s win-win comes from when Dan was talking about one of their tenants, which is they could be right, they could be right. It’s a win-win because it’s really putting the emphasis on listening to their franchisees or maybe to their employees at corporate or to other people that are coming in. Most importantly, listening to the franchisee and thinking, “They could be right.” He or she might be right, whatever thought or idea they might have, and just to pause and listen to it.
I think that’s a win for the franchisor, for the franchisee, for the staff, for the team at large to just pause, listen. That’s going to create a win-win environment that tells the behavior of the franchisor, shows the franchisee that they really are listening, and that they really do have their interest in mind.
That’s the episode today, folks. Please make sure you subscribe to our podcast and give us a review. Remember, if you or anyone you know might be ready to franchise their business or take their franchise company to the next level, please connect with us at bigskyfranchiseteam.com, where you can schedule your free, no-obligation consultation. Thanks for tuning in, and we look forward to having you back next week.
