00:00

Thunderly.

 

Speaker 1  00:09

Welcome to the latest edition of the heart of franchising, where we take you behind the brand to bring you the people, stories and heart behind franchise success. This podcast is brought to you by home franchise concepts, one of the largest home services, franchise systems in North America, inspiring franchise owners to achieve financial independence while transforming lives homes and the communities they serve. I'm Marcy kleinsasser, your podcast host and Vice President of Marketing for franchise Development here at home franchise concepts. Today, we're kicking off the new year with a special conversation featuring four of our brand leaders representing our family of brands Together, we'll explore what's new, what's next, and what prospective owners should know about our franchise opportunities. Let's jump in. I'm thrilled to welcome four leaders who guide some of the most respected brands and Home Services. Paul Ebert, Group President overseeing advanta clean Aussie pet mobile, light speed restoration and two mates.

 

Speaker 2  01:06

Welcome Paul. Thank you. Marcy, happy to be here. Awesome.

 

Speaker 1  01:10

Heidi Morrissey, president of kitchen, tune up and bath, tune up. Good to see you. Heidi, you too. Jared Smith, president of Concrete Craft, Premier garage and the tailored closet. Great to see you.

 

01:22

Jarrett, thank you for having us.

 

Speaker 1  01:25

And last, but certainly not least, Heather Nikolai, Chuck president of Budget Blinds, hello Heather.

 

01:31

Hi everyone. Awesome.

 

Speaker 1  01:33

Well, I'd love to kick us off and hear about your outlook for the year ahead. So the first question for the group, what excites you most about where your brand is headed? And if you had to define your 2026, North Star, what would it be? So I'll go around the group, and we'll start with you.

 

Speaker 3  01:52

Heather, oh, wow, great. I'm so excited to be able to start this budget blind sits on top of a very large and growing market, and so that is very, very exciting, and window coverings are projected to double over the next decade. So we're going to spend the next several years preparing for that. Our North Star in 2026 is all about embodying a growth mindset and providing our franchisees with ways in which to embrace this, and that's from everything from new product categories like outdoor to introducing various payment plans at the end of the day, we want to operate with excellence, ensuring that our franchisees can be as profitable as possible and really embrace that growth mindset. I love

 

Speaker 1  02:44

that, Heather. I think all of us will agree that everything we're doing here at home franchise concepts is around growth mindset. So Thanks, Heather. I love that. Who would like to share their North Star next

 

Speaker 4  02:55

here at the tune up brands. We like to call it the tune of versa. We'll just shorten it with that. This last year, we really got clear about two things that help separate all of us, and how we can really increase profitability in which which is sales confidence and operational consistency. So our 2026, North Star is really just to create predictable performance by tightening that just those two areas early and often. So during the early training all the way up, tell your 30 year franchise. That means owners can feel confident in pricing, confident selling, confident running their business day to day. So when that happens, of course, their stress goes down, their margins go up, and the business just becomes an asset instead of a job. So that clarity is what's driving everything we're building right now.

 

Speaker 1  03:44

Thanks, Heidi, I love it. Clarity, confidence, franchise, profitability. Love these themes. All right, Paul, I'm going to turn it over to you.

 

Speaker 2  03:51

Jared, thanks, Marcy, mine's going to be very similar to Heather's. I want to leave off the mindset piece of this and just say the word growth. And so, yeah, I have the privilege of leading four brands that are kind of in this emerging stage, that are continuing to grow. I love to tell potential franchisees that in each one of these brands that we're big enough to know what we're doing and that the model works, but we're not so big that we believe we know every answer, and so we're always consistently trying to find ways to have iterative improvements, to find ways to become, you know, 1% more profitable, to drive margin into our franchisees, to drive growth and to continue that path. And so that's really what it is all about for our recurring and restoration risk.

 

Speaker 1  04:35

Thanks, Paul. I love that growth and continuing to collaborate with the franchisees to to to move towards that. And Jarret, what about you?

 

Speaker 5  04:43

Yeah, similar theme of growth here as well for the Taylor deposit, Premier garage, you know, best year ever. 2025 we're going to build on that momentum even more in 2026 as we focus on helping our franchisees be as profit. The Bulls ever through coaching and operational efficiencies and revenue growth with all the various products and services that we offer, much like Heather, many, our entire industry is in high demand, and we just need to continue to capitalize on that through strong sales training and operational effectiveness. Awesome.

 

Speaker 1  05:21

Well, I definitely hear similar themes. Congrats Jared on best year ever. I love to hear that, and I'm know that your team is working really hard to continue in that into 2026 alright? So every year brings new opportunities to invest in tools, technology and support, right? So our franchisee prospects want to understand what will truly impact their success. So my next question revolves around that, what new initiatives or investments are you rolling out this year that will have the biggest impact on franchisee performance and growth? And let's work backwards so Jared, if you can answer that first,

 

Speaker 5  05:58

yeah, you know, continue to enhance the way we coach our franchisees with a data driven approach. You know, we continue to look at various KPIs across all of our sales process and our operations and making sure our franchisees truly know their numbers and that we can coach them through understanding those numbers and how to improve them. We have some technology that we're rolling out early in the year to create some efficiencies in the way they order. And then on the marketing front, focused on unified brand messaging across our two brands and consumer credibility technology, so really helping our franchisees continue to get high quality leads so they can have more sales.

 

Speaker 1  06:46

Love that. All right, let's turn it back to you, Paul, what are you doing new for franchisee performance and growth? Or what new initiatives and investments to support those?

 

Speaker 2  06:57

Yeah, we have quite a few things on our plate this year with our teams, you're on the two made side. We're doing a lot of things centered around professional house cleaner, recruiting and retention. We have launched certain products, like our u shine Studio app that is really a personal development tool for our professional house cleaners. Everything in there is centered around making them the best version of themselves. There's nothing in there about how to clean a house better. It's really just leaning in with that, with our workforce as they're the most important person that wears our brand and goes to our customers homes on a daily basis. On the Aussie mobile side, we have some exciting news that we're releasing in our convention with a rebranding and a new look and feel and name for that brand, and bringing us into current day to set us better up for our future and where we're going. And with our restoration brands, it's really just continuing to drive referral sources to develop relationships in our communities, and putting some programming around those efforts for our franchisees. So lots happening inside of our four brands, and we're excited about what 2026,

 

08:03

and beyond brings love all of that. That's fantastic.

 

Speaker 4  08:05

Thanks for sharing that. Paul Heidi, what's going on in this universe? Well, a lot of different things, but we're going to focus on two investments that we've decided to really focus on for the franchise's success. So the first is, we're expanding our sales training and coaching. So last year, we saw record sales, and a lot of it was attributed to the direct coaching and the sales courses that we started offering virtually, not only to the franchise owners, but to their sales people, and we also started training them to be sales managers. So being able to lead a sales team is just as important as learning how to do the sales. So we've done both of those things, and we're adding more team members into that particular area so that we can really keep practicing that and noticing how the franchise's confidence continues to go up. And the second investment is really our operational excellence journey that we're going on this year with our franchises. Last year we completed our customer journey, and that was to see, how are the what were the touch points to the customer? We did that with every franchise, and this is where we're going to get really hands on now in the operational side, because we're going to proactively review those day to day operations. We're just looking for places where there's some friction. What happens when there's friction, and how does that show up in cash flow or customer reviews? And so we're thinking of this more as a business health check across the whole universe. And we always know sales without operations creates chaos, and operations without sales limits growth. So we have to align on both in order to compound our efforts here.

 

Speaker 1  09:38

I love that, and I love that you're you're doing kind of that, that friction check, because at the end of the day, that customer experience is so important for the franchisees, and ultimately it affects their profitability. Thanks for sharing that, Heidi, and back to you, Heather, what's happening with new initiatives and investments at Budget Blinds?

 

Speaker 3  09:54

Oh, similar to Jarrett and Heidi, the way that we coach and invest in our. Coaches will be a key initiative for us, as well as training and support with revamping our our new owner Academy and how our franchisees can train their associates. But beyond that, on the front end, we're leaning hard into our private label outdoor brand Ella VISTA and our focus on motorization, outdoor living is exploding everywhere, even in the colder climates. And when you combine that within smart, automated shade solutions, you turn what used to be just a blind job into something really exciting and more of a lifestyle project, also expanding the way that you can reach your owner in there, in and outside of their home, and that means higher ticket prices, more differentiation in the home, and a customer who is far less likely to shop our competitors. We're also putting national muscle behind our payment options so franchisees can then confidently lead with value and not price. And then behind the scenes, we're investing heavily in a new CRM and order management platform and all the training that goes with that. So when you give an owner clean data, streamlined workflows and better automation, they're able to take back some of their time and do things that are more added value versus just kind of pushing paper. So if we do all of these things really well, franchisee performance and growth will take care of itself.

 

Speaker 1  11:33

That sounds amazing. And I'm sure from the franchisee mindset piece, as you said, kind of growth mindset that will follow absolutely love that. All right, I'm going to take us to different topic rather for what franchise prospects want to know, and one of the most common questions we hear in the discovery process is, what can I expect as an owner? So let's go a little bit deeper into that topic. So if I'm evaluating your brand or brands, and you can pick one or share your perspective on a few of you that lead more than one brand. What should I expect in the first 90 days of ownership? What does that startup experience look like, and where does your team show up the strongest so let's start with Heidi.

 

Speaker 4  12:17

Let's go to you first Perfect. Well, we have a whole launch team that helps our franchise owners launch from day one. There's a lot of information that comes at them during their training experience. And in order for us to ensure that everything kind of landed, as well as continue to layer on additional information, we've got someone from ops, somebody from marketing and someone from sales that stays with you during your first 90 days, and they are working with you every week. They're doing coaching, there's doing there's leaderboards, things that they can learn from. But it's really to create clarity instead of overwhelm, because that usually is what happens when people start something new. So as we're going through the launch, we are really looking at, how are they doing? What? How quickly are they getting their first lead? We're working for a lead a day right away. How quickly are they getting their first sale? How quickly are they executing the order and then the actual job? We're helping them through their hiring process, making sure that they're getting those right hires in right away. So there's a lot of different things that happen that we have learned over the years of operating for over 37 years, you learn like what mistakes can we avoid if we just make sure we look at that together when we're starting? So we always go over their first few orders with them and teach them how to spot things on the order. But it's really more important that they feel like there's someone there guiding them or introducing them to other franchises that can actually mentor them and help them during that time. A lot of times, after the 90 days, they're like, can we continue this for another 30? And it's like, you bet. So whatever they need, whether it's 90 120

 

Speaker 1  13:52

it doesn't matter. Yeah, that's awesome. And certainly you know, you and your expert team knows kind of what those benchmarks are that helps the franchisee to know, am I meeting it? Am I beating it? Am I behind? So it's great that you have those coaches to help them. Paul, what about you and whatever brand you kind of want to speak to, or all of them, and what happens in the first community?

 

Speaker 2  14:12

Absolutely, our goal is within 48 hours of you signing a franchise agreement that we are having a kickoff call. We have onboarding specialists that come alongside of you to hold your hand through the pre opening process to get to Academy and training. And there's a lot of stuff that has to happen there, right? A lot of things that we don't even think about sometimes, of I need an LLC, I need to open a bank account. I need to do all of these little things that have to happen to drive success later. And so we have somebody on our team that's going to hold your hand, we're going to have weekly meetings. We're going to make we're going to make sure that we're doing all of those things at opening your grand opening after Academy. We're typically going to have somebody from our team on site with you during that week, there's going to be lots of questions, lots of emotions, excitement and nerves, and you know, I've got to train this team. I've got to get a cleaner or a groomer. Out to their first job. How do I go about that? Well, our team has done that hundreds of times at this point, and so we've hit our head against some of those walls, and we don't want you our new franchisees to bump their head against that wall. And so we want them to learn from our mistakes. And so we're there to be there past that past opening. You're having at least a weekly call with your ROM regionals operations manager that is going to just, you know, dive into the little things that are happening, you know, the minutia that may be going on in your business, to get you over some of those nerves and hurdles. And we continue that process for really, the entirety of your first year. Our goal is to have a weekly meeting with you for the entirety of your first year. We know that one day you are going to know more about your business in your market than we do, but we know that day probably doesn't happen in the first year, and so we want to make sure that we are there every step of the way as you're hitting those growth targets.

 

Speaker 1  15:53

Yeah, that's awesome. Heather, what? What would you say either is unique to budget lines or maybe some of the same themes that you can share that happens in the first 90 days as a Budget Blinds owner,

 

Speaker 3  16:05

there's a lot of overlapping themes. You can expect a very intentional, very supported startup experience from day one you're paired with a dedicated coach. You'll start in our E learning platform, HFC University. This is a fantastic platform that cannot only be used for new owners coming in, but then for for them to be able to train their associates as time goes on, through HFC University. This is where you're going to work through state of the art training on our brand, our sales process, product knowledge and just basic operations, then you get to take all of that learning to our experience center in Capell for hands on training. I love this training because it is hands on and it is more workshop. And it's that repetitive, repetitive type initiatives that that get you really ready to to be an owner, and then once you're back in your market, in the real world, your onboarding coach very similar to Heidi and Paul, they don't leave you there with you for 90 days. They're holding you accountable. They're having weekly calls with you and making sure that they're there for you to be supported through the process. So by the end of your first 90 days, you don't just have a franchise, you have a coach, a playbook and a support system that makes you feel confident that you're on the right track, and then after that, we're still there for you.

 

Speaker 1  17:34

Yeah, I love that, and I think it's important that our listeners and any prospective franchisee understands and we tell them this in the discovery process, that you know you can lean into the support as much as you want to, but we hold you accountable to whatever you know that training and support is especially in the

 

Speaker 6  17:51

first 90 days. Absolutely, that's awesome. Yeah, Jared, what about

 

Speaker 1  17:55

you and your brands and your team? I know they do an awesome job, so please.

 

Speaker 5  17:59

Yeah. So so so similarly situated. You know, immediate connection with a business coach, virtual training in the beginning, helping you get your business set up, all the things Paul mentioned that many people don't think of. You know, business insurance, getting your LLC, QuickBooks, that whole thing, then on site at our experience center in CAPELL. That's that's a differentiator for us as a group of brands. And then, you know there, what's different for our brands is design training, because we have a custom design software that helps you design the cabinetry for the closets in the garage that that is also trained as well, because that's that, that what our designs really set us apart for our competitors, and listening to the consumer so so making sure our owners are comfortable with that and or their their staff that they may hire. And then after Academy, I'd say, hyper care, right, making sure that we're connecting with that owner as much as they need, to ensure they're as successful as possible, and hitting the road running with, you know, getting their first lead, their first sale, and then you know, their first installation. Right? For us, installing is complex, and managing a warehouse is complex, and so we got to make sure our owners are well prepared for all

 

Speaker 1  19:26

of that. I love the word hyper care. I think our our team, especially this team right here, is so good at that making sure our franchisees have the hyper care to make sure that they are successful. All right, shift shifting to the next topic, which one major differentiator for us is that franchise owners don't just join a standalone brand that you lead, but they join home franchise concepts, and we are backed by our parent company, JM family enterprises. So that scale gives us a unique shared, you know, unique shared. Capability. Certainly there are other platform companies, but we have certainly made it unique for us. So let's talk about what that means in practice. How does being part of home franchise concepts and our platform strengthen your brands and create advantages for your franchise owners? Heather Nikolai, Chuck, I'm going to start with you great as our initial brand in that's true.

 

Speaker 3  20:24

Yes, being part of home franchise concepts, the platform is an advantage for every owner, because you're not standing alone, nor are you standing alone. As a brand, you're plugged into a very scaled, shared services engine that encompasses, most importantly, for owners marketing and it so we're able to scale our dollars to get the right agencies in. We're able to scale our dollars to to increase the resources that we have. So I think that's a really important advantage that we have, and just as important as that is that it's the ability to learn and grow from the other the other brands and the other owners that are out there, and being able to share ideas even amongst our ourselves, Jared, Paul and Heidi and myself, it's very important, because that's where best practices are learned, and we're able to then take Some of those practices and put into our own brands.

 

Speaker 1  21:23

Love it, learn scale, share, love it. Jared, I'm going to come back to you, what do you find is the best advantage for your brands?

 

Speaker 5  21:32

Yeah, I was going to, I was going to say, you know, the shared support we get from from from development, from Marketing, and it is a huge advantage for us, as is the, you know, specific of my brands, the decades of experience the associates have that will be supporting the franchisees, the depth of the network you know, that can help those newer franchisees thrive. You know, just a willingness for everybody to help out across all the brands too, if you have a sister brand in the same market, you know the just the willingness for everybody to help out,

 

Speaker 1  22:11

absolutely, yes, Paul, what are your thoughts in terms of creating shared advantages as being part of home franchise concepts?

 

Speaker 2  22:19

Yeah, I'll piggyback a little bit off of Jarrett's answer there. And like one of my favorite stories, is our owners in the Austin, Texas market have created an organic kind of networking coffee meeting every month. It turns into a referral source. It turns into, sometimes, a therapy session to where business owners can talk about the things that you know, some difficulties that happen, and they get opinions and and ways through it, and encouragement to work through those things.

 

Speaker 1  22:47

And Heidi, what are your thoughts in terms of the value creation of being part of franchise concepts for our franchise owners and our associates?

 

Speaker 4  22:56

For us? Sure. I mean, it's pretty lonely when you're just a standalone brand and you're not sure how everyone else is operating, you will hear a few stories. People will share a little bit. But to really be able to get into the depth and understand the data across the the whole enterprise really does give clarity. But we also have these shared service or centers of excellence that we can tap into. And if we've got a brand like Budget Blinds that maybe has a franchise that has scaled more than somebody on art we can, we can talk about that. What did that look like? How did they get there? What are they spending? There's enough similarities across the brands that the franchise owners can actually learn the best practices also. So you always kind of look at it as it gives us inner enterprise level support, but each brand gets to keep their personality.

 

Speaker 1  23:42

Also exactly. I love that, and I will tell you, having come from a single brand, but, but also, I've been part of enterprise, shared, shared brand enterprises. It's amazing how this company taps into that, not only at the enterprise level, but as you said, Paul, franchisee to franchisee, and I've had stories as well, and had franchisees come to me and said, You know, I've worked with this other brand, and you know, we've leveraged that from a PR perspective, and even talking to new owners, they've come in and they've asked, you know, what about this brand? And I'm going to be in the market, but who else is in the market? So that has helped us in the development side as well. So all right, well, thank you for sharing that. So let's talk a little bit about scalability and kind of long term opportunities. So many of our franchisees enter the system with plans to grow, right? We want them to have that growth mindset so they do have plans to grow beyond a single territory or brand, and our platform is certainly designed to support that, to direct trajectory. So what does scalability look like in your model, and how does the broader home franchise concepts platform support multi unit or more, multi brand expansion from your perspective or within your brands? What are your thoughts on that? So Heidi, I'm going to start with you Sure.

 

Speaker 4  24:53

Well, to scale, you have to have repeatable processes, and so I think that the brands have. Really dialed into making sure that that happens. And, you know, we have a lot of CO branded owners, so they own multiple brands because they want kitchen tune up and then bath tune up, or bath tune up and then kitchen tune up. And so there are some similarities to help that scale. But I think that, you know, when you look at how do we do that, and how do we make that beneficial, I think we've all kind of learned from each other as we've watched the brands combine a little bit and say, you know, do they want to work together? Is it better if they're separate? Would it be better for them to buy more territory, or the vertical integration as they start to grow into one market? And so I think that just having that breadth of experience has really been helpful to help guide that franchise and whether or not that's the right path

 

Speaker 1  25:44

for them. Perfect. Love that. Paul, what's your thoughts on expanding and helping a franchise owner with their kind of growth potential?

 

Speaker 2  25:54

Yeah, it's an interesting question, and I'll say two modes. For example, more than half of our territories are owned by owners who own multiple territories, and so it isn't encouraged, right? It is a way to scale the flip side of that is if you go to the two maids website and you try to request a cleaning, we're also asking you, if you have a pet in your home, well, how valuable is that to Aussie pet mobile, to be able to have that to build a relationship, if you have another owner inside of your territory, to build that relationship, to become a referral source, because we know pets are messy, and so if you have pets, you probably got a messy house and need it cleaned. And so creating that kind of organic relationship. But then we have also started to see some brand stacking between those two brands, as well as we have owners that are, you know, they go into homes, and their associates are going into homes, and they see those things. And so they really are trying to to have that mindset of, hey, we can offer a suite of services. I also like to tell my peers on the call that every time they go into a house, they're making a mess, and so they should be bringing in two maids to clean it up afterwards, just as a nice happy for their for their customers. And so we're working on scaling that a little more too, but I'm gonna put them on the spot without comment today.

 

Speaker 1  27:08

Jared, what do you what do you say about that your franchise owners are making a mess,

 

Speaker 5  27:13

and you should, yeah, call you Paul, no problem. I think for our, you know, for the brands I have, it's, you know, Heidi said it well, repeatable processes allows you to then expand on that and grow for Taylor closet, Premier garage, the design software and the ease of use of that allows you to then train and quickly get up to speed designers and sales people, which, again, more designers and sales people you have out there, the more business you can bring in. And so it's, it's less of a lift to go in and add, you know, if you're willing and able to add more employees that can do that help you sell more. And then your back end operations install more. You install more crews and so you can scale the business as you have the desire to really just by having good processes and the right crews to go out there and make it happen. So you know that, along with the relationship with the sister brands we have and referrals, really makes it part of a cohesive system.

 

Speaker 1  28:19

Yeah, that makes perfect sense to me and Heather, last, but certainly not least. Again, what are your thoughts on being able to help your franchisees have a growth plan?

 

Speaker 3  28:29

Yeah, scalability in our model can happen, I think, in a lot of different ways. On the revenue side, I think that it really starts with growing and becoming comfortable and confident across the full product line, we have a good, better, best options, and then intentionally moving into, you know, think very high end and the better and best solutions. And that means embracing every category that we offer, from the core roller shades all the way through automation, from soft goods and drapery, so you can meet the customer where they are and truly differentiate based upon the services that you lean into. So I think that's one way you can do that. From there, scale also means geographic growth in Budget Blinds right now, it's a little bit more difficult because we have sold through a lot of our territories, but that is a way that you can grow and then as you build that strong foundation, and you are now working on your business versus in your business, I think that's the right time to then maybe consider branching out into another brand and being able to to handle bringing on and scaling through a different business. But I think that that takes real effort, and that takes time, and that should not be something that is done immediately as you come in as a new owner, absolutely.

 

Speaker 1  29:49

And all of this is done, you know, with your expert business coaches and right to make sure the franchisee is doing it at the right pace, at the right time. So, yeah. Well, thank you for sharing that, because it's definitely a question that that we hear quite often. All right, so let's wrap this up with a fast, kind of fun lightning round, with a quick question for each of you. So in one sentence, why? Why should a prospective franchise owner consider your brand? Why is now the right time to join each of your brands. I know Paul and Jared. You have more than one. So if you want to share something quick for each of your brands, same thing with you. Heidi, but or just kind of in general, why now for your brands in 2026 so we'll go backwards around again. Heather N, we'll start with you.

 

Speaker 3  30:37

It's the right time to join Budget Blinds, because you're stepping into a trusted, proven brand in a growing market, and then you're supported by a powerful platform that helps owners ramp faster and scale smarter. I think that's what I would say, is the reason you should get into Budget Blinds right now.

 

Speaker 4  31:03

Love it. Heidi Marcy, yes, well, now is the time we are reaching the peak of when households are at their premium remodeling age 2027 is the year when we'll have a more homes than ever that need remodeling because they're between 20 and 25 years old at that time, we also have more equity in our homes. We also have people staying in their homes and wanting to improve them, and who doesn't want to have a beautiful space. And of course, we're also now investing in what actually matters, and we always have, but this year is so critical is owner's profitability. This is the best time to be in business right now.

 

31:40

Love it. Thank you. Heidi, share it.

 

Speaker 5  31:45

I would say a strong, proven brand with support and mentoring and a supplier base full of with a full portfolio of innovative products to truly help you succeed in your market.

 

Speaker 1  31:59

That's why you should join premier garage or fantastic. Love it. Paul, close this out.

 

Speaker 2  32:06

I can't believe you limited us to one sentence, and none of us have followed direction, so I'm not going to either so and I'm going to make this brand agnostic. My statement. You've heard all the reasons of how we're going to support you how home franchise concepts is there. There is no time like the present, right? The first step is always the hardest step, and we're here to be there to support you for every step after that. But you have to have the mentality to do it right. A lot of our franchisees are trying to build legacies to create their own path to get out of the rat race of corporate America, and we're here to support that. And so take that first step. There is no time like the present, and now is the time to do it.

 

Speaker 1  32:50

I love it well. Thank you to all of our brand leaders today, Heather Jarrett, Paul Heidi, for sharing your insights and vision for the year ahead. It's clear that across our brand portfolio, there is incredible momentum, meaningful investment and a deep commitment to helping franchise owners build strong, scalable businesses. If you want to learn more about any of our franchise opportunities here at home franchise concepts, please visit us at home franchise concepts.com and listen to more episodes of this podcast. I'm Marcy kleinshauser, and thank you for joining us. I hope you will listen next time when we talk to another guest and get to the heart of franchise success. See you next time on the heart of franchising you