I didn't just study this.
I lived it.
I spent years of my career running recruiting, training, onboarding, leadership development, and accountability across dozens of locations in a franchise organization. Not as an outside consultant. As a director whose job it was to get results when the numbers didn't work.
I hired the people. I trained the people. I built the manager scorecards, ran the operating rhythm, and sat in the room when someone wasn't going to make it. I know what a good first week looks like, and exactly what it costs when there isn't one.
A franchise is where I learned it. But bad hiring, poor training, and unclear accountability cost the same money whether you're running four locations or forty, franchised or not.
How I Work.
People first, systems second. Systems exist so people can do good work. When I find a broken process, I'm looking at what it's doing to the person standing in it.
The number comes before the opinion. I'll tell you what I think, but only after I've shown you the math.
I'd rather tell you the hard thing early. If your problem isn't one I can solve, you'll hear that in the first conversation, not in month three.
Small and deep, not big and shallow. I work with a handful of operators at a time. That's a deliberate limit, not a stage I'm growing out of.
Twenty Minutes, No Pitch.
Tell me about your locations and your turnover. I'll tell you honestly whether there's something here worth doing.