I systematize franchise organizations

What I do across a franchise system

• Instrument every unit — leads, calls, quotes, jobs, and dollars tracked identically at every location, so franchisee reporting and royalty numbers come from data instead of self-reporting.
• Standardize the revenue layer — speed-to-lead, AI receptionists, follow-up, reactivation, and review engines deployed brand-wide, so a lead gets the same response in your best unit and your newest one.
• Systematize sales — one pipeline, one offer structure, one follow-up cadence in every territory, making close rate a process number instead of a franchisee personality trait.
• Automate the back office — quoting, scheduling, dispatch, invoicing, and data entry, so each unit scales revenue without scaling office headcount.
• Build the brand's data asset — customer and territory data that compounds across the system, powering benchmarking, territory planning, and the recurring revenue that makes units more valuable.

Where I fit in your growth cycle

• Emerging franchisors: productize your operations before you sell units — the automated playbook becomes the thing franchisees are actually buying.
• Established systems: pilot in a few units, prove the lift, then roll out — replacing the binder-and-training-call model with systems that enforce the playbook by default.
• Multi-unit franchisees: systematize your own locations so the next acquisition or territory plugs into an operating system instead of adding chaos.

Franchise questions

What do you actually do for a franchise system?

I install the same playbook I run for independent contractors, but standardized across every unit: instrument each location so leads, calls, quotes, and jobs are tracked the same way; automate the response and follow-up layer brand-wide; systematize sales so close rate is a process number in every territory; and automate the back office. The result is one operating system every franchisee runs — and unit-level reporting you can actually compare.

Do you work with franchisors, franchisees, or both?

Both. For franchisors, I build the standardized stack and rollout playbook that ships with the franchise — the thing that makes your units outperform independents. For multi-unit franchisees, I systematize your locations so growth adds trucks, not office headcount. For emerging franchisors, I help productize your operations before you sell unit one.

Why does this matter more for a franchise than an independent shop?

Because a franchise's product is a repeatable system. Every process that lives in a manual instead of software is a process each franchisee runs differently — and every difference erodes brand consistency, royalty reporting accuracy, and unit economics. Automation is how a playbook becomes enforced by default instead of hoped for.

How does a rollout across locations work?

Pilot first: instrument one to three units, prove the lift in speed-to-lead, booked jobs, and office hours saved, and harden the playbook. Then roll out unit by unit against the units' existing tools where possible — franchisees adopt what demonstrably makes them money, not what corporate mandates.

What kinds of franchises?

Trades and home services — HVAC, plumbing, electrical, roofing, restoration, cleaning, landscaping, painting, and adjacent categories. Based in Salt Lake City, working with franchise systems across the United States; the systems run remotely against each unit's stack.