I systematize franchise organizations

What Jacob does 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 Jacob fits in your growth cycle

• Emerging franchisors: productize your operations before you sell units, so 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?

Jacob installs the same playbook he runs 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, plus unit-level reporting you can actually compare.

Do you work with franchisors, franchisees, or both?

Both. For franchisors, Jacob builds the standardized stack and rollout playbook that ships with the franchise, the thing that makes your units outperform independents. For multi-unit franchisees, he systematizes your locations so growth adds trucks, not office headcount. For emerging franchisors, he helps 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, because 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 Lehi, Utah, working with franchise systems across the United States; the systems run remotely against each unit's stack.