Franchise Your Business

Fixing the Franchise Bottleneck: How Global Talent Solves Staffing, Systems, and Scale

• Big Sky Franchise Team | Tom DuFore

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Tired of staffing headaches slowing down growth? We're joined by Wes Kauffman (FASTSIGNS multi-unit owner) and Binsi Das (Sagan). This webinar tells the real story of how global talent helped transform FASTSIGNS franchise operations and why this model is now being adopted across other franchise systems. This is a live recording originally recorded on August 29, 2025 at approximately 1 PM Eastern Time USA.

Wes Kauffman is a systems-driven entrepreneur and operator who builds businesses that scale. He leads Concordia Holdings, which owns and operates the largest franchise groups in the Rolling Suds and
FASTSIGNS networks. Wes is also the founder of Sign Talent Solutions (STS), which sources and places global designers, project managers, and sales assistants for the FASTSIGNS network of franchisees—while helping owners codify simple, effective SOPs. A data-driven builder with a bias for action, he focuses on operational excellence, talent pipelines, and durable growth.


Binsi Das is the Managing Director at Sagan, where she leads global operations, product development, and automation strategy for a rapidly scaling talent platform. With a background in executive operations and systems design, Binsi has helped hundreds of businesses streamline recruitment, optimize offshore hiring, and integrate global professionals into high-performing teams. She has architected Sagan’s approach to candidate pipelines, process standardization, and community-led support for both employers and global talent.

ABOUT BIG SKY FRANCHISE TEAM:
This episode is powered by Big Sky Franchise Team. If you are ready to talk about franchising your business you can schedule your free, no-obligation, franchise consultation online at: https://bigskyfranchiseteam.com/ or by calling Big Sky Franchise Team at: 855-824-4759.


The information provided in this podcast is for informational and educational purposes only and should not be considered financial, legal, or professional advice. Always consult with a qualified professional before making any business decisions. The views and opinions expressed by guests are their own and do not necessarily reflect those of the host, Big Sky Franchise Team, or our affiliates. Additionally, this podcast may feature sponsors or advertisers, but any mention of products or services does not constitute an endorsement. Please do your own research before making any purchasing or business decisions. References to external data sources, studies, statistics, or other third-party content are not claimed as our own unless explicitly stated. We do our best to provide proper credit and citation where due. If we unintentionally fail to cite or credit a source, please let us know, and we’ll gladly correct it and provide the appropriate acknowledgment."

Tom DuFore:

All right, everyone. Thank you so much for joining us again on another edition of our Franchise your Business podcast and webinar series. My name is Tom Dufour. I'm the founder and CEO of Big Sky Franchise Team and if you're new with us or haven't been with us in a while, just as a reminder, make sure you hit subscribe on whatever channel you're tuning in on, whether that's your favorite podcast, itunes, spotify or the like or subscribe to our YouTube channel, where we publish and put out great content like this regularly. So glad for you to join us here.

Tom DuFore:

As an opening, we have a couple guests with us today, and today we're going to be talking about fixing the franchise bottleneck. Maybe that applies to you or maybe you're wondering what that franchise bottleneck might be. Well, you're going to have to wait, at least through the intros, for us to talk through that. So I take a minute here and introduce our guests. We have Wes Kaufman with us and he's a systems-driven entrepreneur and operator who builds businesses that scale. He leads Concordia Holdings, which owns and operates the largest franchise groups in the Rolling Suds and Fast Signs Network. Wes is also the founder of Sign Talent Solutions, which sources and places global designers, project managers and sales assistants for the FastSigns network of franchisees, while helping owners codify simple, effective SOPs. A data-driven builder with a bias for action, he focuses on operational excellence, talent pipelines and durable growth.

Tom DuFore:

And then we have Binzi Das with us and she is the managing director at Sagan, where she leads global operations, product development and automation strategy for a rapidly scaling talent platform. With a background in executive operations and systems design, binsey has helped hundreds of businesses streamline recruitment, optimize offshore hiring and integrate global professionals into high-performing teams. She has architected Sagan's approach to candidate pipelines, process standardization and community-led support for both employers and global talent. Needless to say, these folks are super talented and understanding how to grow business and find talent to help you grow that business. So, with that Wes and Binsey, I'd love just to get things started about fixing this bottleneck in talent and maybe even giving us just a little bit of your own journey through this process and how you got here. Absolutely yeah, go ahead, wes.

Wes Kauffman:

I'll go first, if that's all right. Yeah, so, like you said, I have two business partners. We are franchisees in the Fast lines network and the rolling studs network. Um, and I I joked with you in the prelim tom that, like like any small business owner um, we have three fast lines locations.

Wes Kauffman:

One of the biggest challenges, as we've grown significantly over the past five years, is finding good people. It takes good people to make businesses grow. You know, coming out of COVID, there was a shortage of labor. Even if you look and there's still a shortage of labor, unemployment's low. It's hard to find people and we're moving into a period I believe that we're gonna continue to have that issue. So, as we grew from I think in 2020, we were probably around 30 employees to we're at about 250 today.

Wes Kauffman:

It's been a challenge and I met John and Binsey in that process and they're like hey, have you considered global talent? And it's been a lifesaver for us, so much of a lifesaver that, you know, we decided to kind of systemize it and start helping the Fast Science Network with the same thing, Because I'd go to convention and every franchisee they're just like oh man, you know that's the commiseration, that's the as I joked, the big red button on everybody's chest. It's like people finding good people. So we've been helping the Fast Science Network with that and seeing a lot of success there. But you know, global talent for us has been a complete game changer. But you know, global talent for us has been a complete game changer.

Tom DuFore:

I think we have 30 placements right now and we're adding multiples every week. It feels like through Binsey and her team, helping us source more high-quality team members.

Wes Kauffman:

So, wes, when you talk about having placed 30, does that mean you have 30 people currently that are working kind of remotely somewhere else around the world? Yes, yep. So we've got Philippines, colombia, mexico, argentina, india, you name it. We've got them all over the place and they've been phenomenal. I'm always blown away by the education level. This is I think Benzie had this for later in the podcast, but we have a young woman, rosalba, from mexico. She has a master's degree in architecture. She's a project manager for us. She teaches architecture at the university and I think she's working on her phd at the moment and speaks five languages because she doesn't have anything else to do in her spare time. Uh, and she's phenomenal, right excited to beited, to be at work. Um, super competent. We trust her with customers. Honestly, she's dealing with very high level customers and it's awesome to have her on the team. She brings a lot of energy. So that's just one example, um of of the type of talent we've been able to find.

Tom DuFore:

Yeah, oh, that that's great. That's. That's very, very helpful. Wes and and Binsey, I'd love for you maybe just to talk a little bit about how you meet, how someone like Wes comes into the Sagan system and needs some help, maybe someone who's new and hasn't done their first placement yet, and they're saying, boy, I've got these trouble spots. How do you get involved? How do you help someone like Wes or other franchisees or franchisors solve this talent challenge?

Binsi Dan:

Yeah. So if you are looking to, let's say, hire a global talent, one of the best options out there used to be that you work with an agency. Right, and what happens with agencies is that they will charge you a percentage of the global talent's one-year salary and it's usually anything between 20% to 25% even 35% for many agencies and they simply place the global talent and that's it. But what we've seen and what I've experienced I'm a global talent, I'm based in Dubai and I met John about eight years back and I started off as an EA and I was a very basic admin assistant. If I had been just the admin assistant without any of the support and the guidance and coaching and any of that that was provided, I wouldn't have become who I am right now, which is leading a huge team. So at Sagan we've grown from like three team members about two years back to about 90 plus team members at that stage, and you cannot do that with all of the support and the extra things that you provide with these global talent with. But if you are a business owner, very busy going through your day, do you really have the time and the energy to provide them with the resources and the coaching and the training and all that. That's basically where Sagan comes in right.

Binsi Dan:

So with Sagan, what we did is we had a bit of a different model. So we had a membership-based recruitment firm. We don't do it upon, like we don't take our fee on placement, and in this membership you get to have a certain number of hires right. But it's not just the hires that we focus on. We have a lot of different other benefits, like we provide training and ongoing support for all of the global talent. We provide training and support for the members, for the business owners, because a lot of times, new business owners don't know how to manage global talent, they don't know how to set expectations, they don't know how to provide systems or SOPs or documentation, and so we help them through almost all of these processes.

Binsi Dan:

We don't just place global talent, we would also basically help you onboard them. We provide payroll services. We have multiple partnerships with payroll providers to provide, like, discounts on payroll. We would also even administrate payroll for you if needed. So basically, it's kind of like a full cycle service offering, from onboarding all the way until, let's say, they get fully integrated into your business, because one of the things that most business owners do is they bring on a global talent and they call them a VA. We hate the phrase VAs and most people just bring virtual assistants and they just do assistant stuff. And that's not all. Global talent is Because, if you look at it, the best business owners have global talent across the board. They have it in all departments they have accountants, they have controllers, they have CSRs, sales reps, sales admins, and so if you are just restricting yourself to VAs, you are doing yourself a disservice because you haven't explored the breadth of global talent that can be integrated into your business.

Tom DuFore:

Well, wonderful, wonderful, binzi and Wes, I'd love to just kind of hear your vantage point. So that's a great overview on how Sagan gets involved and can help. And Wes, how have you seen that experience in bringing in global talent and, with that support from Sagan and being able to help you through that?

Wes Kauffman:

Yeah, so kind of the story of how I initially got into global talent. I met John online, I think. I DMed him somewhere and we started chatting and he's I think you've met John. John has a lot of energy. He does. I'm not quite at his level, but the two of us combined it's kind of dangerous.

Wes Kauffman:

And you know, I actually had first hired him just as a consultant to help me think through process stuff, because we grew so quickly that you know, a lot of our processes weren't in place, a lot of our workflows weren't in place, and there is a bit of like so many small business owners especially haven't done that kind of hard work. And that's I think we're saying and really is beneficial because they can come in and say look, there are amazing people really. I mean I mean people think I'm just trying to sell something, but these people are phenomenal. You need to get them in your business. You might have to do a little thinking about what your process looks like and the way your workflows are on. They can help you with that. They have workflow experts. They have Sagan University which is doing classes, I think every day. Now Everything from is it every day it's close.

Binsi Dan:

It is every day.

Wes Kauffman:

yes, Everything from Accent Reduction for Global Talent to John did a whole Getting Things Done course on how to. It blew my mind I'd never read Getting Things Done or knew anything about the process. That was super, super helpful. They have AI workshops. They have AI experts on staff that all they do is talk about. They have AI workshops. They have AI experts on staff that all they do is talk about AI and build AI tools.

Wes Kauffman:

It's kind of I mean, honestly, it's like Sagan is a membership and you get to hire a certain number of hires through it, but that's not really. That is part of the benefit, but all of the other extra is just like phenomenal and can. It's a great community of people. So for me it was that like that, like brainstorming with John, brainstorming with the thing, the team around how do I re look at my company in a different way to access this amazing resource? And that's that's kind of what I've had to do.

Wes Kauffman:

When I talk to other fast science franchisees about it, I say it's like you need to look at the daily workflow of your company is like lines of code and every line of code needs to run to make this business function daily right, and then I need to tag each line and say is that a physical has to be done here or is that it can be done remotely? And I need to kind of tease those two apart and then you can build roles around. If it's remote, there's no reason you can't have that be global. And if it's physical, then that's going to be local and you get to really kind of maximize what each team your US-based team and your global-based team are doing for the highest performance and the highest output of that team. But it was working with Sagan, working with John and Binsey and kind of that philosophy that has really changed our companies dramatically.

Tom DuFore:

Oh, that's wonderful. Wes and Binsey, I'd love for you to talk a little bit about what Wes was just talking about. I think this is interesting about figuring out what can be done I really liked how you said that, wes what can be done remotely versus locally, where some things have to be done locally and other things can be done kind of anywhere. It doesn't have to be tied down to a specific location where maybe your retail business or local business might be run. So, binzi, I'd love for you to just talk a little bit about how you help your clients with that or go through that process.

Binsi Dan:

So I think previously one of the hardest part about transitioning to a global workforce for most business owners was the fact that their offices were not set up for it. Because you have, let's say, you have a delivery come into your office and you have, like, a purchase order or whatever. It's a piece of paper and it needs to be filed somewhere, right, and so if you are not set up for that, then it becomes very hard to integrate global talent, because, at the end of the day, global talent can only work virtually, and so the first step in all of this is transitioning to your business into a space where it can function in a virtual environment, and that is one of the hardest parts for most business owners. For many franchisees, I know that that is also a very difficult area, but franchises are all built on systems. Everything is systematization, right, and so global talent works perfectly into that kind of an ecosystem, because global talent works based on systems, and if you're not systematized, it becomes very hard to integrate that kind of global talent. So the first thing for us is usually figuring out is this business set up for a remote environment? After COVID, almost most businesses are, because we did transition during that stage and then it is okay.

Binsi Dan:

What are certain functions in which we can bring in global talent? Right, and so let's say, your business is very heavy on sales, just as an example. Like you're a roofing company, for example, right, your sales folks are out there, they are always out there, they are talking to customers, they're going in to provide estimates. They're doing a lot of different things. Now most business owners would think, okay, we cannot put in global talent in a business like this, but that's not true, because global talent can come in as admin support so that your sales team can actually do the things that they're good at not updating CRMs, not providing estimates, not writing down all these things that were captured during the meeting, which we have a lot of systems built so that that can be captured easily, such that your overseas team or global talent can actually help you with those right.

Binsi Dan:

So there are different aspects inside the business which can be done remotely and you just need to figure out what it is. So, let's say, you have a CFO in the company that is like very busy, busy throughout the day. Can you add in certain folks like an accountant, maybe, someone who does AP, payroll, someone who does just accounting AP and AR, things like that basic accountants, junior accountants there's a whole set of like financial team members that can be global to support your one or two in office accountant folks. Right, because at the end of the day, most of these in office folks could be a little bit more expensive than your global team, and your global team, like you, might not have enough. You might not be able to staff enough local team members when you really look at it, but in terms of global team, you can have like unlimited folks, even because just because it's so cost effective, right, wes, what do you think of that?

Wes Kauffman:

Oh yeah, absolutely yeah. I mean it's two things. Like the cost savings is obviously very attractive, um, to a lot of people, but it's also just like finding good people. One example was a friend of mine who's a franchisee had an ad out for an installer for signs. Right, that's obviously very important when I talk about local look and installs gotta be done locally. Um couldn't get it like zero applicants so he had hired two global, he hired a inside sales person and he hired an assistant and a designer, took the cost savings from them, increased the wage for the installer and instantly had five to ten great candidates. So it's like the cost savings yes, it is, but it lets you also access. You can fix your local bottleneck in some ways with talent if you can just pay a little, right, like, pay enough. If I'm good people, you always will. So that's kind of the way I look at it. Yeah, it solves a lot of problems.

Tom DuFore:

Yeah, thank you. One thing I was thinking about, benzie, when you were describing fixing systems and helping your customers go through that, and Wes you mentioned this too how, if you don't have these kind of systems sorted out, this global talent you bring in can help you figure it out. And it got me thinking about someone that might end up listening to this and say, well, I'm not Wes, I don't have an empire of franchises and maybe I own one franchise, or I own two franchises and now I've been the owner operator. I'm kind of getting this going, but I've got my feet under me now and I'm ready to start offloading some of my duties. How might you support someone in that capacity?

Wes Kauffman:

Yeah, I mean, I think it's initially like what I like to do is talk about the mindset and when you kind of understand that like OK, this is the mindset we need to have, Just start right and don't worry about making sure they're completely busy 40 plus hours a week. To start right, Start putting into practice, even if it's like say for you, even if you want to start with an assistant, start simple, right. Don't start with super high level. Get kind of that muscle of exercise of like hey, I could make this remote and then I can put this in a documentation and I can teach them how to do it. I just hired um.

Wes Kauffman:

We have a couple other companies and I hired a bookkeeper to help me with that. I was still doing all the bookkeeping and it was like four different entities. It wasn't hard, it took me an hour a day, whatever. But I'm like I don't need to be doing this. I hired um edison. He's from the philippines, he's phenomenal. He works just with me. We just met once a day. He's already a bookkeeper he's probably more talented than me in quickbooks and once a day for an hour we meet and I teach him something, and then he'd do that, and then we did that for a month and now he's just everything's up to date and balanced and on time every day, all the time. So I think it's just that don't put so much pressure on yourself to make it perfect right away. If you have the right understanding, the right mindset and you're willing to just continue to kind of one piece at a time, you can make a lot of. You know, one one, one task a day is $365 a year. That's a lot of tasks.

Tom DuFore:

That's very well said, wes and Binzi. From your perspective, are there maybe some best practices or things you recommend kind of going in for someone with that first hire? That's kind of just getting into this.

Binsi Dan:

Most business owners start with a first hire as being their executive assistant or a chief of staff or some form of those, and I believe that is actually the hardest hire, because an executive assistant's role is not really defined. You would have to be very good at delegating to make your executive assistant really useful, right? My recommendation is always start with something that is an established process. So, let's say, you always know how you answer your phones. You have FAQs. You already know what are the common questions that your customers would ask. Your first global talent could be a CSR right, just to handle all the customer service inquiries. If that's all you need, somebody to just answer your phone throughout the day, right, that'll be a very easy to transition role for you, right? If you know that your estimates are always in one format it's always in this way. I always send it to this email an estimation support admin, whatever you can call them, is an easy first hire, right? Would you be able to onboard an executive assistant that easily?

Binsi Dan:

Now you are battling with thousands of different processes, lots of different things that you would need to delegate. You don't really know what you want to do in that situation. So my recommendation is look for established processes in your company. Let's say you are like I think we had this customer that mentioned that they are a roofing contractor and one of the things that they have to do is they have to work with insurance companies to get paid right and they had so much unpaid invoices that they were just drowning in it. And to have one global talent placed in that position to just talk to the insurance company, figure out the things and get those invoices paid out gives more returns than an executive assistant who will maybe help you respond to a couple of emails or schedule some calls for you right. So again, recommendation is like look for repeated processes, look for processes that are already established that you can just hand over, and that'll be one of the easiest hires that you can make.

Tom DuFore:

That's very good. Sorry couldn't get my mic off, mute there for a moment. So that's very, very helpful. And Wes one of the things I was thinking in listening to Binsey. So we talked about maybe a single unit operator, a single franchisee. Maybe they're within their first two years of operation. They're maybe looking for that first real support type role to come in and help them. But then I think about you as a seasoned multi-unit operator with lots of operations and businesses operating at the same time. You know, I guess, when you look to bring in the support, how did you kind of go through that process to say where do I start? Or is there any particular area or pain point that you began with?

Wes Kauffman:

Yeah, so I mean for the signage business I mean kind of the initial kind of easy one for our business is graphic designers, right, it's a very known skill set, it's a known education. You know, signage is a little different so it was a little bit challenging. It's not I'll get into the nuance, but it's different from print to signage, but it's still a fairly known thing. So that was the easiest thing that we did. Right, we start there and then we worked into um.

Wes Kauffman:

We had kind of went through this process where I talk about um, you know operations and what can be remote or whatever of leaning out our sales process and creating new roles. One of those roles was project management, customer service sort of roles, and so we started hiring there and in our industry signage is very um, construction based. Right, there's a lot of construction. So we hired architects, we hired civil engineers, people that honestly I would never be able to afford in the us, likei, just, I just couldn't, not for the type of role. So we're able to access really high-level talent to do that project management work and come in and hit the ground running Because they're like oh yeah, we understand, we can read construction drawings, we know how a project is supposed to go. We have certifications for all that. So those are the two roles we primarily started with, and then we've moved off.

Wes Kauffman:

We have multiple people in accounting, uh. We have multiple people in customer service and invoicing that's just submitting invoices to vendors, because of you know how hard to uh, yeah, vendors, that sort of thing. So I always say I wish I'd known about global talent earlier, because I would have just started with a global talent first kind of perspective Like is it remote? We're going to do it over here. Is it local, we're going to do it here. If I had started with that, I'd have 60, 80, 100 global contractors at the moment, not 30, because we would have probably bifurcated our business even more.

Tom DuFore:

But no complaints, it's been fantastic for us bifurcated our business even more, but no complaints, it's been fantastic for us. Wonderful and Bincy, I guess, as you think of onboarding an owner, a large multi-unit franchisee that might come in, or maybe, as I'm talking out loud, it makes me think of the franchisor as part of this. And how does Sagan and how do you work with a franchisor to become part of some of the support or an option for the franchise network?

Binsi Dan:

Yeah. So if you are a franchisor, you can essentially take one of our memberships for your entire network of franchisees right, and so the franchisees can come in. They can put in a hiring request. We work based off a credit system and so you can give the credits over to your franchisees so that they can simply come in, put in a hiring request. We would work with them directly and then we would help place a global talent for them.

Binsi Dan:

Now, if you are a franchisee that actually wants, let's say, six plus hires and you are growing rapidly, then you would essentially have your own membership and then you would be part of our network and then you would go through the same process. So we can work at multiple levels. If you are somebody that just needs one type of profile sent over consistently, like for Wes, one of the things that we do is that we provide graphic designers, signage graphic designers, consistently right, because that is what Wes requires. So if you are something of like an industry partner, like Wes is, then essentially we will work with you to define what are certain roles that you need filled consistently and we would provide options for sourcing, screening, onboarding, every kind of support that you would need to get them onboarded into the business.

Tom DuFore:

Yeah, that's excellent. Well, one thing I was thinking of is you mentioned the credits and being on the subscription, and a lot of the conversation today has been focused on onboarding bringing someone, on, integrating them into what you're doing. But eventually the global talent may move on or find something else that they're interested in. So I'd love to just hear your thoughts or kind of what that is like going through a transition, where that global talent is now transitioning over. I could hear you probably hear something like this. I could hear someone an owner, a multi-unit franchisee or even the franchisor saying well, we have some intellectual property or we have things that we're nervous about. What happens if this person leaves? Then what? So how might you respond? Either one of you respond to that.

Binsi Dan:

Wes, do you want to talk a little bit about that?

Wes Kauffman:

Yeah, I mean. So the way I think about it is like and I totally understand the concern, right, but we all have employees that all have access to all that stuff and they all leave all the time. I don't see a difference between US based and global Right. I mean, I guess they're outside the US justice system, but you know, I think it's pretty uncommon to see a franchisor going after a former employee of a franchisee. You know what I mean. I just I understand the concern, but Part of the other thing too is like, yes, sometimes global talent moves on they.

Wes Kauffman:

This job. They do not want to, they do not want to have this job go away. Even like Edison who I mentioned, who's doing bookkeeping for me, he's always concerned because I only have 20 hours of work for him a week. Right now I'm paying him full time because he's just awesome to have, but he's like worried that I'm not going to be. You know that's not enough work. I'm not going to be. You know that's not enough work. I'm like you're safe man, I'm not going anywhere because it's a great role for him. So I think you know there's always ways to mitigate those concerns, no-transcript, that there can be documentation pulled into order. We want them to control that data, so we haven't had any issues with it. I don't know, binzi, if you've ever had any issues, but I've never seen a problem.

Binsi Dan:

One of our recommendations to most business owners that bring in global talent is don't give them your social security number and passport and all that on like the first day of their job. Make sure that they're integrated slowly into your business. Like it does take some time to establish that trust with your global talent, but once it is established, we've seen that most global talent like stays for years. Like I've been with the company for like seven to eight years right now, and so not a huge concern, I would say. And then there are, of course, best practices, like if you're a business where, let's say, you are dealing with HIPAA laws or certain very sensitive information, there are certain best practices that you would have to take in order to protect a lot of your business functions right.

Binsi Dan:

Like an example would be there are folks, there are business owners, that set up virtual spaces for these global talent to work and that is it's like you log into an office, you just do things over there. You cannot download things from it, you cannot upload anything into it. It's a very siloed workspace and that is something that you can set up. It depends on what level of security you would need for your business. For most business, that is not really needed. And again, you give sensitive information only after you've established that the global talent is going to work with you for a long time. We do have NDAs. We do have a lot of best practices. We can help based on the level of security you would need for your business.

Tom DuFore:

Essentially, yeah, Excellent. Well, I'd love for you all to share. How can people find out more about what you're doing? Where can they get information, websites, contact info? What's the best way for people to learn more about this?

Binsi Dan:

So for Sagan, we have a website, saganpassportcom. You can pretty much find most of our information over there. You can book a call with us and we'd be happy to talk you through any questions and all that. Our founder, john Matzner, is very active on Twitter, and so you can reach out, no problem. I am active on LinkedIn, wes, what about you?

Wes Kauffman:

I mean, John is also very entertaining on Twitter, so if you just need a good laugh every once in a while uh, for me not really online a whole bunch, but, um, you know you can reach out to me, um, at my email town, I'll give you that. To you that, if you want to post to people and email me or reach out to me in any way.

Tom DuFore:

Sure, great, well, and uh, I mean Wes. I'd be remiss if I didn't ask an opportunity for you to uh for someone to maybe be a customer of yours for one of your franchises or other business. So if they happen to be in the area or a potential customer, uh, how can they connect with you there?

Wes Kauffman:

Yeah, so if you need signage, um, you know, like I said, we have three locations we're in Seattle area and then we're on the East coast in Lancaster Pennsylvania. Uh, we're in Seattle area and then we're on the East coast in Lancaster Pennsylvania. Uh, so, westcoffman at fast signscom, that's an easy one. Uh, let me know, I'd be happy to help. Uh, we help a lot of very large customers, uh, do amazing sign work, so we'd be happy to do that. Um, and then if you're in the uh central Pennsylvania area and house, send the same email, I'll get you the same thing. Or westkoffman at rollingstudscom, I'd be happy to help you.

Tom DuFore:

Perfect, perfect. Thank you so much. We'll make sure we get that in the show notes and, you know, I'd love to just see open this up as an opportunity for you to share anything that maybe you didn't have a chance to yet, or anything before we go today to yet, or anything before we go today, wes, I think the only thing.

Wes Kauffman:

I think that maybe this is an awesome opportunity, I think, for franchisors and franchisees. So you know, franchisors are always concerned, you know, like franchisee profitability growing average unit sales, all those things To me. You know. Lowere profitability, growing average unit sales, all those things to me you know lower cost, high quality people help with the profitability and, honestly, capacity being able to get the work done efficiently, not leaving leads sit. That grows, that grows. The top line too. So, um, I would say that's where I think we're gonna really, really help Zs. And then on the Zora side, you know franchisors have a lot of support systems and they got a big burden to serve their networks and this is an amazing tool that I think franchisors should really consider to leverage, to really open up capacity to serve their networks by leveraging global talent.

Tom DuFore:

How about for you, Binzi?

Binsi Dan:

I would say, when it comes to hiring, a lot of people over-index on the resumes, on how the candidate presents themselves and all that. One of the core philosophies we have at Sagan is that we are always on attribute-based hiring. We always think about smart, hungry, coachable, that's like three attributes. We are always on attribute-based hiring. We always think about smart, hungry, coachable, that's like three attributes we are always set on. And if you have those three attributes, then basically you bring them into your business and you can teach them anything right. And so one of my, I would say, parting advice would be look for people that can grow into different roles within your business. You don't really need to look at the resume and just fixate on that. Just that one part.

Tom DuFore:

Well, this has been a fantastic session here, and just listening to you all and having had a chance to spend some time with John as well, it really, for someone that to me, my interpretation is for someone that maybe has not experienced or attempted to bring in global talent, it's at least something they need to consider and explore and take a look and see how that might be able to help support what they're doing. Especially, as you know, was it Thomas Friedman's book the World is Flat. You know that book's probably what? 20 or 25 years old at this point, and the world is increasingly more flat, and so I think that this is a great example of how that's happening and how you're able to blend both worlds. It's not saying eliminate one over this, local versus not. It's figuring out a way that they can coexist together.

Binsi Dan:

Great yeah, yes.

Tom DuFore:

Well, great, Well, thank you all so much for being here. Thank you all for tuning into our show and we look forward to having more great episodes. My name's Tom with Big Sky Franchise Team. Appreciate you. Make sure you subscribe before you go and we'll see you back for the next show.

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Tom DuFore

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