We Bought A Franchise!
Join Jack and Jill Johnson on their rollercoaster ride as the fresh faced new franchise owners of Pink's Window services in sunny Palm Beach, Florida! Peek behind the curtain at the real deal of launching and expanding a franchise – the good, the bad, and the downright chaotic!
The Johnsons are set to reveal the highs and lows, the freedom, and the fortune that come with being your own boss. Tune in to the "We bought a franchise" podcast today! 🎙️🏝️
We Bought A Franchise!
We Bought a Franchise: Marcos Moura on Finding the Right Franchise Fit
Marcos Mora, co-owner of Amada Senior Care joins Jack and Jill for an engaging conversation about his rise in the senior care franchising industry.
Gain insights on finding the right franchise fit, the importance of passion and personality in entrepreneurship, and the challenges of the early stages of business ownership.
Marcos highlights the unique advantages of the senior care sector, the significance of a well-prepared workforce, and shares personal stories of perseverance.
This discussion is packed with valuable tips and inspiration for aspiring entrepreneurs and those seeking to learn what it takes to be a successful entrepreneur.
Visit www.weboughtafranchise.com to subscribe.
Send us your questions for an upcoming episode at 305-710-0050.
From your pals in franchise ownership, Jack and Jill Johnson.
Hi everyone, I'm Jack Johnson.
Speaker 2:I'm Jill Johnson.
Speaker 1:And we're here on the we Bought a Franchise podcast. We have a legendary, awesome guest for you guys today Marcos Mora, the co-owner of Amada Care, Senior Care. Marcos, welcome to the podcast, hey guys, thanks for having me. Great to have you.
Speaker 1:And for those of you that are first time listeners or for those of you that are, you know, constant listeners, the theme of our show for those of you that are just joining us is that Jill and I are franchise consultants. We bought a franchise called Pink's Window Services and, of course, the whole premise is to share with all of you our experiences building our franchise, but also it's to bring on industry experts, franchise owners, people that can really teach all of us what it's like to really build a franchise. And with that, Marcos, we thought it'd be great to bring you onto the show because your company has a killer just a killer brand and reputation in the always super smart senior care space. Marcos, we'd love just to hear from you what got you into this business and tell us about you and a little bit about Amada Care.
Speaker 3:Well, guys, thanks for having me. So I very much like you guys. I was first a franchisee. Before we started this brand of Amada Senior Care and what I love talking about that. My dad back in 1990 decided he had enough of Brazil. There was this new president that came into power and it was just crazy. So my dad said we're done, we're going to sell everything, we're going to move to the United States. And I was 14, 15 years old and I remember thinking I was so excited it felt more like a vacation. I was like we're going to go to the US, right, and I was super excited about it. And so, 1991, like we're going to go to the US, right, and I was super excited about it. And so, 1991, we sell everything.
Speaker 3:My dad is in his 40s. You think about how crazy. That is right To not just move from Arizona to New Mexico, but from Brazil. We moved to Minnesota and the way, yeah, the way that we stayed in the country is I know, I know it was crazy in the country is. I know, I know it was crazy. And uh, the way we stayed in the country is my dad bought a blimpies franchise and uh, for and and depends.
Speaker 3:If you're a millennial, you probably go. What is that? If you're my age 47, then you know that blimpies was a competitor to subway. And I distinctly remember my dad saying guys, we're gonna own a blimpies. I was like what is that? My dad said it's like a subway and I said, well then, why, guys, we're going to own a Blimpies? I was like what is that? My dad said it's like a Subway and I said, well then, why don't we just own a Subway? And he goes because Blimpies is cheaper. And those were famous last words about my dad that he decided to buy the franchise because it was cheaper than Subway. And I think this is kind of cool to say, guys, is that my dad hated it? My dad hated it. He hated Blimpies because it was just a wrong fit. It was the wrong fit for my dad.
Speaker 3:In the very same town you get my dad who owns a Blimpies and then there's another dude who owned Blimpies about 10 minutes away from our store, a guy who had been there forever. He owned two or three locations and loved it. He would sponsor the football team, he was involved in the community, he did catering for the university and he was doing really well and he absolutely loved the business. So you think about in this very same town, very same model, very same business, one owner, my dad hates it. It almost killed my dad, literally, he hated it. Then you get this other entrepreneur who owns the very same thing and loves it. Is it the brand? No, it's the entrepreneur. Isn't that so crazy? How you can have that in the very same town. And that was my first introduction to franchising and it really was a great education and I think I love what you guys are doing right, the education of owning your own brand and seeing what it's really like to be an entrepreneur and run that business. I think it's amazing.
Speaker 1:I mean way to come out of the first round. Swing dude, what a great. I mean I'm sorry that your dad didn't have the experience that he wanted, but you know, I mean, as we see so many times, sometimes it ain't the best fit.
Speaker 2:Why we started this podcast is because it you know, for a long time you know, and we still do help people find the right fit, but it's not always the right fit, and so, even with us and our experience with Pinks, you know, there's still a lot of speed bumps. And what you said is really interesting too, because now we're seeing a lot of the owners being on the other side and you can see some are really performing really well, some are struggling, some are in the middle. So it's very true, it's the person, it's not necessarily the franchise.
Speaker 3:Not necessarily so. Chad, my business partner in Amada, chad, is a really interesting saying which is and it's not very deep, right, it's one of these like, really like duh. But he says when you start a business, there's there's this bucket of you and at the end of the day, there's going to be a lot of crap that's going to happen to you. I don't care if you are doing the business that is the best fit that you love, and at the end of the day, in that bucket there's going to be things that take away from you, things that are like oh, and then things that are like but I got to do X, y, z, like I had these good experiences and at the end of the month, at the end of the year, at the end of the week, whatever period, ideally it's a business that most of the stuff in that bucket are positive things that happen to you, Because there's going to be both. But the business where it takes the most out of you is the one that you're going to have a very hard time running.
Speaker 3:An example of my dad just having a bucket so filled with stuff he hated about the business that he would just be like I hate this thing. That's not what was happening with the other owner, and so that's your evaluation is the other owner loved customer service. He loved making sandwiches, he loved doing the catering, he loved being with the football kids. He loved doing all these things. It was fun for him to run a restaurant. It was fun for him to run a restaurant, even when somebody called and said you got my order wrong, I hate you. He was customer service oriented. When somebody called my dad and said you got my order wrong and I hate you, my dad would be the soup Nazi. No more sandwiches for you. He'd be like don't ever call again. I'd be like dad, dad, dad. That's not how this works. So, yeah, you know you got to make sure that's a business that's going to, at the most part, fill your bucket in a positive way you know.
Speaker 1:That reminds me when Jill and I lived in Encinitas. There was a sandwich shop that opened up. Yeah, it was a good sandwich, but he would get into fights with his Yelp reviewers. So the Yelp reviewer would say hey, it's an okay sandwich, but they got my order wrong. And the owner would then proceed to message them back on Yelp and say I didn't get your order wrong, you got your order wrong and like these fights with them.
Speaker 2:And they went out of business because, I mean, their sandwiches were great. They really were. It was like a great. You know, he just he wasn't for him.
Speaker 3:Stop himself yeah, can stop himself. That was, that was my dad.
Speaker 1:Right, you probably shouldn't be in that business yeah, did he become another sandwich operator in encinitas this, marcos? I feel like the talk. And again, your dad could have used a franchise consultant and there weren't very many of them back then.
Speaker 3:I don't think there were at all Ninety one Right, I don't know, none.
Speaker 1:Yeah, right, but you know it used to be when you would see franchise consultants market themselves and I think we were guilty of it. To find your perfect franchise, that was the right, that was the line. Find your perfect franchise. There's no such fricking thing as a perfect franchise and what? What I've really come and I'm a slow learner, but what I've really come to realize, what Jill and I've come to realize is we really want to coach people up for what business ownership is. Because if it's senior care, if it's painting, if it's sandwiches, it's senior care.
Speaker 1:If it's painting, if it's sandwiches, if it's window washing, the first 18 months are the hardest. And making sure you're capitalized, making sure mentally you're ready, um and uh, it's for the ups and downs, cause it takes a while for the business to mature, and I really think that's our job. One is to show our clients franchises like yours and introduce them to you guys. But two, to constantly be there to reinforce. You're not just going to kick your heels up and and this thing's going to grow, even if you're going to operate semi-involved, you're going to have to hire people and manage them. So I don't know what's your take. Um there's.
Speaker 3:There's this uh uh guy here. He used to be in san die, he's now in Texas. He's like a mini Tony Robbins and I'm forgetting his name now. He's awesome and he says also kind of a dumb statement, but so deep, that entrepreneurs make decisions and then they go and make the decision right.
Speaker 3:And so here's the thing about that is, I think that it is actually very difficult to prepare somebody about how difficult the business is going to be, whatever business is going to be, and because even if you say this is going to be really hard, they go yeah, I know, I know. But then they get into it and it's like, oh my gosh, I had no idea it was going to be this hard, even if you tell them, and so it's the entrepreneur that makes the decision. If you tell them right, and so it's the entrepreneur that makes the decision. But when you talk about decision, I think that's where a franchise consultant or franchise broker, what you guys, do, is so important, because you can make the decision as good as possible, although you're never going to be prepared for the reality. How do you prepare that kid that was 18 years old about how hard Vietnam is going to be? You can't.
Speaker 1:There's no way to do that.
Speaker 3:How do you prepare the 23-year-old who's about to get married about how hard marriage is going to be? You can't Same thing with the business, but at least you can counsel and talk and make the best decision possible. But in the end, like you guys are experiencing right now, like I've experienced, in the end the entrepreneur has to go make that decision right, that no one's going to save you, no one's going to save the marriage for you. No one's going to save you. Know this, this awful thing. You're going to go do that. So you're going to have to go fight. You have to make the decision right. It's going to be up to the entrepreneur every single time. And the other thing is it's not going to be the territory Most likely, it's not going to be the territory, it's going to be the entrepreneur who's going to have to make that decision right.
Speaker 1:It's up to them. I agree. Well, let's. This is a perfect segue to Amada, because if you look at the numbers in senior care, uh, if you look at the average numbers across everybody's item 19, dude, it's hard to beat senior care because everybody's got a pretty darn. I mean, it's so mature now.
Speaker 1:There's not like a new senior care, that's on the block for an in-home senior care, you guys are all pretty well established and now it's a game of boy and like when we check for non-medical senior care franchises like amada, when now it's like you're lucky if you can find two that have availability in any given territory, where it used to be at everyone. So, marcos, why is it that senior care is such a great business and how is it that AmadaCare sets someone up to differentiate themselves in such a competitive space?
Speaker 3:Okay so, the first question, I think, is a fascinating little look into the senior care business. I have a buddy of mine who owns California pools here in California. He dude the guy's, the guy's rolling in money like just phenomenal, and he always talks to me about how hard it is right, because when you have this, this idea of making a pool, a lot of things can go wrong, even if you're the most amazing pool company in the world. But they're phenomenal right If you're looking for a pool in California. California pools, ryan's amazing. Okay, so what he talks about? He talks about the fact that, you know, eventually there's only so many people who want pools. The good thing about pools is that when I do one, it's a hundred, 200, 300, 500 grand to build a pool, so I don't have to make that many. But he goes, you know, eventually, the people who want pools on pools, and then it's going to slow down. Uh, I don't know, like, like, do you remember the cupcake craze? Eventually, how many cupcakes can you eat Now?
Speaker 3:Senior care is weird because senior care is today, there's X millions of people who are going to wake up and realize they need us, they need a caregiver, and then tomorrow it's almost like Groundhog's Day, there's going to be X millions of people who are going to wake up, who are going to go. I need a caregiver, oh my gosh. And that daily resetting of the business is going to be true forever. There's never a. I've eaten, I've eaten too many cupcakes, or I've already had the cookie that now has the, the frosting pumpkin frost. I'm done with it. Right Like right. It will never reach that point.
Speaker 3:And so the, the companies just keep coming on and they get absorbed. Um, so fast I'll give an example. We've been in in orange County since 2008. We're, we're and and I I'm just saying this for illustration purposes. So fast I'll give an example. We've been in Orange County since 2008. I'm just saying this for illustration purposes. Our company here in Orange County. We're not that big, we're not that small, we're kind of not average, we're above average. We've been here since 2008. And yet we have less than 0.1% of the population that we're serving. You could have another 20 home care companies start and not take business from us and still become very successful, and we wouldn't even feel it. It's that ridiculous.
Speaker 1:It's amazing. Let me take a guess. I'm going to say you guys have maybe 100 clients, 100 core clients.
Speaker 3:Yeah, that's just crazy. Yeah, it's not. That's what people come to us and they go wow, if you're doing that, you probably have thousands. They have this crazy number and our office staff like our office is about 2,000 square feet office, 2,000 square foot office we have 13 people who administer the Orange County location and 350 caregivers on our roster.
Speaker 1:But yeah, it's not a lot of clients you guys have got a good bench, that's a deep bench, that you guys are doing it right. I mean again I think this is something we talked about last week always be hiring, constantly be hiring, constantly be hiring. The minute you stop hiring, the minute you're going to have a shortage and you're going to have a job you can't fill.
Speaker 2:Yeah, and in your case, like you said, someone's going to wake up one day and need, you know, full-time care, part-time care, and then you also, on the other hand, have someone that no longer needs care, unfortunately. So this like cycle of always. You know having people available and being able to. You know reach into that network.
Speaker 1:So, yeah, yeah. And the other thing is this it's one of those businesses I may put off, you know, uh, fixing our, our front yard trees. I'm not going to, we're we're going to do that, but you know we are going to do it but we're doing it.
Speaker 1:But that's something someone might say let's wait till after the election, because whoever's the president determines and it's it's it's foolish thinking right. I saw a great post from Cody Sanchez today where she says no matter who the president is, you're still the one that's got to go out there and do it. Yeah Right, and but home care is one of those things. And but home care is one of those things. If, tomorrow, my mom needs home care, she needs home care, no matter what's happening. We got to figure it out If she, if she needs it, she needs it.
Speaker 2:You can't really put it out.
Speaker 1:Right.
Speaker 3:Yeah, yeah, you're, you're, you're going to do it. Okay, so then then what you? What you then talk about is the second thing people say is well, how do you hire caregivers? It's really hard, how's that going? And I kind of pause and I go okay, wait, wait, wait.
Speaker 3:If you were to open a coffee roasting company, that is what you're going to do. You love coffee, you're passionate about it and you're going to start a company that does this. What you're going to have to do is you're going to have to buy these conveyor belts. You're going to have to get the raw inputs, which is coffee. You're going to have to go find the raw inputs and you're going to have to go figure out who the heck you're going to get that from, because Starbucks buys up everything and you've got to to fight for that. And you have to get your raw inputs. And then you have to put that on your conveyor belts and you're gonna have to manage that.
Speaker 3:And while you manage that, like something's gonna go wrong with this conveyor belt or somebody's gonna quit over here, and and you may not, and and there's there's, you know there's, there's a uh in costa rica, there's a flood, and like that is the business. And, and you, you, if you, if you were a coffee roaster for the next 50 years, that you're a coffee roaster, that factory that you built, that is doing the roasting and is running would never stop 24-7, you'd be roasting, coffee roasting, coffee roasting and putting in bags, putting in bags, selling, selling, selling. That would never stop, right. And so what I want to always tell people is whatever business you are in, there's going to be some piece of it that's going to be the evergreen you're always going to do. That's the same thing, for caregiving is listen, if you're an entrepreneur in our space, what's your business Caregiving? Well, you're going to have to hire caregivers every week of your life for the rest of your life. Oh, I don't know if I want to do that, then don't do caregiving Like I don't do caregiving Like I don't know if I'm going to do that. Don't do caregiving. It's that simple.
Speaker 3:And but going for the another coffee roasting thing is kind of weird. But if you then want to become the largest coffee roasting company of Orange County, you're going to have to get really good. You're going to have to get better conveyor belts. You're going to have to source better coffee. You're going to have to get better branding.
Speaker 3:Same thing with caregiving. At first you're kind of crappy at it. You're hiring caregivers here and there and you're trying to figure it out. But if you want to become a $3 million, a $5 million, a $10 million business, your infrastructure is going to have to get better. You have to get better at sourcing the caregivers, you have to interview them quicker, you have to treat them better, you have to pay them a little bit. So and that's a challenge and it's a challenge that you either welcome and that's what you want to do and you're fighting for it and you love it or, again going back to the bucket is the challenge that you don't really want to do. There's not. We've been here since 2008 and there's not a week that goes by that we don't hire two caregivers, not a week that goes by. That is a lot of weeks since 2008 and we don't think anything of it. It's not, it's not weird, it's just. It's just what we do.
Speaker 1:Yeah, right just what you do. Yeah, I mean it's, it's a great, it's a really great analogy. Um, and caregivers are good, are good people. There's a lot of good people who are caregivers.
Speaker 2:When you look at the work that they do, it's um, it's pretty remarkable and they're good human beings you were in the home care industry and you are, and I lived through it with you and all of that. I mean it also is a business that does feel good because you're helping people. You know, and even the caregivers, the jobs that they're getting. They may not be pretty, but they're helping people. It's just, it's like a feel-good business too I think. I think that plays into it a lot too.
Speaker 1:Well then, look at like what's happening AI is taking over call centers right that end of business creative marketing.
Speaker 1:You see where AI is starting to come in and take jobs. Ai is not taking caregiver jobs anytime soon. So again, as we start to talk to clients about what businesses make sense, it's just remarkable how senior care has stayed. And, as Jill mentioned, I mean I was. You guys started in 08. I was at home care assistance in 08. I mean it was a great business then. It's a great business now. And in franchising we've seen a lot of different things. Every single year there's a new thing, right, there's a new shiny. Yes.
Speaker 1:Yeah, new shiny brand and a million people buy it, like you said, cupcakes, and then there's crumble and there's, and it's great and that's the fun of this is that all of us, as entrepreneurs, we get to take our shot. Right, we, we bought pinks this year, but you know, it's funny and I don't know if anyone's ever said this to you before, but I've had so many people say to me this is my last shot. I'm like dude, you're 50. It's not humans are pretty resilient. It's not your last shot.
Speaker 1:So, and for that reason, like, we partnered with a company that, um, that helps our clients sell their business. So if I mean I never don't sell your business, stay in it for at least three years. But sometimes people, they're just not right for it. So we partnered with a company that, hey, six months in, no problem, I don't recommend you do it.
Speaker 3:Oh, that's awesome.
Speaker 1:Yeah, wow, yeah. So, but again, marcos, think about this. So let's say someone buys a nomadic care, they put the first six months in, they spend, you know, 150 grand with franchise fee getting it all up and running and now the business doesn't have the revenue to support any kind of valuation. So what do you got? Maybe they can sell it for franchise fee. That new owner comes along and within a couple of years gets it up to whatever your item 19 says. You know that that number that you guys have, um, and they had to put in just another hundred grand to take the business to that next level. I mean, that's so. That's the thing people have to be aware of.
Speaker 2:But that goes back to what you said in the beginning. It's not necessarily the franchise, it's the owners. The wrong fit at the beginning could be a perfect fit for someone else.
Speaker 3:Yeah, I love that, that concept, that um, just because you open either a crumble, an orange seed, fitness or an Amada or a Voda cleaning, whatever it is that you open, doesn't mean that that's what you're going to do for the rest of your life. It is just one business and one stepping stone. And I got to tell you I would much rather my son spend 300 grand in a business that flounders and he sells it and he loses a little bit of money than MBA.
Speaker 2:Yeah.
Speaker 3:Like what you will learn from opening a business and it not going the way you thought it would go and you spent, let's say, three years doing that.
Speaker 2:Yeah.
Speaker 3:Those three years spent at like a usc pepperdine any mba nowadays is going to be about 300 grand as well.
Speaker 3:Yeah, easy and and it is. It is, I think, nowadays a giant waste of money just to just to throw your money in the trash sort of activity unless you have. This is kind of going into education, like I did in my MBA, and I wish I could give that back, if I could just say I won't ever tell anybody that I'm an MBA and I can give my money back and I would do it. But there were kids in my class that are now working for, like large accounting firms or whatever, and there was a reason why they didn't be fine. But just to go because you don't know what to do, that's a giant waste of time.
Speaker 3:I'd rather you start a business and lose 300 grand on that, because you'll learn so freaking much by doing that business, and especially with a franchise where you get all these training wheels, all the support, experiences from other franchisees. So, like for my kids, if they don't really know their path they want to go into that's. My plan is let's get you guys into real estate, let's get you guys into your first franchise. Have you run the heck out of that thing and let's see if you can make that. I'd much rather that than going to MBA school.
Speaker 1:I mean, I had a meeting this morning, had the very same conversation, even about undergrad. Let's say undergrad is going to cost you $120,000. Giving your kid the choice we can go college or we can take this and we can go start up. You can go buy a painting franchise. We can take this and we can go start out. You can go buy a painting franchise and you can have a painting franchise where essentially you are a sales and marketing machine and you are subcontracting your painters and you can do that business for 120 grand. And if again, just like senior care, if you look at the item 19 from painting companies it'll blow your mind and that's the thing that now, what's so cool about this time?
Speaker 1:and, I think, where real estate is? We honestly, covid, really changed the world. If you look at this, look, it really did. People can't buy houses right now, but they can buy a modicare for for two. I don't know what's total investment for you guys 200 grand yeah, about 200 grand is probably a good number.
Speaker 3:If you have that, if that's your last dime, we're probably not going to accept you. But 200 grand, yeah, about 200 grand is probably a good number. If you have that, if that's your last dime, we're probably not going to accept you Good point. But 200 grand into that you can commit to the business is where you should be.
Speaker 1:So if I came to you guys and I said okay, Marcos, I've got 200,000, right, I just did a home equity line of credit, I got 200 grand for the business and then I've got 12 months cash six 12 months cash to live off of, Is that someone you guys would work with?
Speaker 3:Yeah, that is somebody we work with and we look at other circumstances as well. As far as experience, you know, are they the right fit, so but that's a really good start.
Speaker 1:Yes, okay, I mean. So that's I mean, I think that's what's so cool about this conversation is, is that it's all these things, and you're right. I mean, it's like when we were in Jill and I we met in Las Vegas. Jill worked for Wynn, I worked for MGM, and when you looked at the property presence presidents not as much Steve Wynn, but the other guys, or even the presidents of each property that they were hiring these were, like you said, they had to have the MBA, they had to have the USC, and I looked at them and I said I don't have that.
Speaker 1:I'm never going to be president of this hotel, and that's when I knew in my gut that I could not stay in corporate America, because there wasn't time for me to go back and do it and I didn't have it either, but I also looked at it and said I don't want that.
Speaker 3:Yeah, yeah.
Speaker 2:You know, there was like a ceiling. It was like this is where you work towards and then this will ultimately be your job. And I remember looking at my you know boss's boss at the time and saying that's I don't, I don't want that job, so why? Am I here, you know, and that's why we love what we do, because there's no ceiling. There's so much opportunity, um so many different things people can get into and, yeah, it doesn't matter what you're necessarily you need to have some experience, but you know it doesn't have to be the degree it doesn't have to be.
Speaker 2:you know these, certain things that you know fall on your resume.
Speaker 1:And like there's just so much fun in in building a business. You know, it's like we just ordered this, this second van for our business, um and uh, we've made some, some tweaks to it, um, which we think could be a game changer for for our business and for pinks as a whole. And even if this thing ends up being a flop which I hope it doesn't, but if it does, like just the that sort of high of being able to to make choices, to chart our future, to take a chance and say, you know, maybe we're growing a little too fast here, but it's worth it to us, because the only way we're going to get to where we want to go is by taking steps to become the business we want to be tomorrow, today.
Speaker 3:Yeah, you also. What I've noticed about our franchise partners is in those first 18 months, too, you become what they call the disillusioned learner. Those first 18 months a lot of your excitement gets just beat out of you because it's so hard and you're experiencing all those things for the very first time. There's so many things that you experience the first three months that are new, and then you think you've done everything. No, in the next three months there's going to be things you experience. You'll be like I cannot believe there was more bad things that could happen. And then, a year later, you're like wait, there's more. But all those experiences are changing your DNA. You're becoming more resilient. You're becoming more resilient or becoming more experienced. The second time it happens, you're not surprised it did. You already know how to get around it. You already know what happened and how to solve it. It doesn't get your heart beating as fast, right? And so you have all these things, that sort of callous you over the years. And what we try to do in our first 18 months with our franchise partners is even though we explained this to you in the beginning, you're going to go through it. You're going to go through that disillusioned learner phase where you're just like this sucks and we go, we know, we know, but you're just around the corner to having success. And the important thing is to not quit in those 18 months when things look so bleak, um and and for almost and. And this is what happens too.
Speaker 3:We have a lot of entrepreneurs that see our item 19 and and they notice some people that in the first 18 months just go grow like a rocket and then when they get in they don't. And the problem is is, is it's great that you thought you'd be as good as this other person, but it's also okay If you're not. It is okay that you're not going to grow as quickly. It's going to be. It's going to be more pain and suffering. But what we do see is the ones that go through those 18 months and really struggle a lot of times. When they get through it, then they grow like a rocket, but they grow in a much healthier way because they were able to set up a really good foundation, they have a really good team, they went through the hard knocks and then they kind of just go and they grow like crazy.
Speaker 3:And so Tony Robbins has this thing that he says people, I always get it wrong. He says people overestimate what they can do in a year, but they underestimate what can happen in 10 years. So in a year you think you're going to be, I'm going to crush the numbers, I'm going to be number one, I'm going to be rookie of the year because I am amazing. And you get in and you get the crap knocked out of you and you see at the conferences other people who are dumber than you, who are not as handsome as you, who don't have your education, and they're crushing you. Like what's wrong with me? There's nothing wrong with you.
Speaker 3:And you go through that. And then that year goes by and you become bigger, smarter, more agile, more calloused. And then you look 10, even three years later, five years later, seven years, 10 years later, you look back and you're a different person, right? So just know that the first year don't overestimate it, it's going to be tough. And then, 10 years later, you look back and find success and hopefully that's the thing I was going to say Hopefully, hopefully. Last thing I was going to say hopefully. Enjoy the muck of those first 18 months, right, just enjoy it, lean into it and enjoy the mayhem that is your first 18 months.
Speaker 2:We'll have to like replay this.
Speaker 1:Oh man, it's so funny, though, like our first six months of Franchise Insiders, like we didn't make anything. We started in the middle of the year and we didn't make a dime right. But then at the end of the year, all of a sudden we hit this but how much did we learn in those first six months?
Speaker 2:And they were so fun we were doing things not in an efficient way, we were not communicating the right way. We were still learning about the franchises to recommend, not just like pulling them out of a book. So, it was the learning process in those first six months that did help us, but I love that you say that because, again, we even need the constant reminder coming in with all this franchise, experience and paints. You know like we've been humbled many times you know thinking we're going to be these rock stars, but you know we're not always that and we have to, you know, know that it's.
Speaker 2:it's not necessarily us. There's so many different factors your staff where you're located. There's so many things that affect it.
Speaker 1:We've seen that as franchise consultants. I mean, we set a friend serve record last year and I think some other another consultant is going to come along and beat it this year. I mean, so it happens. I mean it's business. And so what do you do? Do you say, oh darn, that sucks. No, you keep hustling. Um, I was, you reminded me, I don't know if you remember this still, but at home care assistance we had a franchisee that came in and he just like year one, year two, just exploded Like he blew away what our pilot office had done and we made him our poster child. Right, we put him up front. You know who I'm talking about. He's a good dude. But what ended up happening is is then, because we gave him so much praise, he kind of was like big guy in the room, big man on campus and so all of a sudden here come these other offices and they lap him and he's like wait a second, I'm not the top anymore.
Speaker 2:So you're right.
Speaker 1:Some people come out the gate slow, some people come out of gate fast and you just stay with it. You'd be consistent, especially in a business like home care. Um, you will. I mean it. Really. The odds are in your favor If you can just stay on course and listen to your franchisors' recommendations and support strategies.
Speaker 3:Yeah, and make sure you advertise. And make sure you advertise. I see Joe Rogan just did. There's this clip going out of Joe Rogan. I don't know what the numbers are, but Joe Rogan is the number one podcast in the world and he talks about I can't remember who he's interviewing, but he says dude, I I did not think this podcast would be what it is today. He's like I just kept doing it and he goes.
Speaker 3:I remember I was doing a standup gig, cause this thing was just standup, right, that that was what he loved, and he had all his other projects as well. And he just starts doing I did this as a goof. I was like I'd be kind of fun. He was depressed because he had moved away from California and he moved back and he kind of hates California and Hollywood. It's like I'll just do this podcast. What he talks about is I just never stopped doing it. I never stopped doing it. I kept, I kept interviewing, kept interviewing. He goes, he goes.
Speaker 3:I was at a standup gig and I was like how many of you guys have heard of my podcast? And he like honestly, because he thought there'd be a couple of hands and like everybody puts their hands and everybody starts clapping. He's like, really he goes. I hadn't even gone to look at my listening stats. He didn't even know. He was just kind of doing this thing and as he was doing it, the other thing that I thought was interesting is that he had all these buddies that would call him and go.
Speaker 3:Dude, I just listened to your podcast. It kind of sucks, man, it's too long. I don't want to listen to three hours. Like, dude, can you just like edit it? And I can hear you drinking water Like you're smoking a cigar. Why, dude, that's not professional and he would listen to. I'd be like you know what? I don't care, dude, I'm just doing this for me. I don't give a crap, I'm just going to keep doing it. So I love it.
Speaker 3:I wish I could find that clip, but it's really cool because I think it's entrepreneurship as well. Right, which is? You do it for you, you do it because you love it, you keep doing it and, most importantly, bottom line for home care, for all these things. You keep doing it every single day. You keep doing it every single day and you don't stop If it's the marketing activities. We always tell our franchise partners like every day, you're going to have to go out and go visit a referral source Not once a week, not three times a week, not four times a week, Every day, monday through Friday. You will have to do that. If you don't want to do that, don't buy this business. Don't do it.
Speaker 1:You guys, marcos, do the hey, I'm just dropping these donuts off. Yes, just want to say hi, I'm on a care. See you later.
Speaker 3:Yes, yeah, that's us, yeah, that's what we do. And when we're talking to entrepreneurs, we say, on Monday we're going to tell you these are the five locations you're going to go to. And in location A you show up at 730. Here's what you bring, here's what you say, here's how long to stay. And that location A I want you to go this Monday and the next Monday and next Monday You're going to go there on Mondays. Okay, now location B you're going to go to this place at nine. Like we are that specific.
Speaker 3:When you wake up in the morning, there is no. What am I going to do today? Oh, no, no, no, no, no. We tell you exactly what you're going to do Monday through Friday. And it's like the person that goes to work out and you have this workout program and says we got to do 10 pushups a day and you do maybe 10 pushups three times a week. Your muscles are not going to be big. Same thing with us If you do this. It's a law of a harvest. If you do these appointments the way we tell you to do it Monday through Friday and you do it for the next three, four, six months, it's very hard to screw it up. But we're going to be very, very specific, and I think one thing that I would hope franchises would do is do that with the entrepreneur Make sure that, monday through Friday, they know exactly what they're going to do for most hours of the day, so you don't sit there and go. What the heck do I do now?
Speaker 1:I think that is franchise. That is what a good, responsible franchisor does is you guide your franchisees, you mentor them, you coach them, you support them. And it's like I just got a text from our franchisor saying hey, one of your guys' uniforms didn't look right the other day. Some people might be irritated by that. I love that that means that they're paying attention to me.
Speaker 1:They. I love that. That means that you're paying attention to me. They're in this with me. Marcos, I can see why you're the life of the party. At every event you go to, marcos is so well regarded in the franchise community. Obviously, we've only stretched the surface with you today. But, Marcos, where can people go to learn more about you and AmadaCare? Where should they go? Go to?
Speaker 3:amadaseniorcarecom For Amada. If you want to get in touch with me, just go to LinkedIn. Marcos Moura is a decidedly Brazilian name, so there's a bunch of Brazilians on there and if you just find the English profile, that will most likely be me.
Speaker 2:Easy.
Speaker 1:Very good, very good. And, of course, I think we've got a few folks talking to you guys that we're working with. We're very excited about the opportunity and why not? It's a great, it's a great franchise and Senior Care is a great industry. So, marcus, this has been an amazing episode. I feel like we'll probably need a part two with you.
Speaker 3:I'd love to do it guys. Thank you so much for having me. I think the world of you too. I love the branding you guys do, which most consultants miss. I think what you guys have created is pretty fantastic, Pretty amazing.
Speaker 1:Thanks for having me Appreciate you very much. Yeah, it's it's. It's fun, right? It's the beauty of entrepreneurship we get to try and do different things and sometimes it works and sometimes it doesn't.
Speaker 3:Yeah, that's right, that's right. That's what's fun about it Very cool.
Speaker 1:Well, thank you, sir. We've enjoyed having you on the podcast. Thanks guys.