Jay and Carolina Orosa: From Franchisees To Franchise Mentors

Ready to turn a franchise into a true asset rather than a demanding job? We sit down with Jay and Carolina Orosa—former top-performing home care franchisees and now part of our franchise consulting team—to unpack how they launched, scaled to hundreds of clients and 300+ caregivers, and exited on favorable terms without losing the heart of the business. Their story blends compassion with ruthless clarity on unit economics, showing why culture and margins aren’t opposites; they’re partners.

We start with the spark: spotting real needs in healthcare and building a business around them. Carolina breaks down how brand is an emotional promise that attracts the right clients and talent, and why clear roles turned a spouse partnership into a force multiplier. Jay digs into the numbers that matter—revenue per caregiver and hourly margins—and explains how to hold pricing discipline even during wage hikes and inflation by adding value instead of discounting. Together they reveal how to keep books clean, systems documented, and teams capable so the business grows without you, setting the stage for a smart exit when opportunity knocks.

We also challenge the “zero down” fairy tales of buying existing businesses for sale on BizBuySell and contrast them with the real advantages of a proven franchise playbook: training, technology, peer support, and brand positioning. From mindset shifts (you’re buying a system, not a job) to practical safeguards (the right insurance and daily P&L visibility), this conversation gives actionable guidance for corporate professionals eyeing ownership. We wrap with trends worth watching—health and wellness recovery, senior care, and tech-enabled home services—and a candid look at when to sell, how to leave a legacy, and why impact can power the next chapter.

If you’re exploring franchise ownership and want honest strategies to build, scale, and eventually exit on your terms, hit play and share your biggest question. Subscribe, leave a review, and pass this along to someone who’s ready to own their future.

Visit www.thefranchiseinsiders.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.

Chapters

• 0:00 Meet Jay And Carolina
• 1:19 Careers That Led To Franchising
• 3:19 From Need To Home Care Ownership
• 5:26 Myths About Buying Businesses
• 6:54 When A Franchise Becomes An Asset
• 9:14 Working As A Couple
• 12:52 Letting Go To Scale
• 16:20 Heart-Led Care Meets Strong Systems
• 20:00 Unit Economics And Pricing Discipline
• 23:23 Signals To Exit And Legacy
• 26:36 Global Perspective On Franchising
• 28:46 Brand Versus Logo And Trust
• 32:35 Who Buys Franchises And Why
• 36:06 Impact Over Income
• 38:51 Owner Mindset And Profitability
• 42:32 Boundaries For Spouse Co-Founders
• 46:34 Best And Hardest Parts Of Entrepreneurship
• 49:34 Categories Set To Surge
• 52:42 Final Advice And How To Connect
• 54:27 Closing Thank You

Transcript

SPEAKER_01: 0:21

Hi, everyone. Welcome back to the We Bought a Franchise podcast. I'm Jack Johnson.

SPEAKER_02: 0:25

I'm Jill Johnson.

SPEAKER_01: 0:26

And we are here today with the newest members of the Franchise Insiders team, Jay and Carolina Arrosa. Hi guys, welcome to the podcast.

SPEAKER_03: 0:36

Hi, thanks for having me. Hi guys.

SPEAKER_01: 0:38

Hi, everyone. So we had been chasing Jay and Carolina for months, and they actually were franchisees with us, with me back at Home Care Assistance. Some of our most successful franchisees, and I think probably our most successful Canadian franchisees. And so that was one of the reasons why we really were so excited to add them to the team. Now, they've got extensive backgrounds. So for those of you watching the podcast, I'm actually going to read this because I don't want to screw this up. But check this out. They bring decades of leadership, marketing, and operational experience across industries like healthcare, education, and tech. Jay's held global roles with Johnson ⁇ Johnson, Estela's Pharma, and Xerox, while Carolina has led campaigns for Visa, Ogilby, and Best Buy. Together they lived the full franchise story from launching, scaling, and exiting. Guys, this is an incredible background. Tell us, maybe tell us a little bit about some of your adventures and how this all came to be.

SPEAKER_00: 1:39

Well, I can get started. I mean, I'll probably share a little bit about how I approach business and recognizing opportunity and that kind of thing. You know, working most of my career I've spent in the pharmaceutical sales industry. So to give you a bit of an example of that, you know, sitting, I was in the kidney disease space and sitting outside the Dallas Center one day, I'm seeing a long lineup of people waiting for rides. So I figure, you know, I'll get into medical transportation. So we set up a medical transportation business and we got that going. And so it's it's always about starting businesses that, you know, address a or solve a problem out there or something that we're personally connected to. Carolina and I, both of our dads at one point, they they had a chronic illness and they were, you know, at an older age. So we began seeing the need for home care. So that was the space that got us excited. And or like, you know, this this is something that we see is a need in our own family and is a is a broader need out there. So that's what got us into the home care space.

SPEAKER_01: 2:45

Well, another area, but yeah, that's where we met. And it leads me to, and obviously, I want to get more into that with you. So, Jay, you've built and exited multiple companies. Tell this is part of the reason why we wanted you on the team, is this experience, because so much of how we guide our clients is not just thinking about the acquisition, but thinking about the exit.

SPEAKER_00: 3:05

And then that's what we love about franchising, because that's what franchising is, right? It's a system that essentially answers real world problems.

SPEAKER_01: 3:14

Yeah, and and I know Jill's got a question, but I want to add something to that. This morning, you know, the the the MA crowd on BizByStell still is out there telling fairy tales about acquiring businesses with zero down and financing through the SBA. And it's such a for those of you listening that are thinking your perfect business is out there in Biz by Cell, I'm telling you, I just spoke to a client yesterday. The SBA laughed. They laughed at the deal. So those types of fairy tales that people like Cody Sanchez and Alex Romazzi, they sound amazing, but no, it it doesn't. And that's the beauty of franchising, is even if you are able to get this great deal and you buy some boomer out, you're left with their messy books. You're left with the things that aren't going to help you. Whereas if you're a franchise owner, you have all of that support and infrastructure. I'm sorry, jumped in on your question.

SPEAKER_02: 4:03

No, it's fine. So my question is for Carolina. So you guys were able to run home care systems for almost a decade, I guess, right? Right around 13. So it kind of gave you, you know, front row C to all the stages of growth. But at what point did you guys seem to realize that franchising was more of like a long-term wealth vehicle instead of just like a job replacement?

SPEAKER_03: 4:27

Yeah, I think at the start we were just focused on learning the business, right? And providing quality of care to our clients and earning their trust. But I think as the systems grew and as we built the team, and then we started to realize that, you know, we could go off and travel and you know, not be involved in every single detail of the business. And the business was still growing and thriving. And I think that was when it clicked for us that this can be more than a job. This is actually an asset, right? Something that we can grow and scale and eventually be sold, right? So uh that for us, that's when it clicked. Okay, this is actually a wealth vehicle. It was really exciting. So yeah.

SPEAKER_01: 5:13

Okay, and I've I've got a follow-up for you, Carolina. And this is something people ask Jill and I a lot too. So you guys, you and Jay clearly you you've learned to work well together. Not everyone can do that. I I do talk to a lot of husband-wife teams who are like, no way, could never work with my spouse. And you know, Jill and I have always it's it's just all we've ever known. Is it and I grew up watching my parents do it too. How do you guys do it? How do you make it work? How do you guys divide responsibilities? Tell us about that.

SPEAKER_03: 5:41

Yeah, I mean, not gonna lie, it wasn't easy at the start. Um, but I think what we learned is when we learned the business, then we clearly defined our roles and we played to our strengths. I think that's the most important thing, right? So my background is in marketing and operations, and so I just focused on excellence and execution. So hiring, training, building culture, billing payroll, developing those scalable systems to ensure consistency of care all throughout. So that was what I focused on. And Jay's background is in sales. So his focus was on like vision and momentum. So he focused on the strategic relationships, business development, long-range planning. And I think you know, once we learned to work as a team and not step on each other's toes, that's when I think everything started flowing really smoothly. And again, it's a really rewarding experience for a couple to go through together.

SPEAKER_01: 6:39

You know, Carolina, before AI, I used to carry along my Ogilvy on advertising. Do you remember this book that I had? It's so beaten up, but I loved it. I always would look to this book, you know, decades later after it was written, but I loved it. I loved Ogilvy's sort of I loved his style. I loved his marketing and how, you know, I always look at that. Anytime we were working on creative, and Jill would laugh, but I'd go back and I'd look at like the lemon advertisement. It just the simplicity of it. And even now, when I'm trying to brainstorm creative ideas on AI, I will say, okay, pretend you're David Ogilvy. Pretend you're Alex Hermozzi. And it's so cool to just see the different sorts of you know ideas it comes up with. So what a what a great thing to have on your resume.

SPEAKER_03: 7:27

Oh, thank you. Yeah. I mean, it was such a rewarding experience, and I think it really shaped my vision for really the world and the business world, what brands look like. Yeah. So I think I have a I'm really grateful for that experience in my life. It it it really changed the trajectory of my life, similar to how franchising has changed it. So yeah.

SPEAKER_01: 7:47

Yeah. Well, and you know what's interesting is I we have a client right now looking at a home care franchise. They had disappeared. They came to us in the summer, and then in September they kind of went dark. And then last week they popped back up and they emailed the franchiseur and they said, Hey, listen, it's kind of similar to our story. Initially, it was going to be the husband who was going to work the business. Now he's like, I think I'm going to stay at my job, and now my wife wants to run the business. Can that work? What do you think? And the franchiseur was like, Well, we want to interview her as they should. But what I chimed in with was most home care owners that I know are husband and wife teams. And usually it's the wife that kind of starts to really run the operations because so oftentimes, I mean, Jill faces this as a daughter with your mother and sort of managing her care. So many times it is a daughter who is, you know, 30s to the 60s who is tasked with determining, you know, what kind of care plan happens for moms. So I think that those spouses in those types of situations can really thrive. So, anyways, it just was interesting. I was sharing with them that data.

SPEAKER_02: 8:53

I mean, you guys have both worn a lot of hats. You've done a lot of things. Carolina, thank you for kind of sharing yours. And Jay, I know you've been everything from like a founder to an operator and now an advisor. What would what would you say your hardest transition was from jumping around from those different positions?

SPEAKER_00: 9:12

Hardest transition. I would say the biggest transition for me is just kind of like taking a step back or stepping outside of outside of the business. You know, as an owner, sometimes you want to get very involved in the decisions, in in the different operational aspects or whatnot. And it's one thing to teach an employee something, it's another to to actually trust them to do it well. And you know, but it's only when you create a good system and you have that trust in your employees that growth really begins to happen. Uh, that's why we love the franchising model. Because again, you're using a proven system out there. And if, you know, if you're working with a great franchiser, they have an excellent playbook for you to follow. And, you know, in our experience with, you know, in the home care industry, Carolina ran the operations. She leaned into that playbook and created such a great system, such a great structure that, you know, employees knew what their roles were and it was set up for them so that they, you know, there was very little opportunity for them to fail. And so you could walk out the door and you know that that business is still running and it might even grow. So that's kind of the foundation of you know, something scalable. So that's really where you want to be. But yeah, that was the that was the hardest transition, but you know, we we found a way to transition to that.

SPEAKER_01: 10:31

That's it. And let's can we dive in a little bit more on your guys' home care experience? Because I think for for the for our audience in particular, that's so interested in exploring franchise ownership. And right behind, I mean, if you look at the sales that have happened over the past, you know, 12 months through our firm, 50% have been what we consider to be home services, right? So, like the the Pinks franchise that we owned, or painting, or restoration, or or boring businesses like that. But right behind home services is home health care. And, you know, Carolina, this is I think this is a really important question for people who are considering that industry. It's a really human business. I think it, and we had a so we had a person, I'm trying to figure out how I can put this the best way. Um, we had a woman who handled all the franchise support. She was brilliant. She could be a little, a little hard to work with sometimes. But I loved how, and I know you guys know who I'm talking about, she always would say you've got to lead with your heart. And I think good advice for home care owners. But let's face it, I mean, how do you balance a business that has to, you you gotta first be there for wanting to do the right thing for your clients and make sure they're getting the right care. But also you've got to be pretty business-minded too and be focused on how can I maximize this and make this a profitable operation? Obviously, you guys did. You had such a successful exit, but maybe tell us about that.

SPEAKER_03: 11:53

Yeah, I mean, I think, again, I think compassion isn't separate from profitability. I think it's the foundation of it. So when you lead with a genuine care, your caregivers, your clients, your staff, they all feel that. And as a result, you know, your clients trust you more, your caregivers stay longer, your staff feels more invested in working for you. So we saw a lot of agencies out there that really treated their clients like numbers, like statistics, right? And so it was a revolving door of caregivers, it was very transactional, and so they didn't really have relationships with their clients. So I think if it's rooted in humanity, if the culture is rooted in humanity, the business will grow organically. But that being said, again, it is important. So I leaned a lot on my experience in marketing and operations to make sure that I was, you know, setting up the system in a again, it was professional, that we were following the playbook. And so I think that that combination, leading with care, but you know, again, falling back on the playbook and my experience in marketing and operations is what really helped our business be successful. But again, you cannot forget that human piece that is so important. And that's, I think, really what helped us stand out.

SPEAKER_01: 13:13

That's a great answer.

SPEAKER_03: 13:14

Yeah, thank you.

SPEAKER_02: 13:16

So you guys scaled home care assistance in it's like a very regulated industry. What discipline, maybe Jay, you can answer this. What discipline or metric do you do you still live by today?

SPEAKER_00: 13:29

That's a good one. You know, uh one metric we live by, well, specifically for home care, but this can carry into any business is unit economics. You know, revenue per caregiver. Those were our employees in the business, and also hourly margins. So when we started with our home care franchise, there was kind of like a cardinal rule or a very strong guideline they encouraged on how much margin you had to have for your, you know, how much you're paying your employee or your caregiver versus how much you charge, and that you have to stick to that. And so we really, you know, embraced that. And, you know, when we'd hire people, when we'd set our pricing, we followed that, but also when we'd meet with our bookkeepers on a quarterly basis at a macro level, we made sure that those were our margins. And it paid off really well because we maintained a healthy financial business and we were always profitable uh because of that. It wasn't always easy doing that because you know there were different things that happen in the market, right? There's like inflation, people complain about prices, there's wage rate hikes that happen. But that's the other nice thing about being part of a franchise and a good brand. We're able to position ourselves in the market. And so rather than soften our prices, we found ways to add value around our core services to maintain those prices. And so, yeah, that that's something we lived by back then, and that's something that we'll continue to carry forward, you know, in any future business we might decide to get into. Yeah.

SPEAKER_01: 15:05

So that's great. That's great. And and you know, you guys had a really successful exit. And I, you know, because of FTC regulations, I don't know that I'm gonna ask you specifically what you know that exit was, but I know you guys, you you did well. And that's part of the reason why we wanted to bring you on to our team. One, you're you're nice, great human beings, but you can teach your clients something. For those of you listening, this is the whole purpose of our firm is franchise owners helping future franchise owners. And if you go to thefranchiseinsiders.com and you go to our team page and you look and you visit and you see Jay and Carolina's page, you can read about their experiences. But these guys built and scaled a big business. How many clients did you guys have at your at the height of your business?

SPEAKER_03: 16:25

I don't know. I mean, we have had hundreds, we had 300, over 300 caregivers at a time servicing hundreds of clients. So yeah, it was uh dang.

SPEAKER_01: 16:35

So you probably had at one time two 200 clients on a census of 200, would that be fair? Even possibly more, yeah. And for those of you listening, that's a big home care business. The the old school math was, and look, if you look at the item 19s of almost every home care company today, the average franchisee is doing somewhere between a million two and say 2.5. Brightstar, I think, has got the high. Brightstar and homewatch caregivers have the high. And I think the, you know, most of them fall into that. I know our client Hector, who did$3 million in his third year with senior helpers, that nearly doubled what their item, their item 19 showed. And this is for you know, California and the FTC that are listening. The item 19 showed the average franchisee opened 60 months, doing a million six. So he nearly doubled what the average franchisee at 60 months was doing, and he did it at 36 months. So, but the classic math was that a home care agency with 20 clients spending$1,100 per week over the course of 52 weeks was a million-dollar agency. That's part of what makes the business so great. So, Jay, another question for you. You guys had a very successful exit. What were the signals that told you this is the time, right? Because I think you guys had just even renewed your franchise agreement. You were pretty early on in your second term. What were the signals that said this is the time to exit?

SPEAKER_00: 17:57

Well, there were a few signals. I think the biggest one was we got that we got a really good offer. You know, that's that's a simple asset there. Well, the offer we got uh based on the research I did was an above-the-average offer for the size of business that we had. And, you know, it was a franchisor that was working, you know, with private equity or it had been taken over by private equity that came in and they were doing like franchise roll-ups, you know, trying to acquire franchisees within the network, but also externally outside the network. And, you know, they had approached us. And anytime private equity is involved, you know, it can get pretty interesting, right? So there's they come to the table with deep pockets, you know, and there's various options. There was the option to buy a portion of our business, and then Carolina and I, or one of us, would stay, uh, continue to stay on and help grow that business. But at that point, we've been doing this for 13 years. Carolina had not developed gray hairs just yet from all the from all the work that was put in that business. But I think 13 years was a good stretch, and we felt like it was time to, you know, move on and move to the next thing. That's tremendous.

SPEAKER_02: 19:02

Yeah. I I mean, I think, you know, an exit can be exciting and hard. What did it what did it teach you? Carolina, maybe you can take this. Like, what did it teach you about just, you know, timing and and what you want to do next?

SPEAKER_03: 19:17

Yeah, I mean, I think it's important that people think about exit from day one, right? So making sure that your numbers are, you know, always reviewing your numbers, your systems are clean, you're always thinking, if I'm not here tomorrow, will this business still be growing and thriving? And we did exactly that. I mean, we were reviewing our numbers on a weekly, monthly basis. We're meeting with our bookkeepers quarterly. I was constantly updating our systems regularly to and as we scale to ensure that again, our systems were keeping up. So that was something that we did on the regular. And so when we got that offer, we were ready. So that's something that I would tell everyone is make sure that you're thinking about exit from day one. And then the timing of it, I mean, I think the thing that was important to me was the legacy that we were gonna leave behind, right? Like I really wanted, again, our philosophy was really to help our seniors live more purposeful lives, more high-quality lives. And I wanted to leave that impact on the community. And, you know, when we got that offer, I felt that we had built enough of that legacy. And I'm happy to say that, you know, my staff who, uh my former staff were still working there. That culture continues to live on to this day. So I'm really happy about that. So I think for that whole experience, the fulfillment I got from that, the impact I was able to make, we were able to make through our business. I think the natural progression from that is to then look at how we can help others make that same impact and draw that same fulfillment. So I think that's what motivates me now is we went through that same journey. Um, so we can now help guide others too. Again, going on that same journey, making that same impact and really changing their lives the way it did ours. So yeah.

SPEAKER_01: 20:59

That's great. And you know, I mean, Jill and I now being a part of two exits, one with the same companies, you guys, same care assistants, and then also most recently with our Pinks franchise. I mean, I really do think you guys know that game, sorry. Yeah, you played the board game, sorry. You know when you can land on the thing and it like takes you like five extra things.

SPEAKER_02: 21:16

It's kind of like playing sorry with you.

SPEAKER_01: 21:18

It's because I win it.

SPEAKER_02: 21:19

No, you're obnoxious. Don't play sorry with Jack.

SPEAKER_01: 21:22

But it's like you were the butt off. And this is, you know, I don't think enough people talk about the exit. We went to dinner last week with with an automotive franchise CEO, and he just had an exit at like 20 times. So it's the kind of thing that can change your life. I think there will always be with all of us, there will be parts of us that say, do we sell too soon? Do we sell too low? Um, man, I kind of miss doing that. But then you move on and you do the next thing. And I and I think for people looking at franchises, this is the way we really try and get them to think about it from day one because the truth of the matter is, and you guys can probably echo this, you're gonna work harder than you ever have those first 12 to 24 months. I mean, you so you have to make sure if you're gonna do this, you're gonna work your butts off, that you're not gonna invest in a junky job. You know, you're you're gonna buy something that can scale and and and that can can lead to something like that and lead towards, you know, something that can be life-changing, that you can put away things that can maybe set your family up for you know less stress in the future. So that's why at the Franchise Insiders is why we're so excited to have you guys on board, because you can really coach people up on this. And Jay, I want to switch gears because you've you, you know, both of you have lived such a sort of global life, right? From Vancouver to Silicon Valley to Manila. I mean, Jay, you've got a lot of global experience. With that in mind, franchising's kind of a small, you know, in many cases, local business. How does how does that change your outlook or or give you outlook on franchising?

SPEAKER_00: 22:59

You know, Jack, uh, what I've what I've found, what I've seen, you know, been to a lot of places is that no matter where you are, I mean the world, North America, Europe, Asia, people are after the same things. They want better, con greater control over their time. They want, you know, to have impact, whether that's within their family or their community or society in general, or or not or but and uh financial freedom. Like those are three things. I think that's universal anywhere. And the franchise model can give you all of those things. That's the that's the thing I love about franchising. And my outlook on franchising really is it's uh it's a great way to participate in business. You know, you get into a small or medium-sized business to start, but there's a global efficiency that you get with franchise because you're backed by a franchiser that's done their homework, they have other successful people, they pour in a lot of technology, a lot of support for you as a business owner, and you're part of a community of people who have been successful and who've done it. So you're not alone. So that's the thing I really love about franchising. And if you do it well, then you can turn that small, medium business into big business. So that's that's kind of my outlook on franchising, and it's universal globally.

SPEAKER_01: 24:15

Yeah, I mean, you've done it and you've done it at a high level. So I I think that that's that's great. That's great guidance.

SPEAKER_02: 24:20

Yeah, I think franchising just has a lot of support and a back, you know, it has like good information, you have the support system, everything's kind of built in. I'm interested in the in like the branding marketing side. So Carolina, this one's for you. You know, what separates a franchise itself from just like a business with a logo? I know you have that background with marketing and advertising. Like from your perspective, what what's the difference with a franchise versus just any business?

SPEAKER_03: 24:47

Yeah, I think I mean a logo is just a visual, right? I think a brand is emotional. So if brand, a brand that is good, has a clear identity, it has a story, it has a purpose, it has a promise that people really feel. So when it's authentic, then it really resonates with people and it attracts the right clients, it attracts the right employees, it even attracts the right potential franchisees, right? So again, the stronger the brand, I think the stronger the system around it can grow. So yeah.

SPEAKER_01: 25:22

Yeah, yeah, I think that's a great point. And on that, Carolina, you know, I I've tried for many years to help people draw parallels. Like I used to, and by, you know, right now, if someone goes to our website, thefranchiseinsiders.com, they can they can take a franchise quiz and in three minutes they can see you know three to seven franchises that fit them really well. And that also gives them a franchise score, which is super cool. And it's an app that we're constantly improving and it's free, and and you know, you can go there right now and check it out. But you know, it's like I I think of the brands, and we always have these brands that are changing our lives, right? Like right now, you know, Jill can't go a week without an aloe shop of some kind. I love aloe.

SPEAKER_02: 26:05

But there is a sale, and they made it seem like it was a one-day sale, and it's not.

SPEAKER_01: 26:09

So but they're brilliant because every week there's a sale, right? Every week there's a new excuse for sale, and their clothes are awesome, right? It's it's they they feel, you know, here in Florida, we get like three cold days a year, so it's like, oh, it's time to break out the aloe sweatshirt. But that's that's a brand, right? It has a feeling the same as true. What's the new one now that keeps getting us every the one with all the stripes?

SPEAKER_02: 26:30

Aviator Nation.

SPEAKER_01: 26:31

Aviator Nation. Yeah, you know, first you couldn't get anything, right? You like a couple months ago, you tried to order it, everything's gone. Now all of a sudden they're pelting you with emails and everything's available. But again, it's like you see people in the aviator nation, and you feel like, oh my god, I gotta wear that, I gotta wear aloe, I gotta have my my Viore clothes on. These brands make us feel a certain way. You know, vehicles that you drive, they make you feel a certain way. Carolina, you've got a lot of experience in this. Um what parallels do you see? Let's face it, a lot of these brands that we connect our clients to, they aren't household names, right? Uh but what parallels do you see between strong sort of global brands and strong franchise brands?

SPEAKER_03: 27:11

Yeah, I think the fundamentals are the same, right? I think just really clear vision and leadership, a strong culture, scalable systems. Um, and I think a team that's really invested and committed to the vision of the company. So again, I think universally, those are all the levers of success. Again, and if it's done with consistency and clarity and the commitment from the people working there, I think again, those are all fundamental levers of success.

SPEAKER_01: 27:41

Yeah, terrific answer. Yeah.

SPEAKER_02: 27:44

So I know, I mean, franchising is is kind of known everywhere. You guys have experience obviously with international markets. So, Jay, I'm gonna throw it to you. Um, do you think that international markets see franchising differently than maybe, you know, what we see here in the United States, like more of an expansion model or a career pivot? Like, what's your take on that?

SPEAKER_00: 28:06

Yeah, I do think uh there are some differences and they see it differently. I think, I think in North America, our franchising kind of like model or world is a little bit more mature. It's easier to access. So I think it's more of a career pivot, at least based on my observation and my my opinion. You know, I feel like uh franchising or not just franchising, but business ownership has become the new American or Canadian dream. Because, you know, unlike a home where, you know, you can you can just like a home, you build equity and then it can appraise. But unlike a home, you can create like really good cash flow for yourself and for your family. Now, in international markets, what I found is that it tends to be more higher net worth people that are looking to expand their portfolio. So those are the guys that usually are the the people that usually play in that space. But with better access to funding and also with the with the emerging, you know, working class and and people that can afford more, I think we're gonna see, you know, a new kind of wave of uh franchisees kind of globally start to emerge over time. I think that's that's what I think.

SPEAKER_01: 29:14

I th I think you're right. It has it's it really has brought business ownership to the masses. And unlike you know, the initial wave of franchises, which was primarily through brick and mortar, food, fast food, you you really did have to have millions of dollars back then to do it. I mean, to open a McDonald's, you are going to spend$3 million. And even if you are the best McDonald's operator on the planet, and let's say you're netting$300K a year, hypothetical, it's gonna take you almost 10 years to make your money back. Whereas the franchise you guys bought, you know, all an investment on a home care assistance or a senior helpers is closer to$150K. So it it really is that's where working with a great franchise consultant that has knowledge about growing and scaling and exiting a brand and what it's like to lead teams. I think that that reality, and when we when we decided to expand franchise insiders, that's what we knew was gonna be so crucial to sort of expanding our team and who we wanted to bring into our brand, which we were obviously very protein of and we love and we we're we're very passionate about it. I'm curious, and Carolina, I'm gonna throw this at you from your side. You know, you guys probably could have gone to any number of franchise consulting groups, or you probably could have started your own. What was it about franchise, the franchise insiders that drew you to to to this brand?

SPEAKER_03: 30:37

Well, first of all, it was you, Jack, because again, again, we had worked with you. You helped us get into home care assistance, you believed in us as potential franchise owners, and that changed our lives, right? So owning that franchise really changed your lives. So I think the trust factor was already there. So, you know, we just gravitated toward, you know, something that you were working on, but also just seeing the alignment in the values, right? I mean, I love the fact that every member of your team are successful franchise owners. So there's real world experience and wisdom there. And the philosophy isn't about selling, it is really about guiding them to find the right fit for them, right? Based on their lifestyle, their goals, their strengths. And again, because we have the experience as former franchise owners, we can guide them to find that right fit. So I love that. And you know, to further layer on to that is you have all these sophisticated tools and that support ecosystem and that knowledge base. So I think all of that makes us really excited to be, to be part of Franchise Insiders.

SPEAKER_01: 31:43

Yeah, you know, it's like we there was someone who came in the other day who's interested in senior care franchises, and immediately, of course, I sent them to you guys. And for anyone that just, you know, fills out a form on our website, you typically will get an email from me assigning you to a franchise consultant on our team. That's how it goes. We do try and pick people who we think, and that's where there's so much value in people taking that first franchise quiz because it tells us so much about who they are, what they're looking for. And that way we can match them with the franchise consultant that can best help them with their needs. So, and thank you for that. We're we're honored to have you guys on the team.

SPEAKER_02: 32:18

Thank you. Yeah, we really are. I mean, just you know, first couple of times I spoke with you. I know Jack had had worked with you guys before, but you know, I just you guys were perfect fit and you know, we just love your experience and everything. And, you know, so Jay, for you, you you've kind of again like you've done it all. You've been like on job sites and in boardrooms and all of that. And Caroline, I know you've been doing your stuff, but what about the franchise insiders mentorship sort of appealed to you? Because I know you guys have done a lot on your own and then also under, you know, the guidance of a franchise, but was there something in particular that sort of was more appealing to you or something you were interested in?

SPEAKER_00: 32:57

Yeah, I mean, the thing I loved about the franchise insiders, uh, I guess, model, if you will, or even mentorship is just how thorough it is, how collaborative it is, and also how supportive, you know, you guys are, not just with the team, but even with clients. You know, I I think the best consultants out there are the ones who can take their client by the hand and walk them right through all the way to the finish line to a good, you know, a good decision, a good life-changing decision, decision getting into a franchise. And uh, you know, the franchise insiders does that. I mean, you guys use really powerful tools to help clients make, you know, smart decisions. And also that, you know, the the team comes with such collective experience, and we were so excited to be part of that. I kind of feel like it's one of those things where you go, you come to one of us, you access everyone in the team and the collective experience. And that's a lot of experience and that's a lot of support. So, and that extends to all our clients, right? So that's that's quite exciting for me.

SPEAKER_02: 34:03

I love that.

SPEAKER_01: 34:03

Yeah, that's terrific. By the way, do you know where we were living when I first met Jane Carolina?

SPEAKER_02: 34:08

No.

SPEAKER_01: 34:08

In the condo in downtown San Diego.

SPEAKER_02: 34:12

Oh, that was a long time ago.

SPEAKER_01: 34:13

Yeah, we had so when I first talked to you guys, we were in a condo in downtown San Diego. I don't know how well you guys know downtown San Diego, but we had this view of the the park where the Padres play. So, like from my office, I could look in, and if there was a game going, I could literally watch the game.

SPEAKER_02: 34:28

The game while you were talking to them?

SPEAKER_01: 34:30

Of course. You got a mobile.

SPEAKER_02: 34:32

Did you guys notice that he was watching the game?

SPEAKER_01: 34:34

All right. So, you know, Jay, one more for you. You guys have obviously already had a large measure of success in your careers. So, you know, for this next chapter, for this just moving forward, what what is it that drives you? Is it is it legacy? Is it accomplishment? What tell me tell me what is it when you guys, you know, coming to into this next venture, what what are the things that really drive you guys forward?

SPEAKER_00: 35:00

For me, it's 100% impact. I'll never back away from chasing down financial success. But really what gets me excited is is you know, helping other people achieve their version of success. Or early in my career, I I don't know if I told you this, Jack. Earlier in my career, I was a career coach, career and executive coach. And I love that role because it really helped me get to understand people, you know, what made them tick, what made them happy, what they were chasing after, and really finding out, you know, helping them realize their best potential. And in a way, that's kind of like what I feel like we're doing here at the franchise insiders. And that's why I couldn't be happier to be a franchise consultant. Because I feel like I'm getting the opportunity to do that based on something that both Carolina and I have experienced, the success we've experienced, and now I can help people do the same thing. So that's the stuff that really gets me going.

SPEAKER_01: 35:58

You know, every day on the way to school, not every day, almost every day, my son Trey and I, our son, Trey and I, we're we always talk about help enough other people get what they want, and you will get what you want. And I think that is the true life of a good consultant, is you you have to help other people get what they want. And if you do, those clients that, and you can't live off referrals. We all know that. Any of you out there who who maybe are listening to this, and maybe you are a franchise consultant or a consultant in another field, referrals are great and we love them. But and if you help people do really well, they will send you referrals. And it's really cool, but more than that, it's just hearing someone say, You changed this changed my life, just like what you guys said. And it brings me back to again what franchising is now. One of our most successful case studies over the past three years is a young guy out of Louisiana who bought a roofing franchise. He had just, he didn't have any net worth. He just inherited a couple hundred thousand dollars. Someone had passed in his family. And he immediately he knew enough to say, I'm gonna put this in the business, right? He didn't go to Vegas with it. He put it in a business, and he had one of the most successful exits I've ever seen within a two-year period. His investment was$300,000 in a two-unit business, and his exit value was immensely larger than that. So again, Jay, to your point, this no longer has to be someone who has millions of dollars. We do suggest people be adequately capitalized. We want them to have ideally a 12-month runway of capital outside of what they're investing to grow the business. That way they're not feeling stressed to take a salary. But still, it's it's peanuts compared to what buying a big fast food franchise would be.

SPEAKER_02: 37:51

Yeah, it's really exciting. I think there's just so much opportunity. And, you know, I think the more that we talk to our clients and share our stories, people see that there's something there. You know, it's not just a job, it's actually an opportunity. So, Carolina, when you're working with clients, do you do you see when that shift is? I mean, most people we we talk to initially are are a little fearful, they're, you know, tent to get into something. And then it sort of switches to this excitement because they see the the big picture. But at what point do you see that happening when you're talking to clients?

SPEAKER_03: 38:25

Yeah, I think in the in the conversations, you're right, there is a shift, right? I mean, when they when they're talking about the business, I think that's when there's a lot of that fear. But when it shifts to their life, that's when the magic happens, right? So when we start asking, you know, initially they're nervous about can I do this? Is this too risky? But when we start asking questions and really get out of them what they want from their life in terms of more flexibility, more control, more purpose, I think that's where the energy shifts, right? And, you know, then it becomes when we find the right fit for them, the brand that really resonates and aligns with what they want. That's when, you know, they the shifts from fear of the unknown to the possibility. And it's it's really exciting to see that that shift happen. It's it's really magical. And then, you know, again, it it it could lead to really changing the trajectory of their lives like it did for us. So yeah.

SPEAKER_01: 39:26

Yeah. And on that note, Jay, let's let's go to you on this and let's stay with the the shift. Let's talk about the minds mindset shift from it, and obviously that for you, you've had success in corporate and success in business ownership. What mindset shift would you say when when you're you know guiding clients, what do you think? What's the mindset shift they need to make from corporate success to franchise small business success?

SPEAKER_00: 39:51

Well, for me, I think the the the most important mindset there, there you go. Mindset shift. Down to a third. Yeah, the the the the most important mindset shift really is that you're not buying a job when you go into business. You're you're you're buying a system. The playbook is is proven, but the results are on you. And so it's that shift from you know having that employee mindset to being in a structured environment where you're taking direction or you're you're waiting on people to being a business owner where you're making this decisions, you're driving the bus, you're taking initiative. So once once that begins to click, I think that's when things start to roll and things to start things start happening, and then you know, success will follow from there. But that's that's the biggest shift, I think, or the most important shift that needs to occur. And it's it's uh you know, it's it's obviously very doable. I mean, yeah, Carolina had never been in business prior to getting into our franchise, and I you know dabbled a little bit, but everyone has to go through that transition or mindset shift at some point.

SPEAKER_01: 40:57

You know, I had Jill and I were at a at some kind of social event last week, and I was talking to this guy who is he told me he was retired, right? He looked like maybe he was 40. He was in in you know, hedge fund management or something like that. And so anytime someone finds out, you know, what we do, the question always is, hey, what's the most profitable franchise? And uh my answer is always the one that you're the best at. Right. Because managing profitability in a franchise comes down to the franchise owner. And one of the best examples of this, back in 2023, the Crumble, do you guys have Crumble up there in Vancouver? No. Oh, have you heard of that? This is like the cookie franchise that's taken America by storm. It's a great way to add five pounds in a single night if you want. The cookies are like this big, but it's worth it, but it's it's very good.

SPEAKER_02: 41:48

It's gotta be like a once-a-month thing, honestly.

SPEAKER_01: 41:51

Okay, so the average franchisee had a net, according to the item 19, of approximately 250k. The median franchisee had a net of 85. Now, since then, they've improved these numbers. But to me, there's never been a better example of efficient franchise owners versus unefficient franchise owners. And this is something, again, you know, we we do a lot of work with a private equity company that's that does roll-ups within franchise. That's that's a thing, by the way. Private equity will come in and recapitalize franchisees. I mean, it's a great way for many franchisees who've grown a business. Usually you want to be about a million EBIT or something like that. But being on top of your books from day one. And for those of you that aren't even business owners yet, start with your personal finances at least three times a week. Look, check all your bank accounts, all your credit cards, your credit scores. Make sure you are on top of your numbers. But if you're a business owner, that PL should be dialed in every single day of the weekend up to date. And to you guys, I'm sure this sounds like duh, of course, but you'd be shocked at how many business owners who've approached us about selling their business and they'll say, Well, can you send me over a PL? Oh, well, my accountant does that, and we we're not due to meet for another month. It's like, dude, you should just be able to log into your QuickBooks is that, and this this goes to mindset as an owner. If you want to net 20%, make it your mission to net 20%, but just make sure you take care of your employees and pay them well. Yeah.

SPEAKER_02: 43:19

Okay, I want to I want to shift things a little.

SPEAKER_01: 43:21

Let's keep with the shift.

SPEAKER_02: 43:22

Well, I'm excited to have you guys on top for many reasons, but I feel like, and we touched on this a little bit before, but people are always always asking Jack and I how we work together. And I I think we're we're very rare. I mean, we literally like spend 23 hours a day together. And so we don't kill each other. We're both still here. And you guys have obviously worked well together and are continuing to work together. So, Carolina, why don't you kind of take this one? What do you what advice do you have for couples that want to start getting into business together? Because, you know, we can all speak from our own experience. People have heard from Jack and many times, but I'd love to get your guys' take on that as well, too, because we have a lot of couples coming in thinking they want to start a business together. And even as Jack has said, sometimes they come in with, My wife's gonna start and I'll come in later, or vice versa. And we actually said the same thing and just decided to jump in together. But what's your take on couples, you know, starting a business together?

SPEAKER_03: 44:16

Yeah, I mean, again, I think it can be a really rewarding experience to work with your spouse, but you have to be very intentional about it. So I think again, just playing to your strengths and not mirroring each other's strengths. So you're not competing with each other, right? You're working as a team. I think that's really important. You know, again, uh set those clear roles and just stay in your lanes and work together as a team, but also set boundaries, right? Like, like you know, you and Jack Jay and I spent a lot of time together. So when you're at home, not every dinner conversation needs to be about business. Right. I think it's important to set that balance. And again, I think if you protect the relationship, then you protect the business as well, right? So again, just be very intentional. If you want to go, it's uh it's an exciting adventure to go on with your spouse, but you have to be very intentional and you have to protect the relationship.

SPEAKER_02: 45:12

I love that. Did you hear that? Not every conversation is them.

SPEAKER_00: 45:16

It's not an easy one, but it's hard possible. It's hard.

SPEAKER_01: 45:21

It's hard for me.

SPEAKER_03: 45:22

It's a regular reminder to Jay as well.

SPEAKER_01: 45:24

So yes, it's really hard, but it is important, it's very important. I mean, I grew up, my parents, they worked together too. You guys know them. Yeah. That was our when when my dad and when I was really young, my dad didn't come home until like 10 o'clock at night because he was working, right? He was he was working late, he was building businesses. But when we were around the the family dinner table together, it the talk was mainly about work. It was about people they worked with, it was about the the opportunities that were happening. So, I mean, I grew up around that, but you guys are right. You have to set those boundaries. There are other things outside of work, and it's important to be mindful of that.

SPEAKER_02: 46:02

Yeah. I think too, in our case, you know, it's it's just like a natural flow. I mean, even our son Trey asks us questions about the business because it's just what it is. And uh my story is a little different. My dad was an entrepreneur and you know, he didn't work with my mom, but I was, you know, sitting at the lunch table with him.

SPEAKER_01: 46:19

And uh can you imagine if he did work with your mom?

SPEAKER_02: 46:22

That would have been a disaster. But I remember sitting at the at the table, going to lunch with him when he was on the phone half the time, you know, and I there were times I was really frustrated, and other times I was impressed, and I was just, you know, in awe that he was working and continuing, and I learned that from him too, that work doesn't always just turn off, but you also have to make time for that person. So just us having lunch was our time together. And, you know, we did get time when he was off the phone too. So it was kind of that balance of that too. But you know, you learn that as you go along, whether it's from an early age or just as you start to go in. But, you know, it is important to work together, but also find that balance.

SPEAKER_01: 47:00

Um but there's different seasons and and there's different situations. And let's face it, we're working with clients who are changing their lives. Yeah. And I've always been happy to, I can't tell you guys how many times I've gotten the phone call at eight o'clock at night, even nine o'clock at night. And I'll take it. If it's a client, not just a you know, brand new person calling the website, not that, but like if someone's about ready to write the check, right? To sign the agreement, as we all have, you guys know that feeling. And they just need someone to help them through it. I'm delighted to do those calls. And and that takes 10, 20 minutes. And the nice thing about us working together is that we are together a lot and we have a lot more time together. So for us, you know, people will say, gosh, it seems like you guys are always on vacation, you're always in Hawaii. Yeah, that may be true, but we're we're still working, we're still gunning the business. And so we have kind of commingled the two, which is how we do it. I don't know if everyone can do it, but it's how we do it. But you know what the the coolest part is is that when I get those phone calls at nine o'clock at night, I'm not upset. I'm not like, oh man, I gotta go to work. It's I want to help this person. Whereas if I were still at a corporate America job and my boss called me at nine o'clock at night, I'm gonna phone up. Not a chance.

SPEAKER_00: 48:15

Yeah, yeah. No, I think we're we're on that same mindset, Jack. And I was thinking about something when you were talking about this, um about the whole boundaries and timing thing. Uh I I used to tell Carolina this thing that genius never always hits between nine and five, at least I find. But then I also learned on the flip side that just because you get hit with a stroke of genius, if it's if someone's not ready to hear it, it's not really gonna blossom into anything. That's right. So that those are the kind of rules we've uh kind of learned to live by. But I absolutely love what you said about being there and available for your clients. Because if you're doing it from a place of, you know, genuinely caring and being sincere about helping them, then you know, you you you you you take those calls. So yeah.

SPEAKER_01: 48:57

Yeah. No, and to that end, you know, Carolina, obviously, you know, for you, you've had a lot of success, you've got a lot you can share. You know, what would you be, what would be your advice to someone, you know, that that, you know, what what's a mistake you see people making when it comes to business ownership, right? Where where's where can you kind of help people course correct?

SPEAKER_03: 49:19

Yeah, I feel like I a lot of new central franchisees, they buy into the brand, right? And they buy into the story, they buy into the hype. Like you're talking about that crumble business, right? I mean, it's so easy to just jump on the bandwagon and buy into that and make an impulsive decision and make a decision based on that and not who you are as an operator. So I think uh for me as a consultant, it's important to help slow down that process for them and help them focus on alignment, right? What is aligned with your own lifestyle and your strengths and your goals, um, because that's what's going to ensure success, not what looks great on paper. So yeah.

SPEAKER_01: 50:01

Yeah, perfect.

SPEAKER_02: 50:02

Yeah, I agree. I think, you know, it's I think a lot of people are coming from like the corporate world are excited, they hear about the possibilities. But, you know, there's that leap. So I guess Jay, in your opinion, what would you say to someone who's who's ready or maybe not ready or stuck in that corporate world about taking the leap into franchising? You know, what if they kind of feel stuck where they are, but they're kind of nervous about moving forward, like what what kind of advice would you give them?

SPEAKER_00: 50:31

Well, you know, if let's say someone who's working, you know, in in in corporate America or in the corporate world, if you've built success, let's say you're you're doing well at your job, you've already built success for for someone else. I mean, you can do it for yourself. You just need a vehicle. And I think you buying into a good franchise can be that vehicle for you. You know, that's exactly what we had experienced, like both Carolina and I. I mean, she was, you know, we made the decision that she would work full-time. Or I I I continue to work uh full-time, but she would work full-time on the business. She had no prior, you know, business experience up to that point. But, you know, she she embraced that, she leaned into it, and you know, she made it her own, and we had great success from that. So the other thing I'm I tell people as well is that there's never a perfect time. So some people are always waiting for, you know, what's the best time, you know, to do it. And I think to start your exploration early is a great idea. I think clarity comes from taking action. It's when you hesitate that things get a bit murky. You know, take the steps, you know, you know, move forward. So yeah, that's that's the advice I would I would I would give to anyone that's stuck in that in that in that spot. But one additional thing I'll say is that like with with Carolina was a pattern, right? Everywhere she had worked for every company, she always did an excellent job, and she always made the people around her and the company better. So we had that exact, you know, kind of like a moment where we're like, hey, we should do this for ourselves. And you know, the rest was history, right?

SPEAKER_01: 52:13

And I I love that you keep bringing up that, you know, when it comes to franchise ownership, and you guys didn't have any experience in this realm, right? Carolina, you hadn't owned or run a business before, and look at what you did. I mean, that to me, that's the beauty of of franchise ownership is that you can, it's a great owning a franchise can be a great teacher. We had a CEO, it can teach many lessons too. We had the CEO of a home healthcare uh franchise on our podcast last year, a Modicare, Marcos. And Marcos said, I wish I could give my MBA back. And and I wish I would have just gotten into franchising sooner because I could the lessons I've learned in franchise ownership have been so much more impactful. And he said, Listen, I'm gonna, when my son it's time for him to go to college, I'm giving him the choice. We can put the money into a franchise and we put it into college. Your choice. And but you learn so many valuable lessons, especially now. Here's we're working with a great franchise consultant who's knowledgeable really helps. This comes down to going into a good franchise system. Like when we were with, we had our Pinks franchise and Resi Brands. I feel like we got so much smarter running that business, growing that business, learning from them the things they were doing made us better business people. And that's something that is not talked enough about when it comes to franchise ownership is not only is it an investment, but it you will learn, you will grow, you will get better, you'll get challenged, you'll learn all these things. I mean, you know what, want to know why franchise insiders has such good infrastructure and tech and systems? Because we learned from a great franchise or we didn't steal their tech, we created our own. But the things that we learned from them that helped franchisees, when Jill and I went to expand franchise insiders, we said our our team is going to need resources. Our clients are going to need extra resources. When someone starts with us, they get access to a support hub right after the first phone call with assessments they can take so we can model them and we can see how they compare to successful franchise owner. They get a list of the some of the best contacts in the industry from franchise CPAs to financing in both the US and in Canada to attorneys, everything you need to checklist of fully vetting out of franchise questions to ask. This is what we learned being franchisees. And, you know, the fact that we had that Pinks business for a little over a year and we sold it and got 15% over asking, it's pretty awesome. And so that's what's so cool about all this is that it gives you so many things. It makes you smart. It's a great investment, it's it's fun. And so, with all that said, you guys, I want to kind of transition now over into a more of a rapid fire, just a couple of quick, easy questions. What's your favorite thing about being entrepreneurs?

SPEAKER_03: 54:56

For me, I think it was creating something that reflects who I am, right? My my values, my culture, my strengths, and you know, be having the flexibility to design my life around it.

SPEAKER_01: 55:09

What's the hardest, hardest lesson learned?

SPEAKER_03: 55:11

For me, again, because we were in a service-based business. I mean, again, we lead with heart, but it's also important to protect the business. So there was an early incident that really taught us that it's important to have the right insurance and the right safeguards in place, especially for service-based business, because again, there's so many things that you can't control.

SPEAKER_01: 55:31

So what about you, Jay?

SPEAKER_00: 55:33

What was the first one? Favorite part about being an output.

SPEAKER_01: 55:36

Favorite thing about being an entrepreneur and hardest lesson learned being an entrepreneur.

SPEAKER_00: 55:40

Okay, so favorite part about being an entrepreneur for me is just being able to make decisions in real time. I mean, I love how, you know, you when you work at a job and you see something that needs to get fixed, you need to work. There's so many people, so many different layers. When you're an entrepreneur, you see something in your company or out in the market that needs to be addressed, you can make a decision like this and you can implement and execute on that. A hardest part or something, uh maybe a mistake or whatnot. Choose your, I would say choose your if you do get the partners, choose your partners wisely. That's something I've experienced. I mean, ideally you don't have a partner. Your partner's your your your spouse because you're living, you've committed to living life together, and this is kind of what's in for you as well in the business. But if you should take on another partner, make sure to really, you know, have a good vetting process and take your time with that. Um, I've I've had great partners. I've also had situations where I've had not the best partners.

SPEAKER_01: 56:41

So yeah. I mean, it you you have to, and that's a really good one, especially a lot of people want to partner with friends. And I would just say, boy, you you better really think about that. Is it worth risking your friendship? Um, I'll say this. So, my favorite thing is on any given day, a client can come along and as as a as a business owner. A client can come along and change your life. Someone can come along and change your life. We have untapped potential. There are so many different paths for us right now as business owners, and there is a future we can we can dream. There isn't a for whatever it is that we want to do, travel, homes, lifestyle, all of that is within reach if we work towards it. I love that. I love waking up every day knowing that I I'm not, you know, I'm not stuck doing this for someone else. Like Jay, Jay, I love that, yes, we can move fast, we can make decisions, and and and that's part of being an entrepreneur is moving fast. You're not always gonna be right, but moving fast. And then one real world mistake that I think a lot of our listeners could benefit from, especially if you're gonna be in home services. I was not aware that insurance for home services businesses did did audits and that you might end up paying more than what you thought, right? Because they come back and they say, Well, we determined you did X, Y, and Z. And now you get a nice little extra bill for a couple of grand that you weren't expecting. So I would always say this always plan to have more than you need. And when you're working, and by the way, we do have a great insurance contact on our support hub. But when you're getting insurance for your business, ask about insurance audits and even ask franchisees if they've gotten insurance audits, um, which I think happens almost every franchisee, but I just didn't even know. So that's a good question for all of you guys to ask. Who do you got?

SPEAKER_02: 58:27

What? Am I answering the question?

SPEAKER_01: 58:29

No, do you have a question you want to ask? Or do you want to answer that?

SPEAKER_02: 58:32

Well, are we still in the rapid fire?

SPEAKER_01: 58:34

We still we sure are.

SPEAKER_02: 58:34

Okay, then I have a question. Okay, let's see what you want. Okay, what do you guys think is one franchise category that's gonna explode in 2026?

SPEAKER_03: 58:43

I I definitely think the health and wellness and recovery industry, I think people now are so much more proactive about, you know, healthy aging and longevity and wellness and all of that. So I think businesses like you know, stretch lab or cold therapy or performance labs, all of those will do really well as long as they're accessible, as long as they're consistent and community driven. I think those would scale really well.

SPEAKER_01: 59:07

Isn't that interesting? Go ahead, Jay. I'm sorry.

SPEAKER_00: 59:10

Oh no, I was I was gonna say for me, I I continue to be bullish about the senior care market, obviously. But another space I've gotten quite excited by, and part of this is through discussions with you, Jack. I mean, uh it's uh the home space or the home service space, but I think for the future, like tech-enabled home service space. I think the the convergence of technology and home services is gonna be a huge one. You know, just sitting in, you know, the puzzle pools podcast uh is one example of how you know uh a couple or a business owner can start a business. That's what differentiates like a mom and pop type of business versus getting into a franchise that's backed with research, innovation, technology that you can utilize to make your clients' life, your clients' lives better, right? So I think that's that's a space that's set to explode.

SPEAKER_01: 1:00:02

Yeah, I mean to be able to run a boring business from your phone, a boring business that's powered by great tech is a great combination. Carolina, I think you're spot on. I mean, I spent the first hour of my day today in a in a sauna in a cold plunge, and every time I I leave, I feel like a million bucks. Jill's breathing heavy. Not my thing. But no, I mean it's listen, it's a very different thing at 50 versus 25. At 25, you can go work out for hours, you can go and drink all night, and you're fine the next day. And at 50 years old, you've got to spend a lot more time on recovery. And so I think you're right. I do see that trend. Jay, I think home services will continue to be so powerful for the next few years. I mean, all you have to do is look out on your street. I mean, right now, outside our door, we've got a closet remodel company, we've got a restoration company. We've got a guy changing tires on someone's, you know, driveway. Home services, services that can be brought to the home in the home. Yesterday we had a handyman service here at our house for half the day, doing things I never could, I can't do. People pay for convenience. I think the key to all of this, if I were just to chime in on what I'm seeing, you want businesses that people need and they need them a lot. So a one-time ice cream cone, probably not a good idea. At least with Crumble on the cookie space, what Crumble does that's interesting is every week the menu is different, right? Different cookies. Like last week it was a cheesecake cookie and a yeah, it is a recurring revenue type of business.

SPEAKER_02: 1:01:38

They do, you know, because you could say, I did say that you really shouldn't order them more than once a month, but when a new flavor comes out, you have to try it, you know, and it's only there for a week. So anything that's recurring or need-based, but then they do a good job with that is that wanting you to come back or needing to come back.

SPEAKER_01: 1:01:55

Could they do a I if I'm crumble, I would try and proactively sign people up on get a crumble every week. And instead of paying$25 for your box of cookies, it's$18.

SPEAKER_02: 1:02:06

Well, they have like a point system, but yeah, they do they do do it.

SPEAKER_01: 1:02:08

Let's go ahead and pre-schedule your delivery every Tuesday. But that's listen, that's I don't want them to well, you guys, in closing, we're so excited to have you on the team. And I think your your benefits to the clients that will be working with you are immense. You have built, you've exited franchises, you've done it together. Any closing thoughts on your end?

SPEAKER_03: 1:02:28

I mean, uh, I would just say that again, you know, just your former point, Jack. For me, franchising really is the best um experience I've had because it really stretched me as a person. I invested, I mean, you know, Jay convinced me to go into it because I had no experience in entrepreneurship. And so we just invested in ourselves and the dividends paid off so much. So I would say, again, this can change your life. It's really exciting, it's really rewarding, but you have to do it with intention. You have to do your due diligence and don't be impulsive about this because this is one of those life-changing decisions you'll make. So yeah.

SPEAKER_00: 1:03:12

Yeah. So for me, a couple of thoughts. One is again, super excited to to be a franchise consultant that's part of you know the franchise insiders with you guys, helping. I I mean, really excited to help others get started on that journey and hopefully, you know, reach their goals and achieve their dreams. And for anyone, I guess, out there that's listening, I mean, you know, there's there's a good you don't have to do this alone. You know, have that courage to go out, take the step out, and then have conversations, reach out to any of us. I mean, you know, there's a community of people that have done this before that can help you out. So yeah, that's that's it.

SPEAKER_01: 1:03:49

And to that end, what's the best way for people to contact you guys? Yeah, go ahead, Caroline.

SPEAKER_03: 1:03:53

Yeah, you can find us on our website, arosafranchiseinsiders.com, or you can call us at 778-987-7644.

SPEAKER_01: 1:04:02

Amazing. We're so thankful to have you guys on the team. And for all of you, all of you that are listening in, it's like how people talk in here. Like, hey, for all of you out there listening, for all of you guys listening, we appreciate you so much. Thanks for tuning in to the We Bought a Franchise podcast. I'm Jack Johnson.

SPEAKER_02: 1:04:17

I'm Jill Johnson.

SPEAKER_01: 1:04:18

We'll talk to you next time. Bye.

SPEAKER_02: 1:04:20

Bye.