WHY so many executives are becoming business owners

#entrepreneurship #franchisebusiness #puddlepools #podcast

On the Built4Profit Podcast, hosts Sha and Elizabeth talk with Mark Amery of  ⁨@PuddlePoolServices⁩ about why his leadership team exited other home-service brands to focus on Puddle and expand from Canada into the U.S. and Australia. 

Mark explains that roughly 98% of Puddle franchisees come from corporate or business ownership backgrounds because it’s an executive, scale-focused model, with territories based on 10,000 pools. He shares hard-won lessons about building franchise infrastructure before rapid growth, advises candidates to do thorough validation, and notes U.S. growth from 39 to 185 territories, aiming for 350 territories.

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Get to know Puddle Pool Services:  

Website: https://puddlepoolsfranchise.com/
LinkedIn: https://www.linkedin.com/company/puddle-pool-services/

Get to know Mark Amery:  

LinkedIn:  https://www.linkedin.com/in/mark-amery-483b04180/

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Transcript

SPEAKER_00 0:00

We're talking about expansion. This brand has already dominated Canada, is now in the US, and is on the way to Australia. Next country, please. And I can tell you that this is a fun culture. And part of the fun part is they attract over 90% of his franchisees from the C-suite. And I guess they're leaving that corporate America behind and they're saying, let's go have some fun and do some things. Yeah. And honestly, after our recording, Shay and I almost hopped on a plane to go kind of check out what they were doing and join. Because when we talk about culture, it is something unique. So we have with us today Mark Amory from Puddle Pool Services. This is a phenomenal conversation. You're going to hear from someone who is building this for the fourth time. Welcome to the Built for Profit podcast, powered by IQ for profit. Because when you know better, you can do better. We have Mark from Puddle Pool Services. Mark, welcome to the Built for Profit Podcast. Welcome, Mark. I know that right now you're working with puddle pools, but you did have some previous experience with three other brands as well. So let's start, Mark, by talking about what made you really focus just on puddle pools. What was it about puddle? Which by the way, I loved the logo. And it was one of the showstopping things that made me research the brand and reach out to you. Well, what made you want to just go all in on this brand?

SPEAKER_01 1:16

Yeah, it's a great question. I've always been in the franchise space. And I'll say we a lot because we have the same leadership team 14 years through all the brands. I mean this because I'm just the cheers here. I'm like just one of the team members, but always been in the home service space, like we're in pest control, landscaping, home care, and puddle. We had all of the brands based in Canada. And for us, the Super Bowl or whatever you want to call it is always to come to the US because you know it's just bigger space. And it's tough from this side to move that way and make sure we had the right brand to do it. So we started puddle in 2019, I think it was, to start the framework and all that for the franchise side of it, and then ready to execute 223. So when we started to move fast with Puddle in almost all of Canada, that's what made us come to the US. And then the competition that we had wasn't in the same space. There's a lot of synergy there. So that's kind of what made sense as opposed to the other brands. So we exited all those at once because you can't come in and focus on four things. You got to concentrate.

SPEAKER_00 2:05

One of the things that you talked about when we originally talked, and I was just fascinated. And I came back and I told Shay, I was like, guess where you think their franchisees come from? Because it's not where you think it's gonna be. And I was just so surprised that almost all of them, or you know, 99%, it sounded like, have come from C-suite level backgrounds that are now in the puddle pool industry. Why do you think that is, or what attracts them?

SPEAKER_01 2:31

I mean, that's yeah, you're right. I'd say I don't know, 98% of our pollers, they're not from the pool world, right? Like I joke around like I can't even swim. You know what I mean? And they all come from that corporate America background or business ownership, not from the pool world. It's because I think it's an executive model, it's built to scale. And people that are used to running teams and managing teams and building, it's just a really nice, smooth transition for them. And they understand that space and allows them to scale quickly. I think a lot of it too is I hear it a lot. I say, I want to get out of corporate America and I want to do my own thing. So we want to make it not corporate y here, you know, corporate, but not corporate y. So it's fun because they get to do their own thing, but there's still a lot of structure. So that's what I would say the majority of our owners are coming from that world there now. It's very executive model, which seems to be in that same ballpark that they're in.

SPEAKER_00 3:14

Yeah, but that's awesome because they're bringing already a good skill set of some kind. Tell me more when you say built to scale, because we we hear that a lot, you know. What does that mean in your franchise?

SPEAKER_01 3:25

It's just not afraid to scale. And like I said, there's nothing wrong with, hey, I'm retired, I want to clean some pools in the backyard or do this. It's not that model. They can't be afraid to add a tech, add a tech. Like we have folks that are, you know, four months in and they've just put on their third technician. So they like that's their world, it makes them happy. Going from working for somebody then being your own is just different. It's hard to you guys see it more than I do. It's just making that leap into business ownership. It's hard, right? And it's like you should be nervous. And then the second part is it's always going from the first truck to the second truck for some reason. It's just like, oh now I'm responsible for another person, another truck. But it's a good feeling, and I think everybody goes through that same thing.

SPEAKER_00 3:56

And I like that because it's easy to scale, is what I'm hearing. That it's the recipe, and sometimes you can double a recipe and sometimes you can't, right?

SPEAKER_01 4:02

Exactly, exactly.

SPEAKER_00 4:03

But there's too much risk in doing it, you're leveraging way out or something. Yeah, so it seems like you have the recipe really easily to double, double, double. There's no limit to that. Do you have territories?

SPEAKER_01 4:13

Yeah, so they're based on pool count. So everything's even Steven, right? It's like fair. It's based on 10,000 pools per territory. So if they want two territories, it kind of goes by zip code, right? And I said even Steven, didn't I? Yes, we did. I do this all the time. I like rhyme, I'll be like, I go, hey, I'm about drunk, and be like, what the hell is that? What does that mean? I'm like, just ignore me. But yeah, that is based on pool count, everybody's equal. So it doesn't matter if you're in a warm climate or cold climate, because we get that a lot too. Like, oh, what happens when it's cold? It's like, well, we started in Canada and one of my Ottawa, so talk to any of those people.

SPEAKER_00 4:43

Concept proof, right there. There you go.

SPEAKER_01 4:44

Yeah, for sure. Talk to them.

SPEAKER_00 4:46

Okay, so I need to understand if it's qualities that you look for or what, Mark, because training someone to come into a business, even if you have a great business background, executive, you've got leadership experience, you're still learning a new business. And so things still need to be taught. How do you make that transaction smooth? Because the other thing that's coming to mind is learning a new business, and you're not really gonna be the one operating and doing the job also adds another level of complexity. But it seems like you guys have mastered this. How is that a smooth transition for you?

SPEAKER_01 5:16

That's a really good question because this isn't our first rodeo. That helps us a lot. Like there are no holes in the boat. We're very comfortable and it's easy peasy for us. You gotta have your SLPs, you gotta have your training man, you gotta have all of those are pretty basic you need to have and structure. Like, yes, it's a business, it's point, all that, but I would go against anybody saying we are the most structured franchise system internally that we have as far as technician training, repair tetrician. And that's for the repair for the technician side, because it you're right, it's a different training than the owner, right? The owner has to know how the pool works and whatnot, but it's not their job to clean the pool. Training camps are structured for in class, in field, in class, and then the technicians are all field work. So it's very, very structured. We have our wrap puddle power that they run the business off their phone, and the support within that for the technician is different than the owner. Like they have live help, they have videos, they have WhatsApp chat. So it's really, really making sure there's no holes in the boat. If you have a question, you should be able to answer like that.

SPEAKER_00 6:05

Because when you were talking about the SOPs, we love that stuff because you know, then you have a system success, right? Your recipes there. What do you see, especially with your C-suite, right? They're highly intelligent, they come in with something, but they're still corporate-minded, they were employees. What is their biggest curve of learning consistently that you see?

SPEAKER_01 6:19

Ooh, yeah. I think it's okay to let go a little bit, if that makes sense. So it's yes, the structure of the SOP, it's not always our way or the highway because we have 185 territories. We have 100 plus owners. So 100 minds are better than seven on the leadership team. So they can give input and it's listened to and it's changed, like sometimes implemented that day. They've grown really clear, like our puddle power that we run everything off of, it's all of ours. It's equal. And if it makes sense for everybody, we'll implement it. The corporate word is very structured and it has to be, and it has to be there's systems and there's flows, and this person talks to this person. It's different here. There's no layers. It's getting used to that corporate and not corporate, I guess. Yeah.

SPEAKER_00 6:52

On that mark, we talk a lot about like not changing the recipe in the franchise system. That's kind of why people come in. So, how do you balance or build a culture that both says your voice matters and we might change something day up because that was a great idea, with we still have a system and you know you want to stay inside the green work.

SPEAKER_01 7:10

How do you balance it? Yeah, everybody goes cowboy, right? We just call it going a little cowboyish. So that's what we look for. Some of that thinks bigger outside the box. Like we have everything in house, so they don't really need to go build something or try. Like, if I didn't have something in my CRM or that was offered to me, I would go build it myself, or I'd try to, hey, how can I make my business better? Everything is there for them. It's letting them know you can't buy culture. We can't put some ping pong tables and have pizza on Friday going, yay, we have culture. That means nothing. There's no BS here. We don't have that. Even the technicians in the field. There's a feature request button, they have access. There, you might think something that's way better than what we're doing. Then, okay, cool. If it makes sense for everybody, then let's implement it.

SPEAKER_00 7:43

Describe your ideal candidate. What do they look like? What do they act like? How do they show up?

SPEAKER_01 7:46

6'2. What? I'd say the biggest thing that we look for is number one, not afraid to scale because we have in-house marketing, and I'm not gonna pump what we do, but everything we do is in-house, so they don't have to go look for anything. It's just like, don't do it, we do it. And they do it really, really well, so they can't be afraid to scale, right? Like we had a franchise partner two days ago asked, Hey, can we turn off the marketing? Because I'm in month four and I'm my third tech hiring, I can't keep up. That's not a chance that's happening. We're not turning anything off, right? That's not happening. They can't be afraid to scale. Number one, number two is their background team build. It's just this like certain sure that they're cool with everybody else. Like making sure they mesh with everybody. We call it the beer and the barbecue test. If we would have a beer with them and have a barbecue with them, you're in. They're not afraid to scale. That's kind of what we look for, and they just have that drive and passion. Red flags for us would be things that, like, hey, I want in and they haven't done validation. You can't come to C Day unless you've talked to somebody like, oh, I didn't like this. And like when we do our confirmation day, you know, it's kind of like I said, that's a Super Bowl day for them. They've made it. And you just know, right? Like us three, we're cool. We could go for a beer and a barbecue right now, we'd be cool, right? That's kind of what we had a beer. I'm six deep. It's fine. If that kind of thing that we look for, because what we make that decision on that day affects 100 people. Now we are really, really picky. Like, you know, 200 cans to come through, maybe 10 to C day will probably take three or four. So that's kind of what we look for.

SPEAKER_00 9:02

But I love that. Good for you. We joke about this, yeah. Seriously, if you get to pick the people you get to work with, why would you not pick fun people? Totally. But that is the culture building, right? The expectation and that community. I'm curious, Mark. Like you keep talking about, you know, it's not your first rodeo, which is very clear. What did you learn kind of the hard way the first time around? That you were like, hey, number two, we're not doing that, we're not doing it that way. What are some of those things look like?

SPEAKER_01 9:25

Great point, yeah, and that's where you're like, oh, this sucks. Yeah, it's I think the first one was pest control, right? And that was a background I was in it for a long time since I graded, and then I built my first business and it was a pest control business. So learning from that is typically here's the service, this is working, let's franchise it, right? You kind of build it as you go, you know, you go, Oh, we need an SOP for this, or so-and-so's asking for this. You learn as you're going, which is tough, right? And I think that is the biggest thing. So, like I say, we're lucky because we built puddle backwards, it's all through franchise and structure and framework, and then the pool part's just the service portion. So that's what I learned is making sure you have everything built out. Prior to launch, the field work was actually the last piece that we added, like the implementation of the field and like the back end stuff's all done. So I would say the thing I learned the hardest part was just learning as you go.

SPEAKER_00 10:08

And that's very calming, Mark. I mean, you're you're right on because I mean I'm a franchise and a franchise or I'm not trying to rarest out. But you're right, you're reactionary half the time because you can handle so many franchisees, and then it gets to a point where you they can't call your cell anymore.

SPEAKER_01 10:21

Being proactive instead of reactive is the key for sure. And I think it's hard to do like it's almost impossible to do our first one.

SPEAKER_00 10:27

That's what I was just gonna say, Mark, because I was like, okay, well, how do we take this to apply to someone? But it is your first time. Is there only so much you can do there? I mean, some of it is just learning on the fly and building the plans in the air.

SPEAKER_01 10:38

I think going to like for the franchise or side, I'm always like, you gotta listen, and you can't be big-headed, you know, too big for your bridges or whatever. Like none of that. You listen to people that are there. I listen to people that are where I want to go. Like, shut up and listen, the do's and don'ts, the goods, the bads, the uglies, and try not to do that. But of course, like this, we're all people, like you gotta try something somewhere. And I'm not saying our team's ultimate right now, but in our space we are. But we were there before, like 10 years ago, 15 years ago.

SPEAKER_00 11:03

Mark, people right now are listening to you, and then you are the expert, someone's eyes in their journey, it depends where they are. This is your moment. You seem like you learned a thing or two, maybe the easy way and the hard way. With that being said, for someone either thinking about that entrepreneurial journey or struggling in it and having that moment of like, what did I get myself into? What is some really good collapse that curve of learning, sound wisdom that you want to share with someone?

SPEAKER_01 11:28

Yeah, that's a good point. I would say before you're in it or before you're going into it, do your due diligence, right? Like if you like the home service space, say, or brick and mortar, just go to that one. See it many. Like nobody grows up and says, I want to own a pool business when I grow up. Like, who does that, right? Like, just see if it meshes with you. Like, make sure if it's a franchise you're going into, validate. And you want to talk to everybody. I want to talk to a high, mid, and a low performer. Every system is gonna have those. And then see who you resonate well with. If you really resonate with the way, you know, Bob does his high performing, you're like, Oh, I like that, that's why, then maybe that's for you. If you resonate well with a low performer in that area, probably not for you. You know what I mean? You don't want to go in and say, that's how I'm gonna run it and that's how low perform. Like, compare yourself to them, not just against because every brand is gonna have goods and bads. Go to do the entrepreneurs, a little, like I say, it's a little cowboy-ish. We like that challenge. So I think do your research, do your due diligence if it's franchise that you're going into. And if you're in it right now and you want to get out, remember this is a roller coaster. If this is easy, everybody would do it. Welcome to the roller coaster. This is up and down. That's natural.

SPEAKER_00 12:29

And that's good advice. And I'm not knocking consultants because they're like anything else, there's good characters and bad characters, yeah, and different people are trying to sell things. But I always say, uh, franchise, you know, when you commit, and it depends on how much you're pushing all things in. It's like match.com, it's a relationship because you're gonna have others and downs. And I love the fact that you disclose that in the beginning because a lot of times we get promised and learning the stars and you don't get a view.

SPEAKER_01 12:51

That's it, yeah. And you mentioned consultants, like they know our program, like now, they know who fits. It's beautiful because it's that same type of person look for the same thing, and the consultants they know what they want or don't want, or what we want or don't want kind of thing. So it works well, you know.

SPEAKER_00 13:06

And I'm not knocking consultants because I think they're very helpful. A lot of times when people are jumping into finding a franchise, they don't even realize all the different ones that are out there.

SPEAKER_01 13:14

Yeah, exactly.

SPEAKER_00 13:15

Marking seemed fun to work with. I mean, you had her at the logo. Everybody needs to go check out that logo because it is like cute-ish start wrapping this up. But tell me how is the expansion going in the United States? And is there any challenges with that, or is it just like picking up?

SPEAKER_01 13:29

No, we came in with 39 territories in the US, and now we came in St. Paddy's Day last year, and we're up to 185 territories, so it's wow. Yeah, but it's about that proactive looking. We have coaches ready on the back end who are already done and trained in the system. So expansion's been great. Like we're ready for our complete build-out of I think it's 350 or 360 territories, and then we have Australia that's already ready to go and done.

SPEAKER_00 13:51

It's a school domination.

SPEAKER_01 13:53

That's it. I can't go there because I'm scared of snakes, but somebody's going there.

SPEAKER_00 13:56

Well, Shay and I are happy to hop on a plane and go wherever we need to go. We are affordable and waterproof. We can make it happen.

SPEAKER_01 14:02

That's perfect.

SPEAKER_00 14:03

Listen, Mark, you've been an absolute pleasure to visit with. I would do that beer and barbecue with you, and I liked that test. I used to say I would never hire anybody I wouldn't have at my dinner table with my family. Exactly.

SPEAKER_01 14:13

Yeah, they gotta be cool.

SPEAKER_00 14:14

Or make them babysit my children. That's a different story. But thank you again so much for sharing your wisdom. We look forward to seeing continued expansion and what country you go into next. Keep us up to date. We'll have to do like an up-to-date summer of our engineering here. Where's Mark instead of where's Waldo?

SPEAKER_01 14:29

Well, thanks for having me. I really enjoyed it. It was a great day. Thank you.

SPEAKER_00 14:32

We loved it too. Happy Friday.

SPEAKER_01 14:34

Happy Friday.

SPEAKER_00 14:35

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