How I Turned a Creative Company into a Franchise

What happens when your business runs so well it no longer needs you? For the founder of Linden Creek, that realization didn’t lead to a hammock and margaritas. It sparked a bold move: turn years of hard-earned systems into a franchise designed for speed, consistency, and real profitability in home staging and interior design.

Ready to go deeper, learn how the model works, and see if you fit the culture? Subscribe and leave a rating with your biggest takeaway. Want details on joining the Linden Creek franchise? Visit linden-creek.com/franchise.

Transcript

Cold Open & Sign-Off Banter

SPEAKER_01 0:00

And then I you may do a sign-off part.

SPEAKER_02 0:03

Show us how it's done, boss.

SPEAKER_01 0:04

No, that's not nice. You're gonna be in the shot, so we need to. Oh yeah.

SPEAKER_02 0:12

This is great. This is great.

SPEAKER_01 0:14

Thanks for watching this episode. Don't forget to like and subscribe.

SPEAKER_03 0:24

Music Ben.

SPEAKER_02 0:31

I think one of the questions that we get a lot is why franchise? Why would you do that? And why does that make sense and so forth? So let's ask the owner of Lennon Creek.

SPEAKER_01 0:42

Why did I franchise?

SPEAKER_02 0:43

Why indeed would you choose to franchise? I mean, you had a good thing going, right?

SPEAKER_01 0:46

Yeah.

SPEAKER_02 0:47

In Raleigh. It won't you talk a little bit about that and then what caused you to take that step?

Realizing The Business Ran Without Her

Systems, Scripts, And Solving Industry Pain

SPEAKER_00 0:51

Yeah, I won't go all the way back to like the very beginning for days. Um, but somewhere along the lines, I had a business that I had worked myself out of. Um, so I was in a scenario where my team was running the day-to-day. Um, my clients were happy, sales were happening, everything was running smooth. Nobody knew if I was the one designing or staging a project or if it was somebody else on my team. Um, and and that was exciting. And I remember it was like memorial weekend, and I was sitting on my couch and looking at my week previous prior, and I stared at my calendar and I realized no one actually needed me. Like every meeting that I happened to be at, somebody else was really running. I just existed. Um, there was no value that I provided to my team. And I was like, well, that's interesting. And then I looked at my week ahead um and again stared at my calendar and I was like, I could not show up the entire week and everything's gonna go fine. Which kind of, you know, one would be like, we did it. Like we hit the top of the mountain and now we get to sit by the pool the rest of our lives, drink margaritas while we make money. Like, this is the win. Um, but that was not my response. I freaked out. I was like, what the hell? No one needs me. I love working and I have no work to do. Like, what are we going to do with this? This was not the goal. And so I literally had like this moment of sheer terror and fear. And so as I'm like trying to work through this in my head, I called up a friend of mine. Um, and he had a franchise in a totally different industry. And he goes, you know, you could franchise it. And I was like, that doesn't make any sense. You don't franchise a creative space, but thanks for the advice. Um, and moved on my merry way. And as I'm like still just going, what do I do with this? I'm getting messages blowing up my my um Instagram from others in the industry asking, Hey, like, how are you handling price objections? I'm really struggling. People were telling me my products are too expensive, or how are you staging art so it's not getting damaged? Um, and I realized we had really created a lot of systems around these things, a lot of sales scripts around these conversations and objections. And I had answers for them. And I, and then it was this moment of like, if I have answers for them, I probably have answers for the younger version of me that wanted to pivot out of their corporate career, that wanted to start their own business, that had to figure it all out. That like I remember in those early years, I would stay up late at night and I would be like, How do I store my mattresses better? Because I'm out of warehouse space. Like, is if I rotate them to the left two degrees, if I hold store them like this, does that make it better? It was like all of my free time was wasted and spent on trial and error and trying to figure things out. My marketing efforts, I mean, I think you stumbled upon it the other day, like some SEO person that I hired the first year of these like mortifyingly embarrassing marketing YouTube videos that are out there on the world somewhere still, because I don't even know how to get rid of them.

SPEAKER_01 3:49

That's correct.

Designing With Math, Not Vibes

Legal Greenlight & Ops Manual Marathon

Proof Of Concept In Charlotte

What Franchising Actually Provides

SPEAKER_00 3:50

Of Lyndon Creek, because I thought that the answer was to hire this SEO guy that said he knew what he was doing. And that was not the answer. But it was all of these mistakes I made through trial and error to finally get to the other side. And I was like, if I just gave everybody the other side of it, like don't do this, do this, and here's why, they're gonna get there faster. And so as I was thinking about all of that, I thought maybe my friend is right. Maybe there is something to franchising. Um, and in that season and that year, um, there was really only one other company out there that was franchising home staging and like one or two that were franchising interior design. And I was really a little nervous about this because um we systematize the way we design. It's a math equation. And not because I want to simplify it necessarily, but because that's how my brain always worked. So, like I remember when I wanted to learn design skills, I would flip through really pretty photos and I would be like, cool, this coffee table looks really good, but why? It's interesting. Every coffee table that looks really good has these three things in common. They all have at least this many objects on them, and this many of them are square and they have different heights and different textures. And I kept finding these patterns that were repeatable, and I just was like, I'll just repeat the patterns. And so for us, Lyndon Creek was really built with design being a math equation. We walk into a room, we teach our franchisees, walk into a room and you measure for the rug. And there are rules around what size rug. And once you pick your rug, then you pick a floor plan. Is it A, B, or C? And once you pick your floor plan, you pick one of the white sofas or the slightly beige sofas and you coordinate it with your chairs. But there is a system to all of it. Um, and and there's something a little controversial about that where you're like afraid to be in the design industry and the creative industry and be like, I do it through math when everybody else walks in and they're like, I just feel the room. And I'm like, I don't feel anything when I walk in a room. Like I can tell you what looks good and what doesn't, but I don't feel it. Um, but I realize the fact that we've systematized this and the fact that there's like math around our design is the thing that was gonna allow us to franchise. So I brought the idea to um a franchise attorney that was well respected in the industry and kind of had to come to Jesus. And I was like, here's me, here's my business idea, here's my, you know, my financials, how we work. Can I even do this? And he reviewed it. And I remember being so nervous because it was this like credibility check, and he's like, You can totally franchise this. And I was like, that's cool. You said that. Okay, we'll take the next step. And the next step was to build out and write an operations manual. Um, and this is where I met you in my journey. Um, I think the first text message that we went back the other day and we're looking at our original text messages, and like the very first or second day you and I were texting, I was like, I've locked myself in my office and I'm writing an ops manual that's 300 and some pages. Um, and I did it for like two weeks straight. So ops manual was next of like documenting everything that we do every day. Um, and once we did that, then then I brought it to a franchise consultant um to give honest feedback on how that went. And my first version was like 60 some pages. I was so proud of it. I am a straight A student, 4.0 GPA, like love my perfect grades to a fault kind of a girl. And so I was like, I turned it in like it was homework and I was like, I nailed this thing. He's gonna tell me how awesome I am. And he came back and he was like, that's a great start. But here are five pages of notes of everything you missed and a lot of red lines. And I was like, I have failed. Um, how many pages is it now? 320 some pages now. Um, and it covers everything. I'm thankful for his feedback. I had no idea just how many systems we actually had until the question was really asked. Um, and so we have this really cool tool and playbook that tells us exactly how to do everything. Um, so that was the next season. But there was still a lot of, I guess, disbelief of whether or not this could still be done. Um, I remember researching the franchising industry so much, and the biggest thing that I heard again and again is that these brands that were coming out of the woodwork that we're starting and building were failing miserably in their first few years because they grow so fast that they started tripping over themselves and franchisees were unhappy and um the training tools and support were really not there. And I was like, I can't be that. And so I have to do this in a methodical way. And so um my director of home staging at the time, she came to me and she goes, I know you're franchising, and I've always wanted to live in Charlotte. She goes, I took this job in Raleigh because I wanted to work at Linden Creek. But if the opportunity presents itself, this is something that I'd really love to do. And that was the coolest moment because we had such a great relationship that I knew that she could give me honest feedback and I was going to do everything in my power to make her as successful as possible. And so um she went off to Charlotte and I just watched her for a year. And I was like, give me the feedback. What's working, what's not working, where are the pain points? And she taught me lessons along the way. She was like, hey, how do I, you know, how do I replicate these beautiful designs that are coming out of Raleigh because I don't have them. And that's what birthed the Lyndon Creek shop and our accessory sets. And then along the way, she was like, hey, I think I need more training around the interior design experience. And so we built out our curriculums even more. And so every step along that journey in those 12 months, I got to learn how to be better and how to coach and teach better. And at the end of the 12 months, we kind of both looked up and I stared at her numbers and she had 3X'd what I did in my first year and made not nearly as many mistakes as I made in my first three years. And I went, holy hell, this works. Um, and that was the moment for us where I realized there might be proof of concept, and I finally honestly started believing that there was something to being able to franchise this model. Um, and so that was what really started the journey with London Creek. Um, and from there, we actually started offering it to the world. Well, really, just to the US, but Freudian slip there.

SPEAKER_02 9:55

Um for those that may not know, talk about the franchise model just in general. Why do people franchise? And you know, what is the role of a franchisor versus a franchisee and how do they help each other?

Community As A Competitive Edge

The Ideal Franchise Owner Profile

SPEAKER_00 10:09

Yeah, um, and you chime in on this because you know this in the back of your hand too now. But um people franchise because they want the systems in the playbook so they can get to the result faster. Um, we have a franchisee that we that's on board with us now, and they had started their own business, totally different industry and something, and they're like, we it's a lot of work to build your SOPs. It's a lot of work to figure out the marketing game. It's a lot of work to understand the new industry and the pricing model. And so if you can just give that to us, we can get there so much faster. And that's the biggest thing around why people franchise. I think I'll take it a step further. And for me, one of the reasons that I love franchises and one thing that's so important to me within Linden Creek's ecosystem is the community piece of it. So, you know, as I was an entrepreneur, um, I remember I would spend a lot of time trying to find other business owners and be building really strong friendships with them because they seemed to be the only other people that understood what it was like to not sleep at night because of the stress, or that like when a win would happen, like they got just how much work went into that win and celebrated with you in a different way than anybody else could. And so for me, when I built Linda Creek as a franchise, what excited me almost more than anything was the fact that these people that were gonna come join our brand are gonna be surrounded by other like-minded people that like when they get their first listing, everybody else celebrates with them. But it's because they understand what an accomplishment it is to get their first listing. It's like when all of the inventory shows up at their warehouse door docks. Um, and we joke with them, like it's like Christmas, but then it turns into like the opposite of Christmas, and you're like, please make the boxes stop coming, and they just keep coming. But like everyone else in our system has been through that. They get what it's like, they know the hard work and they know how rewarding it is on the other side when everything is unboxed, it's on your palette racking, and like you are truly ready to open your doors. And so being able to have that community that gets it, that encourages each other is something that I dreamed of when I wanted to build this. And now seeing it in fruition um on our day-to-day and seeing the way that our franchise owners love each other, um, the way that they encourage and support each other is one of the most fulfilling parts of this journey for me personally.

SPEAKER_02 12:26

So, to that point, who is the ideal Linden Creek franchisee and what do they exhibit?

Fixing The Industry’s Business Gap

SPEAKER_00 12:32

Yeah, you know, and I'm gonna answer this, and I think this applies not just to Lyndon Creek, um, but with Linden Creek, one of the things that we have learned, I look for three things. Um, I look for somebody that has hustle. Um, you and I interviewed um a new hire a couple weeks ago, and and I think for for once I fully accepted who we were and what our culture really was. And so in this interview, it was like the most informal interview ever. And I was just like, we're a little crazy, like we're a little psychotic, we're pretty intense, we're super mission-focused, like that just is who we are. And either you are two and you're gonna fit in really well, or you're not, and that is so okay, but we're probably not gonna be the right fit for you. You're gonna be disappointed, we're gonna get frustrated. Like, let's just own who we are. And so I think it it's been the same situation for our franchise owners is we are looking for people that are driven, that are really hardworking. Our franchise owners are competitive in the most beautiful of ways. I mean, they will reach out to us and they'll be like, okay, what's so-and-so's goal? Because I need to beat it. How far along are they on this? And they just they all support and encourage each other, but they want to be the best, they want to drive, they want to hustle, and they have that in them. And so I think fostering that culture is important. So it's definitely a key quality. Um, another key one is to be a strategic thinker. Um, if you are reacting, this is a really tough industry with a turnaround time on inventory, with the way that you need to manage clients in the design world, responsing, responding to requests and taking a response approach to your thinking, you are setting yourself up for failure. And so somebody that thinks three months out, six months out, 12 months out, and is planning accordingly. They're thinking about how to staff their team, they're thinking about what kind of inventory they need to own. Um, all of those things, those are the ones that really tend to be the most successful because they're focused on scaling the business. Um, and that's where they can be the most strategic. Once they get caught in the weeds, they have a harder time serving their clients. They have a harder time serving their team. And we want them to be in a place where they are doing right by their clients, by their team, by their own personal goals. And then the last um piece of it for me is always relationship building. So, are you able to develop relationships? This business is um unique in the fact that it's re-occurring income, meaning if an agent comes and works with me and they're happy with what I've done, they're probably going to call me back again. And so they keep coming back. It's not like an annual subscription sort of thing, but they're going to keep coming back. And so your book of business keeps growing over the years if you know how to build and nurture relationships. And we've had seasons where we're crushing that. We've had seasons where I feel like we could have done better. But knowing how important and crucial that is to the success of Lyndon Creek is one of the fundamental reasons we look for that. It's not, can you close a sale? You're probably going to close sales just fine. It's can you take that relationship and really feed into it? Are you thinking on your free time about what's keeping those agents up at night? Um, I remember during COVID and it was like a crazy villa and the housing market blew up, and I would talk with my agents and they'd be like, I haven't showered in three days, and I get two hours of sleep every night. And all they wanted was a partner that was going to be efficient. And so your focus became solving their problem by being efficient and staying out of their hair, but delivering their result as fast as possible. In today's season, it's different. Their focus is like, I want to get the next listing. The housing market's quieter. Like, I need to be able to feed my family and I need to land another listing. So now it's a conversation of how do we deliver exceptional service to their clients? How do we deliver a really fantastic product visually so that they can use it for marketing so that they get the next listing, so that their days on market is shorter, so they get their next listing. And so it's always thinking about how you can serve your clients and building those relationships and turning them from a client to a friendship that that is going to truly allow for success.

SPEAKER_02 16:30

So you own a franchise that is in the creative space, right? We've talked about that. Yep. Home staging, interior design, great compliment. Um talk about what's just missing in the industry in general and why Lyndon Creek sort of helps fill that void.

Building Resale Value For Owners

SPEAKER_00 16:47

I think the thing that makes me sad when I think about our industry is it is full of hobbyists that love what they do, but because they don't put business with what they're doing day to day, too many of them are closing their doors or too many of them are unintentionally pricing themselves too low and hurting others in the industry that really are doing all the right things. Um and I'm a part of the Home Staging Association, um, a couple of them, and I'm heavily involved in the design community too. And it's it kills me to see somebody that is truly doing what they were made to do, but is failing to run it like a business and is forced out of their job and their occupation. And so at Landon Creek, a big part of my mission has been uh the uh really cementing this belief that you can do something in an industry that you love in a beautiful space, but you can do it with a business mind that allows you to be profitable, that allows you to be in business 10 years from now and thriving. There's no reason that you shouldn't know your profitability at the end of the year. There's no reason you shouldn't have enough cash to grow and scale if you're running your business like a business. And so for me, Lyndon Creek really solves that problem. We we think a lot on the business side of things. We think about efficiency is our favorite word. Um, we think about profitability. We review our financials and profitability with each of our franchisees and their growth strategies and goals every single month, just to make sure that they are on track and they're making strategic decisions. But that part of the business is just as important as the placement of pillows and the play-on patterns that you're delivering to your client. And that's the part that gets missed in this industry.

Solving Software And Art Supply Gaps

SPEAKER_02 18:30

Sure. And I think what you just said too uh previously about relationships with agents and clients and they keep coming back. I think it's important to be profitable because if you're profitable and efficient likewise, you're gonna turn things around faster. And the speed with which you can deliver only instills confidence. And so it's like a big circle, it just kind of keeps moving, um, which helps your business grow, right? Because that agent is coming back and coming back, or that design client is coming back for phase three, phase four. Um, because they trust you, they trust your process, they trust how you're implementing that, right? And they feel really good about it. So talk to us a little bit about what is your ultimate goal for your franchise owners that join the Linden Creek team, which let's make no bones about it. I mean, we get what, three to four hundred leads a month, right? So we are grateful for that activity, but we're also very selective about those that join. But those that do join, what are your goals for them?

SPEAKER_00 19:25

Yeah, so let me take a step back. When I had Linden Creek before it was a franchise, I remember sitting and thinking, this is really cool. I'm making good money, I'm doing what I love. But what happens when I turn 65 and I retire? Um, you know, like there's nothing built up that I can sell. Because in the industry, everybody that would leave home staging specifically would just sell their inventory at a massive discount to some other stager in the community that happened to want to buy it, and that was it. And I was like, that's it. Like I'm just liquidating all of the dryer sheets that I own and the chairs that I own. You know, like that's that's the end. And it killed me. And I remember being really bothered by that. And when I decided to franchise, it was this aha moment for me where I realized every franchisee now had the opportunity to build an asset that they could sell. So what's cool is, you know, Princeton, New Jersey, when she decides to sail off into the sunset and absolutely crush it and close her doors, or not close her doors, but like retire and go and do what she wants to do next. She has a book of business and she has inventory that she can sell to somebody else because it is part of a bigger model and a bigger network. And so, as one of my biggest focuses and goals in these next several years, especially, is to really focus on increasing the value of Linden Creek and making it a reputable brand because all that is going to do is increase the sale price for each of our franchisees for that day, whether it is five years from now or 50 years from now, that they decide that they want to transfer that business to somebody else, that they get to cash out in a really beautiful way. And that's something that didn't exist in the industry before, but because it's part of a franchise network, the ability to sell your business as an asset is now a very real thing. And that's something that really excites me.

SPEAKER_02 21:12

So talk about some of the pain points that one would run into right in our industry that the brand of Lenny Creek has been able to kind of answer.

Prebuilt Accessory Sets For Speed

SPEAKER_00 21:23

Yeah, I think that's one of my favorite unexpected um parts about franchising, is I we did franchising for all the reasons we talked about. Um, but something fun happened as a result of it. There were seasons when I was little old Raleigh doing my thing, and I would like curse at the software system I was using because it had these massive inefficiencies. And my team would be like, Elisa, we need an administrative assistant just to fill in all of the forms. And I was like, that feels like such a waste of time. Like, if we're gonna bring people in, they should serve our clients, not be filling out forms for like$50,000 a year, no less.

SPEAKER_02 21:58

Yeah, right?

Systems Anyone Can Use

A Candid Word To Applicants

SPEAKER_00 21:59

Yeah, yeah, yeah. So you're Like paying somebody$50,000 a year to like click buttons. And I get it. Like somebody had to click the buttons, but that drove me up a wall. Um, and so it was seeing things like that and going, you know what? If it's not just me that's gonna win from this, if other franchisees and other Linden Creek owners are gonna win from this too, I can actually solve some of these problems now. And so one of the things we did is developed Arched, which is an inventory management system and CRM, but essentially it's really like our all-in-one brain for everything that we do in the home staging world. It handles and manages our client interactions, it automates so much of the experience and process. And so we went from one transaction taking two hours of admin time over the course of the life of the project at least to about 15 minutes. And so we're saving all of this time, which allows us to actually serve our clients, which is the thing we should be doing. Um, and another example of that is like one of the greatest pain points for home stagers across the country, hands down, is getting their hands on large-scale art. It's really hard to find affordable art options. And I get it, I know why. It's because it's really expensive to ship really large art options. But I felt like that was another pain point that would make my business immeasurably easier if I didn't have to send my team to HomeGoods and Kirklands and order on Target frantically every time I needed to like stock up on 50 new pieces of art. And so um, one of the things that we did this last year is launched a an art line, an exclusive art line with a local artist. And so it was like a massive win because I had the opportunity to part with another partner with another small business owner and an artist that we've worked with for years, who I came to and said, Listen, I love your pieces. We put them in a lot of our premium houses during parade of homes. And I said, Is there a way that we can get these art prints in our homes on a regular basis? And could we mass produce these pieces? And her eyes lit up and she said yes. And so we we went to work. Um, we found a manufacturer internationally that was able to service this for us and ended up um mass producing 1600 pieces of artwork that are all massive. Now, Raleigh would have never needed 1600 pieces of artwork, but we across the brand do. And so it's a way again to solve in a fashion that allows our franchise owners to get something affordable that makes sense for their business, to get something custom and special and beautiful, and to get to be part of another business owner's journey and growth as she builds her brand as well.

SPEAKER_02 24:38

Another uh sort of pain point in the industry, right? Talk about, you know, this is getting really kind of practical, the nuts and bolts of it, but like as you determine the accessories that are going onto said coffee table or in the built-ins, right? Or on the outdoor patio, like in in many instances, right, that just consists of a wall of accessories, and then you have to spend hours like matching that and so forth. You know, talk about the Linden Creek shop and how that's helped alleviate that.

SPEAKER_00 25:03

Yeah. So we designed the Linden Creek Shop with the intent of pre-building accessory sets. What we found is that training a stylist to space plan for a room, so to pick out like couch chairs, coffee table, pretty easy, pretty quick. Um, where the pain points came from from a learning and development standpoint was actually around what you put on a coffee table or what you put on a built-in. You spend so much more time designing for that and training around that than you actually do for the bigger pieces. And so we thought if we pre-build these, now our teams become more efficient. It eliminates the risk of poor design, for lack of a better word, and allows us to really replicate what we're doing. So I want to ask you this because you are not a designer and um knowing you and seeing your home and walking through your home before you came into the channel.

SPEAKER_02 25:51

You make it sound like it was terrible. It wasn't terrible, it was just a bachelor pad.

SPEAKER_00 25:55

It was not a bachelor pad. Bachelor pads are empty, and yours was decorated. But um you had what Emma and I counted one time. How many pieces? Was it clean, yes or no? It was clean. Okay, there we go. It was clean. There's just a lot going on, and every wall had a picture of your children or seven pictures of your children.

SPEAKER_02 26:12

I love my kids.

SPEAKER_00 26:13

So there were like how many pictures.

SPEAKER_02 26:15

We've already discussed this. How many pictures?

SPEAKER_00 26:17

Yeah. A lot of people I love my children. Like, it was a lot, and my dog was an insane number of pictures. So, anyways, your design style was not one that would have been magazine worthy. Oh, that's correct. We can say that. Right. Um, but not offending, but you are now overseeing teams within our Raleigh location in Lyndon Creek, and you can review a designer or a stylist's um design selections, and you can flat out say, like, this works or this doesn't. And you could design any space you wanted to. And a big part of that is because of these pre-done accessories, because it takes the guesswork out and it just gives you simple answers and simple solutions.

SPEAKER_02 26:53

That's correct. What was the question you were going to ask me?

SPEAKER_00 26:55

I I didn't, I answered it for you. I shouldn't have done that.

SPEAKER_02 26:58

That's okay.

SPEAKER_00 26:58

No, but I mean the reality is, you know, I think it's fun. I get to talk to um men sometimes and they're like, Oh, I could never be in your industry and I could never do it. And it's my favorite to tell them about you. And I'm like, no, you totally can because my husband is like living proof of the reality if you just follow the systems and you implement them.

SPEAKER_02 27:16

Well, I'm still terrified of making any of the decisions, even though the system is there to do it. I just I wouldn't do it because I don't trust my judgment.

SPEAKER_00 27:22

But you critique our team on the regular.

SPEAKER_02 27:24

I think the biggest thing I can yeah, I think the biggest thing I can critique is their scale. I understand scale, right? When you're in a luxury listing, like stuff has to look top-notch, you know. So I think I've seen enough of Lennon Creek to know how it's supposed to look, right? And that gives familiarity to it. What's one piece of advice that you would give to somebody who is potentially interested in joining the Linux Creek franchise family?

SPEAKER_00 27:46

The biggest thing that I would say is take this seriously. This is not a small decision. Um, it is a 10-year contract, you know, and and an investment from you and your family. And the biggest reason that I say that is, you know, it it's almost like a marriage. So many marriages are like 10 years now. And so this is a very serious decision for you to transition your career. Do your homework, do your due diligence, understand who we are and what this really is. Talk to our franchise owners that already exist and get to know and feel who they are and what that culture really is. If you are looking to just design beautiful spaces, go be a designer. You're going to crush it, I'm sure, but this is not the right space for you. If you are a business owner or want to be a business owner that just wants to scale and crush it and happens to think that design's kind of cool and what might be a fun way to do it, then this is a really cool opportunity. And those are the people we're looking for.

Closing & Where To Learn More

SPEAKER_02 28:40

I know we've answered a lot of questions today and talked about a lot of things regarding the Linden Creek franchise. If there's a comment you'd like to add, please drop it below. If you'd like to find out more information about the Linden Creek franchise, go to linden-creek.com slash franchise. You'll find more information there.

SPEAKER_00 28:56

Thanks for watching this video with us. If you enjoyed the content, don't forget to like and subscribe. This is In Good Space.

SPEAKER_03 29:07

Music Ben.