Franchise
Franchise owners buy a system and still end up running the store themselves. Multi unit owners discover the system covers operations but not management. We build the layer the agreement leaves to you: a general manager seat, local marketing inside brand rules, hiring processes and a scorecard that shows which location needs you.
How the work gets done today
- Margin is thin and made on labour scheduling, waste and local marketing
- The franchisor's system covers the product, not the management of people
- Royalties and fund contributions are fixed, so local execution decides the return
- Manager turnover is the biggest hidden cost in multi unit operations
The moves we make
- Design the structure for multi unit growth: store managers, an area seat, the owner above
- Build the hiring and onboarding process for managers, with your employment lawyer on contracts
- Run local marketing as a department within the franchisor's brand rules and approvals
- Install a weekly scorecard by location so problems are seen before the franchisor's report
Seats usually missing
Single unit owners are missing a store manager who is not them. Multi unit owners are missing the area or general manager seat between the stores and the owner, and a hiring process that keeps managers in place for more than a season. Franchisors are often missing the operations and marketing support their franchisees need between field visits. We fill the general manager seat fractionally, design the structure for the next locations and build the hiring process, working within your franchise agreement and brand standards.
Getting the owner out
Hiring and training first, because every manager who leaves pulls the owner back into the store. Written onboarding, a scorecard for the manager role and a structured interview change that within a quarter. Then the cadence: a weekly review by location with five numbers, run by a general manager seat. Then local marketing, run as a department with the franchisor's approvals built into the calendar. The owner moves to site selection, financing and the relationship with the franchisor, which is where the next location comes from.
What to outsource first
Hiring and playbooks for the manager role, because manager stability drives every other number in the business. Then the operating cadence and scorecard, which a fractional COO can install across locations in a quarter. Local marketing follows, inside brand rules, with the franchisor's marketing team informed. For franchisors, we build the operations and marketing support function for franchisees as an outsourced department. Franchise law, disclosure and agreement terms stay with your franchise lawyer, and we work alongside them on anything the agreement touches.
Questions from franchise owners
Will the franchisor allow outside help?
Most agreements allow owners to hire managers and local marketing support within brand rules. We read yours with your franchise lawyer first and work inside the approvals process.
Can you help us buy more locations?
We design the structure and management bench the next locations need and prepare the business case. Financing and acquisition terms are handled with your lawyer and CPA, and BizSell.ca advises on buying.
Do you work with franchisors?
Yes. We build franchisee support as an outsourced operations and marketing department, design the field team and write the playbooks the system is missing, alongside your franchise lawyer.
Tell us which seat is empty.
A 30-minute call with Ali about the business and the people running it. You leave knowing which role to fill first and whether fractional, outsourced or a hire is the right answer, whether or not we work together.