Franchise QB

Episode 56: Brigham Dallas- Owner and CEO, Hello Sugar

• Mike Halpern • Season 1 • Episode 56

Share episode

In this episode of the Franchise QB Podcast, host Mike Halpern speaks with Brigham Dallas, CEO of Hello Sugar, about his journey from media to the waxing and sugar business. 

Brigham shares insights on funding, scaling, and franchising his business, as well as innovative strategies like AI integration and unique customer retention methods. He discusses the importance of maintaining brand standards among franchisees and the financial aspects of opening a Hello Sugar franchise. The conversation highlights the evolving role of a Franchisor and the exciting future of the brand.

Takeaways

-Brigham transitioned from media to the waxing business.
-The membership model is key to customer retention.
-Hello Sugar does not use traditional reception.
-AI has significantly improved customer service efficiency.
-Franchising was a natural progression for Brigham.
-Certified trainers ensure quality across franchises.
-Higher commission models help retain talent.
-Customer experience is crucial for retention.
-Hello Sugar handles all marketing for franchisees.
-Starting in a salon suite reduces risk for new franchisees.

Chapters

00:00 Introduction
01:14 Brigham Dallas: From Media to Waxing Business
04:04 Funding and Scaling Hello Sugar
06:57 Innovative Reception and AI Integration
09:47 The Decision to Franchise
12:12 Maintaining Brand Standards in Franchising
14:08 Talent Retention Strategies
16:00 Customer Retention and Experience
17:50 Unique Service Offerings and Profitability
20:11 Data-Driven Decision Making
22:07 Transitioning from Owner to Franchisor
23:57 Investment and Financials for Franchisees
25:55 Conclusion

Free Resource for Franchise QB Listeners:

The Franchise QB Playbook will guide you through the process of finding your perfect franchise fit.
https://docs.google.com/document/d/1XlbD8oyl3uyeiqaM73poH67BX1jRRyCGR7l7qB-3Nz0/edit?usp=sharing. Also, you can view the Franchise QB podcast at www.youtube.com/@franchiseqb.

Contact me and my team with any questions along the way. www.calendly.com/franchiseguy
Mike Halpern, CAFC
mike@franchiseqb.com

This is the Franchise QB Podcast, where we empower entrepreneurs to win big in franchising. We huddle up weekly to educate our audience about the most successful small business model ever created. Franchise it! Welcome to the Franchise QB podcast. I'm your host, Mike Halpern, a 20-year industry veteran and entrepreneur. My mission is for listeners to achieve their American dreams of creating wealth and independence through franchise ownership. Every week we speak with franchisees, franchisors or vendors that support the industry. Thank you for joining us and let's get started. Joining us in the huddle today is Brigham Dallas, CEO and owner of Hello Sugar. Welcome to the show, Brigham. Mike, so good to be on your show. Thanks for having me. Awesome. Great to have you. So you attended BYU and the US Air Force Academy. You then worked for a media company for a decade, helping small to medium sized businesses convert their online visitors into clients. And then naturally you got into the Brazilian waxing and sugar business. I say that tongue in cheek. Tell us about your background leading up to launching the Hello Sugar brand. Yeah, I mean, it's everyone asked me that. How did you get into this business? It seems so foreign to a guy, right? I love businesses. I started the media company when I was traveling and I was living abroad and I was just living out of a suitcase for like four to six years and I would just travel and you can't really pick coconuts when you're living on an island. So media just seemed like a natural fit. Helped a lot of people start and grow businesses and I was like, I want to do this for myself. I want to build something for myself. I was 26 and a friend of mine came up to me and she's like, man, she's complaining. She's like, I had to pay $20,000 in taxes. And I'm like, how much money did you make? And she's like, I made a hundred grand last year. I'm like, wow. Like, like hair. And she, and I thought she did like haircuts. She's like, no, I'd be resilient waxing. And I was like, well, tell me more about that. She was, well, I do $45 services. I do four of those an hour. I'm like, 45 times $180. You make more than a lawyer. How much are your expenses?" And she goes, $3 a service. I'm like, wow, that's really good. How'd you find your clients? And she goes, Groupon. I found all my clients on Groupon. I'm like, I can totally do better than that. I've been doing this for so long. I know I can do that part well. And then she says, was like, well, how do you your clients to come back month over month? And she goes, that's easy. Hair just grows back every month. they just naturally come back to see me the next month. And I'm like, man, this is a perfect membership model. you know, I can't, couldn't really articulate it then, but I can now. And like all of these things are aligning, like a really low cost of product, a really like quick service with a, with a high revenue associated with it. a massive market, right? We're not looking, I, I at the time thought it was like bikini waxing, but it really is like people in relationships. Like that's who gets waxed. Like we have locations in Flagstaff, Arizona that push mad numbers in the winter time. It's not about going to the pool. It's about, I like that area clean. And so, know, I couldn't articulate that, but this idea of like a really high, high cost of service, they come back every month. So there's continuity. The people that are working there are an esthetician that have a career and not a job. All of these things were like, check, check, check, check. And I was like, Hey, will you come down to Phoenix? She lives in Utah. And I just teach an employee of mine how to wax. And I started a one room studio and built it from there. That's really interesting that you mentioned that, you know, people in relationships and obviously there's a lot of people in relationships. It's not just going to the beach. It's like, Hey, I want to look my best for my significant other. That's an interesting observation. So when did you open your very first location in the Phoenix area? Yeah. So was doing marketing for a plastic surgeon and I had a, I just asked him, hey, can I put a room in the back of your office and do a Hello Sugar salon? And he said yes. And I was 2015. So my first location, 2015, I grew it prior to franchising until 2020. And at that time I just had put everything I made back in the business and continued growing. And I had 10 locations when I started franchising. That's awesome. We're going to get into that here in a minute. So you now have 15 locations in the Phoenix area. So take us. back to the beginning, like you have that first unit that's in the office there and now you have 15. So how did you initially fund the journey to kind of launch and subsequently scale the business to get where you are today? Well, let's start off by saying I had no money. So this concept of spending a hundred plus thousand dollars on something like was like not even in the discussions for me. I spent $3,000 on my first location. I didn't do a great, like, I mean, this is a very, very much a startup, like, you know, back of the shoestring budget kind of setup, but, you know, it allowed me to have a year to figure things out. You know, I built a website. I did all the reception in the beginning myself. We had zero branding to the site or any of it. And I, you know, I just started offering services to see what clicked. Came up with this membership model instead of doing packages like everybody else and, and slowly built it from there. I got to enough clientele. I did the math on this, that if I opened a flagship, which is like a full four room salon, like you traditionally see in the shopping center, I could at least pay my rent. And that was my goal. So this suite incubated, and then I built a flagship and I converted all my clients from the suite to the flagship. And I remember sitting out there at like 11 PM at night, I'd go to this location like multiple times in a day before deciding. And I was thinking, I was like, man, if this doesn't work, like I'm ruined. I invested. my life savings, which is $30,000. I maxed out my credit cards, I maxed out my line of credit, and I maxed out a loan of$30,000. It was literally everything I had. I downsized my apartment to a smaller level, and just said, okay, let's send it. And this- all in. You're all in. Yeah. Yeah. Now, I love that whole concept of starting in a suite, and we'll talk about that in a minute. So I heard there's something that you do in business that others might find crazy. What is that? we don't use reception at all. So that's unheard of in your space. Yeah. I mean, you you think customer journey, like they gotta be greeted, you know, give them water when they come in and make sure that they're really taken care of. And I, you know, I just think about this as a millennial or Gen Z. It's like you go into a place and it's just like you and it and somebody at the front. I just like feel awkward, right? Like I want to just be on my phone. I don't want to be like, how's your day going? Like I don't want talk to somebody. Right. So I was, I don't like that personally. So I was like, okay, that part probably for a lot of people is okay. So we have just a check-in on an iPad. And then what we did was we just outsource everything overseas for the actual reception part. And people thought it was absolutely crazy when I started doing that, but I was like, no, no, no, we're not going to use voice. We're going to do it all through text. So somebody calls in, we say, hey, as soon as you hang up, we'll immediately text you. And then it's all my voice. I wrote out all the scripts for all of the reception side of that. And then from there we... We spent a quarter million last year in AI and then we built a ton of like stacks of documents and the AI now answers 65 % of all of our customer journeys and questions. That is so cool. Yeah. I mean, that was going to be my next question. It's like you're using those technology trends to kind of shape the retail space. So you're definitely adapting to that. So tell me how, like, how'd you build that out? I mean, you took all the scripts that you have used over the years, I 10 years running this business and said, Hey, let's use AI to kind of simplify the process and satisfy the customers, get them a quicker reply and also eliminate labor? Yeah, well, yeah. So on the eliminate labor side for franchisees, you know, it's about $6,000 a month that you spend on reception. It's 40 % of your employees. The average tenure is three months. They're typically college students that don't care about your business. And you're sending somebody who has like a high quality relationship with the client, such as the esthetician. you're passing that off to a minimum wage worker who's not going to sell very well. So there's a lot of complexities with reception that just suck. How did we get through this? For people listening, it's not easy. You need a ton of volume to go AI. People talk about AI as a buzzword, but true AI, you need massive volume. So the first thing we did was we built out scripts for everything. I there's only a couple ways to skin a cat. I want to book an appointment. I'm on my period. I need to reschedule. I need to do a membership. So we built these things called intents and we built 40 of these intents. And then we went through hundreds of chats and train the model to recognize that this intent is booking an appointment and this intent is I'm on my period. And then we go through and we write pages of documentation of what to say in that case. And then we describe the language that we want to use when we talk to a person. And then we tell chats GPT use this documentation, use this style of language. and go answer the question. And we do that silently in the background, just trained on thousands and thousands of instances until we get above a 98 % confidence level that the chat is working it right. And once that happens, that intent, right, book appointment, reschedule, et cetera, is then released to the public and we get a little bit closer to 100 % automation. That's so cool. And is that done by way of text and voice or is it one or the other? We have text rolled out to the entire company. We're experimenting with voice in Arizona. Voice is a different beast. That's tricky, right? Yeah. So we're four months in on voice and we're about 50 % handle rate on voice in Arizona. But I want to get a little higher before we roll out to the public. No, that's smart. It's great to like test it in your own stores and roll it out once you kind of feel real confident about it. So you talked a moment ago about, you know, You were an independent business for six years before you even launched the franchise program. So why, why franchising? Yeah. So I was, I went back and taught at BYU. I was a professor of like how to start a small business at BYU. And, I got to create my own course. It was awesome. And I just fell in love with helping people start businesses. I thought that was like my calling in life. And I was like, this is it. And then I heard about franchising. was like, I can marry this. calling in life with the business I love. And franchising just seemed like a natural fit. So in 2021, I launched and I had no grandiose, like, I'm going to build this national company like it's becoming today. My vision was I got a lot of friends that I think would really would love to be part of this. And I like, I love sharing that experience with them. I'm just going to open this up to my friends. And I didn't even think about outside of that. Like it wasn't really a concept for me. So I, you know, I approached a couple of my friends. like, Hey, I'm making a lot of money on this. You want to, you want to try it out? And we just launched in a couple of territories that first year and then iterated, iterated, iterated until the brand became something awesome. And when it did, we scaled it massively. those earlier kind of friends that became owners, were they in Arizona or were they all over the country? You know, a lot of them were in different areas. So one opened in Houston, Texas, one opened in Colorado. And I told them, hey, I'll do it with you. I opened in Nashville, Tennessee while that happened. Very cool. So how do you, I know the big concern with a lot of early stage franchisors and you're, know, a hundred units, so you're mid-market for sure. But how do you maintain brand standards amongst franchisees? I know that's generally a concern when you go from a multi-unit independent business and you start entrusting your baby to, you know, franchise owners that you've just met in some circumstances. Yeah, it's really challenging for a lot of people. Our customer journey is reception, which we handle completely from the franchisor side. and then the experience inside the unit. And so we have a lot of like metrics to see how well, like are they rebooking? Are they selling memberships? What is their quality score on reviews? So we have those to look at, but we also do something unique. We actually have certified trainers in corporate that review all new employees that come in. It costs $45 to a franchisee to have them certified their Brazilians to make sure that their Brazilians are up to standards. And so that keeps our company's quality like solid across the whole company. Yeah. mean, most people have concerns about talent. Like how do get the right people? How do you keep them? So you have that in two capacities. You need to have the right people to help you grow your franchise system. You also need to help in some ways your at least give methods for your franchise owners to retain top talent. I know there's a separation, you know, in terms of what you can do and what you can't do as a franchise or But how do you overall kind of help retain great talent for your company and also for owners? We have a higher commission model than most. So we pay commission instead of hourly plus commission. That commission looks like a little bit of a bump, about 15 to 20 % in pay usually for estheticians. We use a lot of the process of interviewing. So we have three interviews before they actually get hired for the job. We do a personality test. We do a role play on the memberships. And then we do like a vibe test for like their actual personality. So we hope to get it right from the beginning. And then we have a really strong retention program in place to help keep them in the unit. You know, I looked at this the other day and it cost me about $5,000 of profit every time I lose an employee here in Arizona. And so I looked at that and I said, okay, what am I willing to spend to keep people here? And so we spend about $50 a month per employee to help with retention. on the Arizona corporate side. And that's been really helpful in keeping people. Yeah, that's really smart. I mean, get out in front of it and get great people from the get go. And so let's flip flop onto the customer side of things. Like, you know, how do you make it sticky? How do you tackle challenges of customer retention? Yeah. So facilitation of booking flow. That's a big one. You know, if it's easier to book with Hellas Sugar than somewhere else, that's where people will go. Like just bottom line it. It's not like a haircut where it's like I go to Tony and Guy and I get this two-year professional that's worked in Hollywood and my hair's gonna look a lot better than if I go somewhere else, like Great Clips. At the end of the day, you leave hairless no matter where you go, right? So it's that journey and experience throughout. We have something where we say it hurts less here, and it hurts less here because we find the right product for the skin, whether that be wax, sugar, or laser, and also the way that we do the techniques. So we have a certification process for our estheticians that helps certify them on pain management. Like really the differentiation, our brand looks cute and we do this pain management stuff. But for franchise owners that are looking at this business, I don't think that's why you're attracted to Hellish Sugar. I don't think anyone comes in this and says, man, like that brand is cuter than that brand. mean, they're looking really at the financials. Well, to that end, like what makes you guys stand out in a crowded space from competitors in franchising? Yeah, so outside of Hello Sugar, like outside of just the waxing space, like I never would have thought that I would be in this space. Okay, so start off there. I'm a tech guy and we are a tech company first that does waxing. So I looked at the model to make this work and I said, how do we make this as easy as possible for franchisees? So in most businesses, you're doing a ton of marketing, you're trying to experiment with things. We do all the marketing for them. We have an entire agency that helps do this and you only pay for performance. And I'm really proud of that because for every dollar spent on marketing, we're seeing an$11 EBITDA return and a $50 above $50 revenue return on that marketing dollar spent. So it's an incredibly efficient platform. The second thing we do is that we help with the hiring process. So we have services for that. The third thing we do is we actually place managers at the salons for you that are already fully trained. And that's unheard of in this business. So we actually have... offsite overseas managers that come in, you don't have to use them. You can do it yourself if you want, but they're like a fraction of the cost and they can do 80 % of everything a manager here in the States can do at like, like I said, a fraction of the cost. And the fourth thing we do is reception. We do all the reception for the franchisees. And so you get this model where like all of those big challenging things are taken care of except for those soft touch points of taking care of the staff members, like right, like that personal reaction. And so our model is like 10 hours a week of actual work. It's awesome. I love it. Yeah. I like how you're demystifying that concept of like having someone manage it from abroad because you're showing them it can be done. It's effective. Cause I think trying that for the first time and then trusting those, you know, you know, out of area employees or virtual assistants or virtual managers can be, if you've never done it before, it's super scary. So if you guys kind of show the path, I can see how franchise owners can see, well, this really saves me a lot of time and it's an improvement to my bottom line. So I love that done for your marketing too. think that's That's huge for the franchise owners. So let's talk about the core service offerings. You mentioned sugaring, waxing, you also have laser. So tell us a little bit about the kind of product offering and why that makes you guys a little bit unique. Yeah. So Just to kind of give the market on laser, because I think this is a big play. You have like Milan laser, 300 plus doors, ideal image and laser away are big like laser concepts. These are Med Spa type concepts. I mean, you might be paying $5,000 for your Brazilian area to be lasered over the course of the lifetime. They do lifetime memberships. On the other end, you have mom and pops. They're going to do like a six pack for $500. We're somewhere in between that. Right. So our price point is 13 to $1,600 and 88%. I don't know if I can say like financial numbers. It's a, it's a very high amount of profit on this because the laser, the only, the only thing there is the labor right on that side. So what I'm seeing right now, I mean, this is early stages. We just launched laser this year. I'm seeing 20 % plus of the revenue of our company is coming from laser in those salons, but that 20%. is super profitable revenue. Yeah. On the profit line, could, it could have 50 % to your bottom line or more by that 20 % revenue because it's all just, it's all profit besides the labor. That's awesome. So tell me a little bit. You mentioned that you're a tech company and you're a tech guy. So you have any kind of, beneficial reporting systems, dashboards for owners to use so that they can kind of participate in some type of executive ownership like you referenced before? a hundred percent. So, I mean, we built it all ourselves. We've created an entire dev stack on this. So the way I wanted data to show, like a lot of times data can be overwhelming. I wanted it to be, okay, this is something I need to do for my business. Look at the data. Here are the choices I need to make with that data. So I'll give you good example. Like if somebody's not selling well, we call that membership conversion rate. So like let's call it a sales rate, a percentage. It'll say, sales. Step one, look at sales rate. If the rate is below this, do this. And so it's like an if this then that kind of trigger. And we do this with all data points. So whether it's pre books, sales, retention, cost per bookings for media, where our channel distributions are for the media side, how well they're creating loyalists, people that are coming back to see them. And if the loyalists are down, you know, maybe it's a quality issue with the wax. There's like a there's like a Problems that with the data and then a solution built into the data sets and we custom built all up That's really cool so in terms of getting the franchise owners up to speed so that they can operate their business and take your Decade of experience and turn that into days of training. What's that look like in your kind of university platform? Yeah, actually, this is really cool. So a normal build out it's gonna take a year an SBA loan for $400,000 or you know, a large amount to get something open. And then after you open, it's kind of like this, like fire hose of, you know, live or die by whatever happens at that point. We take a lot of that risk out. just like I started my first location in a suite, you have the opportunity to start in a suite. takes two months to get up and running. You're going to hire three people. You're going to keep two. They're going to start training and they'll go through, we'll start running ads and we'll have one room. It's a 10 by 10 suite. takes a week to build. And it's up and running. While that's going on, you can go find a flagship and eventually convert the suite over to a flagship in a year from now when you feel that it's like healthy and running. And the benefit of this is you can get the suite up and running. You can look at the metrics. You can season your staff. You can season your clientele with members. You you're to be able to pay your rent when you move into the flagship this way. And you now have the opportunity to learn at a less impactful way, right? Cause you're not just like trial by fire with this. really expensive lease that you have. And, and in this way, it's a lot like, it's a more digestible and manageable, but it also takes a lot of the risk out because of that location, just for whatever reason didn't work out, just move it. You know, it take a week to do that with a broken mortar and a big leader. I can, love that. I love how nimble that is. also like speed to market, right? Someone's like all fired up. They sign their franchise agreement. They fund it with their initial fees to kind of lock down their area. They go through training and then they have to like, pump the brakes. It's like in your model, you guys are like, go, go, go. Right away. It's like, let's get you in that. And the salon suites industry has exploded. There are so many great pieces of real estate where you can climb into a 10 by 10 space right away. It's awesome. So let's shift gears a little bit. So like, how has your role changed going from like an independent owner, now you're a franchise who are And then, know, fast forward a handful of years and you guys have gone from 25 locations, 50 locations, now you're a hundred locations. Like how has your role changed within the organization? Yeah, like it eats away a little bit of my soul that I can't be as involved in every location. Right. In the beginning, it was my friends and I was like in their businesses, operating their businesses, just like mine. I was doing sales for them. I was training. I was looking at payrolls. And then eventually we got staff and they can start to help with that. I think now it's about strategy and driving the future growth. This year, a big focus of mine has been implementing laser across all the locations and then communicating to the franchisees case studies of what's working. So I can't be involved in every single unit, but what I do every week is I do a video similar to this where I go through the state of the union. I talk about the conversations I'm having with franchisees. I share them with the rest of the company. all the tech and all the growth that we're working on at that time and how it's actually impacting them. I give them what's called a loom. Loom is like a video update that they can just, yeah, you know, a lot of people just take it as like a podcast. So they watch it as they're driving home from work or listen to it while driving home from work and they hear those updates on a weekly basis. And we create what's called a parasocial relationship where they know a lot about me or a lot about Hello Sugar, but I'm not as involved on a day to day in their business. But I think that still gives enough of a touch point that it feels intimate. And then we have our teams that are on weekly or monthly basis meeting with franchise owners. Yeah, that's really cool. I I love the collaboration there where you're like, you you're the guy, but you're in there helping them and not trying to overstep your bounds, but giving them enough coaching and guidance that they can just like proactively reach out and get it. That's awesome. So how much does it cost? Someone loves the model. This thing's really cool. I love the idea of starting in kind of a salon suite and then finding my storefront. So kind of taking both of those locations into consideration, what's the range to open a Hello Sugar franchise? Yeah, you can find all of this in our FDD item seven, but just kind of give an idea. The goal is not Swedes, right? Because the profits on the flagships are much higher. Right now, for example, last year, profits are ranging between 100 to 250 on a flagship. So the goal of the suite is to incubate, gestate, mature, reduce the risk to prove to a flagship. A flagship's going to cost anywhere between 250 to, on the high end, 600,000. I'm not really seeing it that high, but just for range, it's probably going to be about 350 is where it ends up for a flagship, a 1,200 square foot box. That's about what it costs to get started with Hello Sugar in general. Yeah, and it's really good earnings on the investment. Can you share a guidance for sales? I know that's going to vary from unit to unit, but in a brick and mortar, what do the sales look Yeah, I'm really proud of this. a lot of our competitors are sitting at the five to 600 range and we're our median is seven above 700,000 on the flagships. That's a lot of volume for what you guys are doing. Yeah. And it happens because you know, there's a market that waxes and there's a market that sugars, right? These are different markets and you know, we don't have to get into the difference really. mean, sugar is organic and it doesn't hurt as much, but there's people that will never wax and only sugar and vice versa. And by doing both of those, it increases our AUV. And now that we're adding laser to the mix, we're seeing about a 20 % jump in revenue of those locations as well, which just makes the economics so, so good. That is really cool. Super exciting stuff. Well, we've covered a lot of ground here, Brigham. Anything else you want to add to the mix before we wrap up today? Yeah, just, you know, talk about like what I'm looking for in franchisees. This is an executive model. So, you know, we're looking for people that have a soft touch point, that can manage people well, that just have an enjoyable personality to be around because these are, you know, 23 year old females that are doing aesthetician work and people that they can keep their full-time job. They don't have to stop what they're doing right now. They don't have to love or know anything about waxing. They need to be excited about a business that has really strong financials and willing to grow multiple territories. We'd love to see expansion across multiples. And we try to take the risk out of that with our executive model and with the suite concept. And so if that's interesting to any of you guys, hit up Mike. Mike's the guy. Hit him up and talk to him about coming to Hello Sugar. I appreciate the plug, my man. No, I get it. think a lot of people that are looking at executive model, you know, there's a certain couple of categories that fit and you don't think of this service based model as fitting into that. But based on all the tech you bring to the table and just your way of doing business and proof of concept. Like you've got it figured out. So I'd be remiss before we wrap up if I didn't ask about that really cool picture that's behind you. Can you explain what that is? Yeah, it's kind of funny. For those that are just listening, it's this broken down airplane in Iceland. And the story behind that is this plane was a US plane, it a cargo ship, ran out of fuel and just emergency landed on a beach in the middle of nowhere of Iceland. And they thought it would just be better to leave it there than to take it. So you can walk like three miles down to this like area and see this plane. was the middle of the night. It was midnight, but it's summer solstice. My wife, she's crazy. She jumps on top of the plane in this beautiful red dress. And I got this cool picture of her with the wind blowing at her on this like cool shot of a plane. And that's my background. That is so cool, man. That is awesome. It's just really cool that you. not only took that picture, but we were able to blow it up and it's just really elegant and interesting and I'm glad I asked you about it. So if anyone listening would like to connect with Brigham to learn more about becoming a Hello Sugar franchise owner, contact me at franchiseqb.com or on X @QBfranchiseQB. I'll get you guys connected. Brigham, thank you so much for taking the time to get in the huddle with us and discuss Hello Sugar. It's been a pleasure. Thanks for having me on the show. Absolutely. Thank you for listening to the Franchise QB podcast where you're at the helm of your future as a franchise owner. If you enjoyed the content, please rate the show and recommend it to anyone that might be interested in franchising. Make sure to visit FranchiseQB.com to subscribe to my newsletter and for an actionable playbook to go from walk-on to legend in your new business. Follow us on Twitter @QBfranchiseQB and join us every week for a new episode. See you next time. FranchiseQB.com. take the next step of your journey towards wealth, independence, and franchise ownership. And remember, when working for the man gets old, you must do something bold. Thank you for listening.