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How To Develop High-Performing Franchise Owners With Tim Morris

by | Apr 2, 2024 | Podcast

Franchise Masters | Tim Morris | High Performing Franchise Owners

 

One of the surprising elements of a successful franchise system is the power of the franchisee community. In this episode, Tim Morris shares secrets about tapping into the collective mindshare of franchisees to develop high-performing franchise owners. Tim has spent many years helping franchise brands grow throughout the world. He’s an expert in franchising and a skillful facilitator. Tim offers so many insights in this episode. So, don’t try to miss this opportunity!

Listen to the podcast here

 

How To Develop High-Performing Franchise Owners With Tim Morris

I have a long-time friend from across the pond who has international worldwide experience in franchising. He talks a little funny, but Tim Morris, welcome to the show. How are you, my friend?

Dru, I’m good and it’s so good to see you. You’ve got a funny accent as well.

Tim and I go way back. Tim gave me a proper tour of the UK when we worked together at Tutor Doctor and you introduced me to proper Indian food. I’ve never forgotten that. I’ve been on a search for proper Indian food in Charlotte, North Carolina and I found it. It’s a crazy story. A guy reached out to me. He was interested in looking at franchising. He was a local entrepreneur from India, and he was like, “You should come to my restaurant. We can talk franchising.” I’m like, “Okay. Sure.”

I showed up and I had no idea what to expect. He’s like, “I have the best Indian food in Charlotte. Do you want to know why I know that? It’s because 75% of my customers are Indian. Only 25% look like you, Dru.” I was like, “Show me what you got.” He served me a platter and it was amazing. It reminded me of the time spent with you in the UK.

If you remember the restaurant we went to, I was at it only last week. It’s still there and it’s still serving awesome food.

We had some fun times with Nigel. Tim’s a wealth of international experience all across the globe and franchising but I don’t want to steal your thunder, Tim. How did you get into this franchise world and where did you start?

The Number Four

It’s quite interesting and I know we haven’t got time on this show but my experience in franchising goes back four decades. I hate using it and turning that into numbers because it’s scary. I was originally in the hospitality industry. I don’t know whether you remember that, but I worked for the biggest franchisee of the biggest franchised global hotel brand at that point in time, which was the Holiday Inn. That was down in South Africa. The franchisee was a corporate company called Rennes. They had 23 hotels. They were the biggest franchisee in the world.

Most Holiday Inns across the US and the UK were single-unit owned. That’s where I started. I ultimately became a franchisee when I had a passion for becoming a business owner myself. I took a couple of years outside of franchising when I invested in some pubs and restaurants here in the UK. I realized that franchising is good because you’ve got a whole load of your business model figured out for you. I came back to the other side of franchising and started working and supporting franchisors across the globe including Australia and South Africa via Tutor Doctor.

Franchising is good because you have a whole load of your business model figured out for you. Click To Tweet

That’s where Tim and I met at Tutor Doctor. I got tapped to lead the worldwide franchise development and I was a honky from Delaware. I had no idea. I didn’t know where most of these countries even were, to be honest with you. I was like, “Call Tim. Tim, we don’t even know about this country. How do we grow here?” Tim made me look good through that. It was fun. You owned a Minuteman Press, right?

It was Kwik Kopy. In the days when Bud Hatfield was still around out of Houston, he was one of the IFA Hall of Fame franchisors from back in the day. South Africa was run as were Canada, Australia, the UK, and a couple of other countries would run as Master License holders.

I think I got it mixed up with Minuteman Press because I remember doing trade shows around the world with you and there was that guy from Minuteman Press with the eye patch. We would see him in every country. Is he still around? Those guys were ruthless at those trade shows.

They haven’t changed their style at all.

We would sit there and throw squishy balls at people and hope they’d talk to us. Whereas those guys had a game plan at those shows too to make it work. You’ve done a bunch of stuff. You’ve been a franchisee. You’ve owned your own independent business. You’ve worked to help companies grow internationally on the operation side and led a lot of the international growth. Now, you’re doing your own thing where you’ve dovetailed that experience into Pinnacle Franchisee Growth Experts. Tell us a little bit about that just to frame it up a little bit.

Tim’s on the money. For any franchise company that’s reading this, what he has figured out with his new business Pinnacle Franchisee Growth Experts is this untapped power within a strong franchise system. I’m not going to steal the thunder, but what Tim’s about to explain to you is what you see good franchise companies do. Tim, with that setup, what is it?

Franchising Peer Groups

I’ll try to keep it as concise as possible, but in my days of supporting franchisees for franchise companies, I recognized that there were always these top-performing franchisees who were breaking through the ceiling of what the original business model was planned to be. I started looking at those individually. In fact, I started doing this in the UK before working internationally. These guys needed a different level of support than your standard franchisees who were operating the franchise model.

They were working on the model, but they needed somebody to understand what their real aspirations were and also to try and point them in a direction for them to understand what their real capabilities were. I started creating, which is not uncommon in franchising peer groups, but these peer groups were focused on those franchisees’ true aspirations and helping them to recognize what their capabilities as true business leaders were.

Franchise Masters | Tim Morris | High Performing Franchise Owners

High Performing Franchise Owners: Peer groups focus on franchisees’ true aspirations and help them recognize their capabilities as true business leaders.

 

It was very much a facilitation of figuring out their growth plans. Whether they go multi-unit, whether they grow vertically, whether they go multi-brand and lots of different conversations. However, I was doing that only within one brand and realized that virtually every franchise brand has this challenge within them no matter what their size. If they’re emerging, if they’re new, or if they’re established, they have these franchisees. Some of them are very easy to spot because you’re established and you’ve got them there. For others, the smaller brands, you have to be very clever in picking them out and starting to identify who they are and will be in the future.

I created Pinnacle Franchisee Growth Experts to work with franchisors whom I help identify those franchisees and bring them into a peer group to help them achieve their aspirations. It’s interesting because as I said, as soon as you start something like this, lots of people start sticking up their hands and saying, “Could you come and talk to me? I think I might have this.” Even people who say, “No, I don’t have that problem,” phone you back 24 hours later and say, “I’ve just put the word out and I’ve got six franchisees who have put their hand up and said, ‘Could I be part of that, please?’”

Franchise Masters | Tim Morris | High Performing Franchise Owners

High Performing Franchise Owners: I created Pinnacle Franchise Growth Experts to work with franchisors to help identify those franchisees and bring them into a peer group to help them achieve their aspirations.

 

You started when you recognized that within some of the franchise systems you were working with there were these high performers that were breaking through the ceiling and figuring out new ways to grow the business. Not only learning from them to help franchisees come behind them to replicate the success that they’ve had but also tailoring a specialized support formula or service for those high performers to keep helping them tap into their potential and grow versus them hitting the ceiling and stopping.

This type of support they get within that group. It can be everything. That includes strategic planning, financial planning, leadership skills, negotiation skills, and HR skills. All these things that leaders of businesses need, which quite often franchise brands don’t give their franchisees because they’re doing things like, “This is what you have to do for marketing. This is what you have to do for this.”

They don’t do the much bigger stuff of in some businesses how to create a board, how to manage a board, where do you go looking for some of these big franchisees non-exec directors. Also, teaching people about it. I’m not saying you need it now, but teaching them about it. Letting them develop in that way to become business leaders, which is not what they thought that they were going to be when they first spoke to people like you or they went to a franchise show. Things have moved on.

At first, I worked for a relatively small brand here in the UK called Chemex and I became their national franchise support manager. I had four franchisees who were geographically spread all over the UK so they never ever communicated with one another. The standard support structure in a franchise brand was to have a franchise support manager responsible for a geographical area of 30, 35, and 40 franchisees. These high performers were expected to be lumped into the standard form of support or to go to the regional meetings.

It became very clear to me very quickly that those particular people were getting very little value out of an individual sitting and having a cup of tea and a slice of cake with them. Also, shooting the breeze and ticking some boxes or going to a regional meeting and everybody else at the regional meetings saying to them, how do you do it? How are you so busy? They were providing the value back to them but they were getting absolutely no value.

I love it because I know a lot of multi-unit franchisees. I’ve had a lot of multi-unit franchisees on this show and hear it because, for the folks who are the top performers, it can be a little lonely at the top. Also, most franchise companies, ‘ core support is focused on the other 80% of the franchise network. I’ve heard many times these top performers have found resources. It all boils down to getting involved in a peer-to-peer group somehow. Whether it’s Vistage, which is a worldwide company I think.

They then learn about EOS, which is a very common theme amongst these top performers but they’ve almost outgrown for franchise companies that aren’t paying attention to these top performers and what they need and what they could use to continue tapping into their potential and growing the brand. You’ve mentioned it. There is not a lot of value-add support from that franchise company because they’re just focused on managing the rest of the system, opening new locations, and whatever it may be.

With all due respect to all the franchise support guys and girls who are out there, quite often they’ve come from a corporate role that doesn’t have the depth of knowledge that is required to develop people to be business leaders. It becomes a very specialist function to work with these franchisees who have proved their method in the brand. You need to develop a relationship with them. You need to develop trust with them. They need to know that you are the real deal who’s talking to them around this table.

The depth of knowledge is required to develop people to be Business Leaders. Click To Tweet

You are going to be the person who’s going to help them. This is not about coaching. This is about somebody who can facilitate their growth. Going back to those few that I had in Chemex, it was when I was able to strip them out of that regional framework and bring them together 3 or 4 times a year and send them away with their own goals, that’s when they started to show what their potential was.

You nailed it. You said the keyword. It’s not coaching. It’s not advising. You’re facilitating and there is an art to facilitating, especially with talented and ambitious people. There is an art to getting it right and making them feel comfortable in that room, Zoom, or whatever it may be because they’re smart. They’re high performers. You need to earn their respect and make sure that they’re going to get value from what you’re going to do. You’re probably not going to teach them that much.

I would imagine a lot of it just facilitating all those thoughts going through their head to help them get focused and then helping them put together a plan to achieve what they want to achieve. What are some of the tricks and techniques that you’ve found over the years as it relates to the art of facilitation and working with high performers? Is there a way that you go about it or is it something natural to you?

I guess with my wide and varied background, I called it an eclectic career background but I was subjected to right at the very beginning of my career at the age of 20 or 21 being responsible for P&Ls. Not full P&LS or departmental P&Ls. I had to understand line by line how the business worked, how the cost of sales worked, net profit, and gross profit. What affected that was the relationship between sales and marketing, quality training, labor cost, and all of those things. I had to learn very quickly.

There was certainly the knowledge part or the understanding of how business and business growth works came through hands right in there and doing it. However, when you start engaging with small business people, you’ve got to be able to very quickly illustrate to them that you do bring value to the table. That comes with your knowledge, your understanding of the business terminologies, and giving them examples of how things could be different.

When you start engaging with small business people, you've got to quickly illustrate to them that you bring value to the table. Click To Tweet

Once they realize that you have that inner depth, then very quickly they allow you to let it all out, and then they’ll let it all out, and then you can step back and just let it all out. You focus them in the right direction. “Have you thought about this? Have you thought about that? I hear this coming up. Shall I bring somebody in to talk to you a bit further about that?”

Something I’ve always respected about you in a big way is you listen amazingly and you are super skillful at asking the right questions to the right people. If people hear you ask a good question that stops them dead in their tracks like, “Wait a minute. I hadn’t thought of it like that or framed it that way.” Obviously, you need to have the depth of experience to process what they’re throwing at you and then chunk it back to them in a good question. However, sometimes asking good questions to high performers makes them stop and think, all of a sudden, that’s the value add that they feel from you.

Sometimes it’s a light bulb moment. “I hadn’t even considered that as an option. Tell me more about that.” I very often say, “I’ll give you a little bit about it, but I’m going to bring in so and so to help you understand it more.” For example, I was talking to a specialist franchise resales broker yesterday who was good at what he does. Also, because he is really good, fees are not low, but he has good results. I will bring him in when people are starting to try and figure out their exit strategy, valuations, and that type of thing. That’s the type of person I bring in. Not to say, “Do you want to sell your business right now?” He comes and talks to them about what they need to do and how different sectors are valued etc.

You bring them in to help people understand how to maximize the value of their exit when they’re ready to exit.

Going back to you asking the questions, that’s part of the real art of quality franchising. There are people like you right at the beginning finding the right fit for the people who want to be a franchisee. You ask loads and loads of questions to slot them into their right place. Yes, we’ve got to tell them how the business model works, but that’s a small piece of the jigsaw puzzle and too much of the sector is telling how it is. If we were asking more questions, we’d be getting so much more out of it as a whole. I am absolutely convinced and this hasn’t taken much thinking because if it did I wouldn’t have been able to do it.

The value that is locked inside most franchise networks is phenomenally huge. If things could be done differently, I do feel that whether it be here on this side of the pond or your side of the pond, all we’re doing is perpetuating what’s been done in the past. Something which I hadn’t told you, Dru, here in the UK, myself and a couple of other franchise pros have created what we’ve called the Franchise Innovation Think Tank. This is a quarterly meeting for franchisors to get together. It’s a bit like a franchise executives group but there’s a real agenda here.

It was for them to find the perennial problems that franchising has and figure out a solution between them that is something which they haven’t talked about over dinner at a conference or over drinks at some event that they’ve gone to in the Dominican Republic or whatever. They’re facing up to the problem and dealing with it. The franchisors that we’re working with are absolutely loving this because it is solving problems there.

It’s a lot easier to work together with other people to solve the problems versus trying to figure it out all yourself.

I’d throw that we’ve come sort of full circle around that that it all goes down to the value in franchising in the networks. In the States, I’m blown away. Every time I go to IFA, the numbers that come out of how many jobs or how much GDP is created out of franchising and yet the sector is probably not acquiring more than 50% of what’s up inside it.

Thank God for the American Revolution so we could separate away from the UK to lead the franchising charge here in the States.

The numbers are bigger in the US. It’s exactly the same here.

I think that’s what you see smart franchise companies do. They get some growth going. They find some good franchisees. They bring in talented people. They bring in the right franchisees early who end up figuring out new ways to grow the business. Also, the franchise companies embrace that. They listen to their franchisees. They listen to their ideas. Maybe they don’t accept every idea that they have because franchisees have a lot of ideas but there is so much wealth of knowledge and insight.

The executive teams or the founders just follow the system, talk track, and listen to what franchisees have. I will say franchisees need to deliver this in a constructive way. Don’t just fire up a three-page long email and send it off at 11:00 on a Tuesday night and expect it to get responded to. As a franchisee, it’s your responsibility to also deliver the feedback in a constructive way but once that magic starts to happen where the franchise company is listening to their top performers and even other people that have some ideas and figuring out a way to test them and whatever it may be, and then replicate them throughout the entire system, That’s when the magic starts to happen in a franchise system.

It is a 250,000-ton oil tanker that’s got to be turned and there’s no doubt about that but those brands that are starting to do things differently, I have to say the brand that I was with yesterday, they’re an emerging brand, 40 franchisees. We are in the UK so when you get to 100 franchisees in the UK, you’re doing okay. They’re probably at the midway of their growth but those franchisees, you could see they were quality. They were engaged. They were enjoying the experience and I spoke to a lot of them and talked to the franchisor as well. They’re doing things differently with their franchise network. As they say, the future’s bright.

I think it takes somebody like you with a brand that’s growing to come in and help connect the dots to facilitate the connections that can happen amongst franchisees, peer-to-peer franchisees, and home office to franchisees level. Also, facilitate that connection so that people can listen and learn from each other constructively because, at the end of the day, everybody’s aligned in the same direction to grow the brand and make more money.

We’re all trying to make a buck or two and we don’t have to shy away from that. That’s what we’re on this planet four basically. I guess you’re right. Me coming in and doing what I’m doing now is starting to shake up or get people to think about what the support model has been does it have to be? My view is that it doesn’t. I’m talking to another Franchise Pro colleague who is skilled at having those difficult conversations like the ones below the soggy middle. She’s worked with brands like Wendy’s, Burger King, and other big international brands. She is good at helping franchisees who need to exit or getting franchisees to see what needs to be done to pull them up.

We are having these conversations. We are aware of a particular brand that’s got a big problem at the top with top-performing franchisees who have stagnated and you’ve got a bunch of franchisees at the bottom who are sucking the life out of the support structure just to deal with that. It’s a huge expense in the business when you’ve got seven or eight of these support people, $60,000 to $70,000 I suspect in the US now plus any hotel expenses, meal expenses, vehicle expenses, or whatever it might be. You are talking about not far off $1 million just to have those people there. At your MSF at 8%, that team has got to ratchet $8 million just to pay for them.

For anybody who doesn’t know, they call royalties MSF or Management Service Fees in the UK. It does have a better ring to it than royalty. It’s very expensive to grow a franchise company the right way. If you’re not careful about bringing on the right franchisees and supporting them the right way, you end up investing a lot of money to support that soggy, middle, and bottom as you said that gets in the way of growth.

I’m not suggesting that brands should move out their support teams completely or at all but certainly, looking at real specialists who can work and who have that depth of knowledge and understanding of moving that dial, whether it be top or bottom. Both have significant influences on business as a whole and rather than a fixed annual cost in the business, it becomes a very variable cost used on an ad hoc and as-needed basis.

Let’s get tactical for a second because you’ve worked with a lot of successful franchisees. You’ve been a successful entrepreneur and I had a question from somebody who I’m working with. He was like, “Can you on one of your episodes talk a little bit about how to self-implement EOS,” which is the Entrepreneurial Operating System designed by Gino Wickman? It is literally up with every single multi-unit franchisee that I know. They have implemented some version of EOS and it’s probably not textbook implementation, but there are elements within that system that people have embraced to help them manage and grow their franchise organization.

Based on the feedback I had, who am I going to talk to about implementing it? “I just happened to be talking to one of the best franchise operations people in the world on Wednesday. I’m going to talk to Tim about it.” Tim, do you have any insights for maybe a young franchisee or maybe a growing franchisee who’s heard about this EOS thing? Any advice on how to go about implementing pieces of it to help them run their business better?

Buy the book, first of all, and read it, then read it again. Understand what all the things mean. Level 10 IDS rocks and why they are described like that is because every element of EOS fits together. I lent my Traction book out to somebody to do exactly that. To get the book and read it. The key to EOS is self-discipline. Your own self-discipline, first of all. It’s not discipline in a harsh way, but getting your team to buy into those processes.

Franchise Masters | Tim Morris | High Performing Franchise Owners

High Performing Franchise Owners: The key to EOS is self-discipline.

 

I was going to say in particular the rocks, but it’s not. It’s the IDS structure of your Level 10 meetings. When I worked with the powerhouse of franchising, Mr. Dan Monaghan, who could always at the flick of a switch go off on a tangent. I learned that I would call him out on a tangent. I can’t remember what it’s called in Traction now, a tangent alert. He would act on that. He’d go, “Good call, Tim. I’m going off in the wrong direction.” All the elements of EOS are important but read the book.

It’s not that complicated to self-implement. You nailed it. You have to be disciplined about the elements.

I love the book. I love the concept. By the very virtue of that, I have to also love the author Gino Wickman but Gino had to take simple concepts and expand them into a book that he could sell on Amazon. There’s a lot of detail in there for relatively simple concepts.

For somebody like a young franchisee, it’s going to be a journey of implementation. The first Level 10 meeting that you run is going to suck. It’s going to be awkward. It’s going to be clunky. You just got to say, “That was so awkward. I don’t know if I should be disappointed in myself or my team for how bad that meeting was, but guess what? Do it again next week.

One of the fears is you think that your team is going to think you’re an absolute dork for implementing something so ridiculous but you’ve got to have the leadership skills to be able to say, “We’re going to go do this again.” One piece of advice possibly is that you can invest in somebody to facilitate that with you. I know of an emerging franchise brand here in the UK that has taken Traction, but they’re using a franchise consultant to come in and manage. That’s more on your quarterly rock meetings and what have you. The retreats are not on your weekly Level 10s, but that’s something to consider as well to help you keep on track. If it’s taking a few weeks to bet in or a few months to bet in you, you want to go, “No, we’ll try something else.”

I think also that there are going to be franchisees in the system that have probably heard about EOS. Maybe form a peer-to-peer group too and say, “Let’s have a side meeting once a month about how the implementation is going,” if you didn’t want to pay a third-party implementer, which I actually think they’re a franchise now, which is kind of crazy. Get together with other franchisees that are trying to implement themselves and you guys can compare notes.

You can talk about what you’re learning and what you’re not learning but there is no barrier to self-implementation other than it’s going to be a process and it’s going to be clunky. It’s going to be awkward. Buy copies of the book for your entire team or buy Audible versions of it and give it to your team. If they’re not big readers, they want to listen to something. There are plenty of podcasts out there about it. It’s not some magical formula.

There are these concepts and processes in there, but it’s malleable so you can say, “I need to change that.” The scorecard, for example. That’s always up for debate. People tend to think, “I’ve got to create this scorecard and that’s it for life now,” but your scorecard is there to help you manage your key numbers, which are important to you and your business right at this point in time. As soon as those numbers don’t need changing, you change them up but don’t make the scorecard longer and longer. The scorecard has to be relevant for now. Read it.

Franchise Masters | Tim Morris | High Performing Franchise Owners

High Performing Franchise Owners : As soon as those numbers don’t need changing, you change them up but don’t make the scorecard longer. It has to be relevant.

 

I was like, “I have to come up with some elegant solution to answering that question.” No, just read the book. Prepare to get awkward a little bit and power through it, but get busy first. It does help to get busy. This is somebody who’s thinking about opening a franchise or was close to opening a franchise. It’s like, “Go get busy first.” Once you have the volume, then think about implementing it to help you harness the efficiency in the business.

The title of the book Traction gives you traction for growth. If you take the last bit of that word out and add a K to it, it keeps you on track as well.

The Fundamental Rocks

As we’re brainstorming here. You can do a personal EOS implementation on yourself in a way. Maybe not like the Level 10 meetings and all that kind of stuff, but taking the business 90 days at a time, which is the Rocks. It’s like, “I’ve got a 1 3, 5-year plan and I need to break this down into the fundamental rocks is what they call them, which are goals that need to happen in order for me to achieve these long-term goals.” You take those things 90 days at a time.

To achieve these long-term goals, take those things 90 days at a time. Click To Tweet

Especially if you’re just starting a franchise, it’s daunting to think about, “What is my year one revenue going to be?” It’s like, “Don’t worry about your year-one revenue. Focus on your next 90 days’ revenue. Once you hit that, let’s crank it up, and let’s get it to the next 90 days.” Take it 90 days at a time, which is 12 weeks and there’s stuff that needs to happen every week in order for you to move the needle and get it done. Take it 90 days at a time and get busy.

The discipline piece, you’re absolutely right. There are 90 days at a time and the rocks are fundamental to that. I suspect if a franchisee is coming in and talking about EOS already, they’re going to be probably a pretty decent leader anyway because they’re already thinking that way. The problem with leaders and I’m absolutely guilty of this, is that we tend to get up in the morning and have the next big idea. That becomes our next rock piling it on top of all the other rocks.

We as leaders, we go, “It can’t be that. Just add it in there. Just tuck it in and we’ll get that one done as well.” You then need a team to be able to say to you, “Excuse me, leader, push that to one side because that is not one of the rocks and it’s only 90 days of which we’re 30 days in. You’ve only got to wait 60 days before we put that back on the table to discuss again. Just relax.”

The art of saying no. Those rocks at the end of the 90 days help you say, “Is this aligned with what I’m focused on over the next 90 days or not?” “It’s not. Let’s just table it. Let’s put it on the list for the next 90 days.”

In EOS, we used to call it the car park or whatever.

I think it is and then I think you had a very nice tangent word. We had a safe word when we were doing it, and it was banana. It’s like, “Banana, banana. We’re off track. Let’s drop that and move on to something else. You can have some fun with it.” Tim, I’ll let you roll. Thank you. If anybody wants to get in touch with you, how can they get in touch with you?

Excuse the long email address, but I wanted it like that so that people would understand exactly what I do. It’s Tim@FranchiseeGrowthExperts.com or they can go to the website, which is www.FranchiseeGrowthExperts.com or they can pick me up on LinkedIn. Find me on LinkedIn. Every day at least once or sometimes, there were four posts.

Tim, it was a pleasure, my friend. It’s always good to see you.

I’ve thoroughly enjoyed having the conversation and meeting up with you. Maybe we’ll do another evening at an Indian restaurant sometime soon.

Bye, my friend. I’ll let you roll.

Cheers. Bye.

 

Important Links

 

About Tim Morris

Franchise Masters | Tim Morris | High Performing Franchise OwnersTim Morris has more than 30 years of experience managing and supporting franchise operations around the world. He has a successful record of driving sales and profits, managing multi-site units, as well as positively influencing individual franchise owners in franchise B2B and B2C environments.

Tim has seen particular success supporting groups of high-performing franchisees in a peer group setting.

He has managed teams developing and implementing sales and marketing strategies. With senior leadership experience, he has achieved 80% growth in net profit through motivation and development of teams.

Tim is a distinguished franchise professional with experience across sales, customer care, operations and compliance.

From assisting with the expansion of an international franchise brand to heading up the support functions of both national and international franchise systems, he has been instrumental in the growth of hundreds of franchisees. This experience translates into providing powerful specialized support for franchisors.

His proven success record comes with a passion for ‘360 business development’ and his unique perspective empowers franchisors and franchisees alike to get the very best from their partnership.

 

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