Tim Kubiak | Are You Putting The Right People In The Right Roles?

On this week’s episode of the Franchise Freedom Podcast, we speak with the business geek, Tim Kubiak. Tim brings more than 25 years of real world experience, leading and selling in every type of economy from boom to bust. As an individual contributor, executive, and founder, he’s helped companies of every size grow and thrive across countless industry segments and B2B sales models. Tim is a sales leader, technology nut, and a bookworm.

Tim’s biggest piece of advice he’s been giving to everybody recently is, “Do what you have to do or want to do to make a living. But don’t shut yourself down to other things. Don’t be afraid of new adventures, if you will in whatever sense.” 

In this episode, we chat a little of everything about sales, work transitions, and of course, franchising. Tim shares his background of how he got into the business, and shares some advice about:

  • Learning how to accept your value as an individual
  • How to keep it real by doing what you’re truly passionate about
  • How to know where to spend your time (hint: it’s where you get results)
  • Knowing whether you’re putting the right people in the right roles
  • And more

Listen now…

Mentioned in this episode:


Giuseppe Grammatico: Welcome to the Franchise Freedom Podcast. I’m your host, Giuseppe Grammatico, your franchise guide and today we have a very special guest. Today we’re speaking with Tim Kubiak. Tim is a business geek, sales leader, technology nut, bookworm and usually the only guy wearing a bow tie. And yes, when we were on the show, you were the only guy with the bow tie, and I definitely have to get me one.

Tim brings more than 25 years of real world experience leading and selling and every type of economy from boom to bust. As an individual contributor, executive or founder he’s helped companies of every size grow and thrive across countless industry segments and b2b sale models. Tim, welcome to the Franchise Freedom Podcast.

Tim Kubiak: Thanks, Giuseppe. It’s really a pleasure to be on. I’m excited to have another conversation with you.

Giuseppe: Yeah, very excited. The last one we did was on your show on video. You had that bow tie. I just thought it was the name of the show. And sure enough, you had that bow tie on. So definitely, may have to start off with a clip-on since I don’t know how to tie one. But our next show is going to be on this show and it will be video and I will have a bow tie on. So for

Tim: You know, one day I can teach you to tie one because I learned the hard way.

Giuseppe: Did you? Alright. Cool. So we’ll do, maybe that’ll be part of the show. I’m sure a lot of people don’t know how to tie a bow tie. So if you can, I always like to start off the show filling us in, Tim, just a little bit of background, you know, how did you get into this business? And what does that journey look like?

Tim: So, you know, the business I’m in today grew out of growing in the corporate world, being acquired a number of times and realizing I no longer got to do what I loved. And, you know, your bio intro that you read is exactly right. I love being in front of customers and working with salespeople. And as I became more and more senior in organizations, the strategy piece was fun, but what I realized is I was fighting over headcount, I was fighting over budget, you know, waging, you know, business wars inside and outside the organization. But I wasn’t talking to customers, I wasn’t helping people develop and I wasn’t helping with business.

So it really started as a personal journey when I got to a burnout point, that I said, What do I want to do next? And I really looked at it and said, I think there’s a gap in the world for developing sales talent. I think good salespeople don’t get enough coaching from their managers for the very reason I didn’t do more of it. And I went into that business. And it was really through that journey myself that, you know, I decided to look at the world through a slightly different lens and just go back to working with salespeople and small business owners.

Giuseppe: That’s great. And to your point, yes, I have, I’ve worked for some large companies in the investment world. And the sales training, it was almost assumed that, you know, if you were in sales or had some experience, you had all this vast training. And it got to the point where they realized we need some coaching. There are different ways of doing business. Technology has changed. Video versus doing just phone calls.

And they brought someone in and it was, I think, maybe, you know, a complete game-changer. Maybe didn’t appreciate it as much as I do now looking back at 20-plus years ago, but absolutely. You know, in sales training is definitely, and coaching, I should say, is definitely needed. So, you know, so you were an employee, you know, transitioning to an entrepreneur. You know, talk to us a little bit about that, because a lot of the people listening in, a majority, I should say, are people looking to make that leap.

You know, always thought about business ownership, maybe they’ve given the pandemic and the craziness of what’s going on in the world, they’ve lost their jobs or been furloughed or anticipate, you know, losing their jobs, and they’re like, you know, what, I’ve always thought about owning a business. Business ownership seems exciting. You know, what advice would you give to those people looking to transition from corporate employee to, you know, to business owner?

Tim’s Advice for Those Transitioning to Entrepreneurship

Tim: So there’s a couple things. The first thing is for me, I was always, you know, now they call them side hustles, I always had something going on in the background. I literally, you know, five years into my corporate career started a t-shirt business selling t-shirts to powerlifters and strength athletes on weekends. And was always looking at it to diversify what I did. And it really came from two places for me. My father was a corporate guy and he came up in an era where you stay with the company forever.

At 56, after an acquisition, he got balanced out, right? And he never really landed again. He went on, he was fine financially, right? But he lost that part of his life and that corporateness that was so much of his culture. His brother, by comparison, was a sales guy who, you know, in the 80s had a side business, it was doing 80 grand a year, you know, probably 50% margins, which, you know, for selling something on the side it’s pretty good money now but was great money back then.

So I always had those two things there. And looking at it, you know, I did, you know, I don’t tell these stories often, I was in etailer, for a couple years. I had a buddy came to me that had an e-commerce background and I had a job that, you know, I could work in eight hours a day. So I learned to sell things online. And I joke, I use drop shippers which now are common, but it wasn’t in the time. I sold garden fountains and Halloween costumes and things like that on storefronts. You know, and I started doing web design is an offshoot of that, which turned into sales consulting, which is, frankly, what led to the side hustle.

As you look, if you’re thinking of going from a corporate world, one of the things that tell you is you need to know and accept your value of who you are on your own terms, not in corporate terms. And the reason I say that is when I was in a corporation, it was how big was my work? How big was my budget? What was my title, right? What, you know, what was my p&l responsibility? Was I in with the CEO? Was I out with the board? All that sort of thing. And when you’re going on your own, you are all those things. And it takes a little while to adjust, even if you know it, but if you walk in blind, I’ve watched people just get knocked off their feet.

Giuseppe: Right. Yeah, no, I absolutely agree. And it’s, I guess, you know, even taking a step back, I always advise people figure out what you want to do, what your ideal life and business look like, and then work in reverse. So, you know, put it out there, this is how I want, I may want a business where we were talking about just schedules and being done at a certain time and not, you know, 24 seven, checking email and things like that.

So putting that together and, you know, and it may not be perfect in the beginning, but ideally, what the business looks like and kind of reverse engineering it and taking a step back and saying, Okay, I how do I have to get there? What do I have to do? Who do I need in my world, whether that be employees, coaches, mentors, partners, affiliates, whatever you want to call them to make this thing successful? So yeah, absolutely. And on your side businesses, I guess, ao a question I have for you is I have a lot of people listening in, you know, they use the, I guess it’s kind of been a, it’s become a popular term in our world, a semi-absentee ownership.

And semi-absentee may be a fancy way of saying, keeping my job and having a side business, which by the way, you can do with a franchise. So in your side hustles, is that just something you did, you know, you had mentioned selling t-shirts on the side on the weekends, just after your job, just lower investment, just, you know, doing what you could to make some additional income and grow that business?

Tim: For me, it was certainly additional income, but it was also, in a way, a chance to stay real, right? I wasn’t really an absentee owner. I wasn’t booking revenue in the t-shirt business. If I wasn’t standing at a stand or knocking on a door at some club trying to get him to carry my stuff. I wasn’t making money, right? But for me, it was a chance to work with some people.

At the time I was in the gym when I wasn’t at work, right? So it was a way to justify being at the gym so much or going to powerlifting contests and whatnot. And it really grew out from wanting to be around that kind of world more. Some of the other things were truly more business interests and I realized what I was good at. And that’s I think one of the challenges people have is they’re looking to make a transition. To your point, what do they really want to do? What lifestyle do they really want? What are they good at?

And I love to write, but I need a proofreader, there will be grammar and Grammarly can’t even save me, right? So I know I can produce things that way, but for me to write copy or me to write product descriptions, I need somebody who can proofread it and do that. And knowing that as you look at whether it’s a side hustle or a career transition, if you’re purely a planner and you’re not customer-facing, I think that’s something somebody really got to consider. Likewise, if you’re a salesperson and you’re not the planner, right? Are you the big idea person? You’re gonna need people to execute for those systems that already exist.

Giuseppe: Right. Yeah. No, some good advice there. And to your point, you know, you don’t have to be an expert in every area and that’s something that I may have, yeah, well, if I have to admit it, learn, you know, you learn some lessons over the years. And, you know, I always said, Okay, what are my weaknesses? And then I would double down on that area and figure out okay, I’ve never done bookkeeping before so instead of me hiring a bookkeeper, I’m gonna go out and try to figure it myself. And looking back, I said, You know what, I love sales.

I love networking and relationships and I could have spent so much more time bringing in revenue, bringing in business, Yes, picking up an expense by hiring a bookkeeper day one but, you know, looking back, you just don’t see it sometimes. You just figure, okay, as a business owner, you need to be strong in all areas, when in reality, you want to find people better than you, right? I mean, you know, you have a product or service. That’s great. You know, maybe you’re an idea person but you’re not a salesperson. Hire a salesperson. That person obviously is going to be better than you in sales and have them run with it.

I mean, they, what good is a great idea if no one knows about it? You know, same thing. Hire a good marketer. Maybe the sales and marketing are the same. Maybe it’s a team. But I, you know, we talk about things that we’ve learned the hard way. And that’s one thing, I think I learned the hard way. Just, I wasted a little bit too much time learning every part of the business to the point where it hurt the business. And not to say you shouldn’t know every part of the business, but I was too much of a perfectionist.

So and, you know, to your point, you know, being in the sales business and teaching sales professionals, you know, many CEOs I meet are not salespeople. They’re very passionate about maybe their product or service, but they should not be the ones, you know, maybe they do a webinar or their video, but they shouldn’t be, they aren’t the ones that should be going out. So it’s hiring a staff and training a staff to be efficient and to have, you know, to build great relationships in a closed ratio.

So, in a nice closed ratio. So, you know, with all that being said, you know, you got me kind of, you kind of got me going reminding me my first days back, you know, 15 plus years ago. You know, how do you kind of start assisting people in a sales organization and coaching them? I mean, a lot of people have said, Yeah, I have sales experience. And people have sold tires and have sold the, you know, various products or services. Kind of, where do you start in the sales process?

Getting Started With Sales

Tim: So if I was calling you and your business and you were saying, Look, my sales team’s not doing X, Y, or Z, the truth is you start by having a conversation of what the expectation is. And one of the examples I’ve used a lot this year is, and now we’re getting into a lot of people doing the 2021 planning in a world that’s still uncertain, right? So if you look at analyst reports, the PC industry and the tablet industry was supposed to decline by 8% in sales year over year. Demand and cost of goods were coming down. It’s a macro thing, right? COVID hit, and it’s now only going to decline by 2%.

And people maybe had sales go up 50% because they had inventory or what have you, right? And part of it is setting that reality in sales. What is your market share? What is your mind share? And what is your wallet share within your customers and prospects and who you’re selling to? Then what’s the macro trends going on? And I know that’s not actually selling but a lot of times the big disconnect we see is that business owner, that executive and their sales team or their sales leaders, right?

They pick a number because their ego tells them or they want to buy a new boat or whatever, right? The second part of it is the next mistake people make. And I see great sales leaders make it, I see terrible sales managers make it, they choose to focus on everything that’s broken, okay? If you have a part of your team that’s running at 50% of expectation, it’s not the majority of the team, right? Everybody goes and if you look at the stack rank they go, here’s my A, B and C players. And that’s one of the first things I do. Rank your people as you see him today.

And then if I’m coming in and working with a broader team, I’ll actually do an interview based on criteria with each of those individuals, right? And then I’ll do my stack ranking and then go back and look at the two and say, Okay, look, you know, Giuseppe’s phenomenal with this but it doesn’t have that. And one of my favorite stories to tell is I had a guy that when I took a sales leader role, everybody wanted me to fire because they hit 20% of the quota. I walked in the door, the man expected me to fire him at our first meeting. And I asked a couple of questions. And one of the questions are, what are you doing with your day?

Why are you not selling anything? He’s like, Well, you know, I do this, this and that. Well, turns out he was supporting one of the most senior salespeople doing all their transactions because they were senior to them in that office and they said, Hey, do this so we can get more business. He was doing the right thing by the company that the wrong thing for himself. So when you look at sales, do you have the right people in the right roles and are their jobs defined correctly? The second thing is, you know, going back to the original point here is don’t focus on the C players. Can you get 20% more out of your top 20%? Everyone loves the 80/20 rule.

Can you get 20% more than they’re capable of doing by investing in the top tier? Raise the level of water for everybody and then bring along your B-plus players in your B players. And then some of your C players will come up and sometimes you have to change. And you’re always going to have C players. You’re never going to have all A players. Nobody has all Hall of Fame people on the roster in sports. Sales is no different. But spend the time where you’re going to get the results.

And the other thing is, one of the things that happens in the coaching programs when we work with companies from new hires on is, frankly, you know, I hate how Silicon Valley says fail fast, fail forward. We help people realize quicker whether they’re going to be successful or not. And the top companies are less likely to get through an interim new hire period and make them a permanent employee or get past their 60 or 90 days, depending on the state and have a low performer that hasn’t been doing it because we’ve established report cards and checklists and systems that say, Hmm, you know what?

Susan’s doing phenomenal at this, but Mary, Mary’s missed the last three meetings. She’s never prepared. She hasn’t finished her certifications, right? And just simply sending that report card along, if you will. And that’s really just the starting point. The other thing that we do a lot, and some of my clients are actual individual contributors that hire me, not companies, right? And they’re the top performers.

They’re doing the big deals. They’re mid-six-figure, seven figures, kind of earners. It’s looking at what they have in their book of business in that case, and saying, Is this the place you should be spending your time? And I use a term called sales opportunity management. Do you know when you look across your whole pipeline, what are the three, 5, 10 deals that you have to win to get where you want to get? Not where the company wants you to get, but where you have to get or where you want to get? Whether it’s in market share, whether it’s an earnings, whether it’s to get more territory or resources. And that’s the other approach at the individual.

Giuseppe: Yeah, like that. I like that. It’s taking a look at the whole picture. And sometimes it is an outside person. You know, it may be right in front of you, you just don’t realize it, right? I mean, sales are down, but are you, you know, is your target, are you targeting the wrong market? I’m sure with businesses, you know, one of the first things that I was taught was, who’s your ideal client?

You want everyone to be your client, but they say, well, you really have to target in and say, who’s your kind of, what do they call it, a client avatar? If you had the perfect client and talk just to that client. Not that you can’t sell it everyone else but who is your ideal? Is that a corporate executive? Is it a person that owns another business? You know, how old are they? How much are they making?

You know, whatever the case may be, depending on the product or service. So, and it’s kind of taking a step back, and that outside perspective, something that the service that you offer to individuals and or, you know, companies with sales teams is, you can’t put a price on that because you just need that outside perspective to say, Okay, I’m not necessarily in your industry, but these are some of the common trends. And it may be completely different, as you mentioned, than what the manager or owner thought. You know, for example, firing that individual to find out he’s probably a great salesperson, he’s just, he’s been actually doing good by the company, not good for himself by helping out a senior person.

So I think, I just did a show earlier this morning and we talked about just the value of coaching and people look at it as an expense. And I go, it’s and I, myself did the exact same thing. I looked at an expense and I go, it’s really not, you know, someone told to me, told me that. It’s, yes, you are paying whatever the fee is, but it’s really an investment because, you know, what you’re learning is truly a game-changer.

Just maybe a mindset shift and maybe just, as we mentioned, you know, going after a specific market, specific client avatar. That alone, you know, two, three minor changes can make the world of difference. So yeah, this is great. So do you work, is there, you know, with your services is there, do you have a kind of a specific company and or person that you’re working with. Obviously, you know, you’re looking for someone that has so many years of sales experience. Or is it just anyone that, you know, needs assistance in sales?

Tim’s Ideal Client Profile

Tim: It’s funny. When I came into this business, my intention, we all know how this goes, right? As business owners. Intention of what I was going to do and what I actually do day to day is pretty different. And I still love it. Don’t get me wrong. I’m so glad I made the jump in the transition. But if you say what’s my customer size look like? I would tell you that my average client is eight to 50 salespeople and revenues between 5 million 500 million, right?

And that’s, that’s what it looks like the average individual that I work with, you know, that mid-six-figure earner. But one of the things that happened along the way as I started calling on early and mid-stage companies in the tech space. And what we recognized is they had a whole ecosystem. And I lived in this ecosystem, so should have seen it, but I didn’t. They had this whole ecosystem of partners out there. So that’s kind of shifting a little bit for me in two ways.

One of the things, because of the pandemic, that I’ve found myself doing that I never expected is, I am now going into partners of all sizes and I’m doing anatomy of a win or an anatomy of a loss. Workshops with people that are half a day long. And what’s happening is because of the business conditions, and because of the shifts, some people are knocking it out of the park at every bat. But other people, frankly, are worried about keeping the lights on. And what will happen is, is they’ll bring me in and they’ll have lost a deal, it was a marquee deal for them.

And we’ll sit down and go, okay, where were you? And we work through that wholesales opportunity management process, really understanding where they were engaged, who they were calling on, what their expectations were, what their CRM said, and all this stuff. It’s a very direct conversation. It’s the beauty of being an outsider, is I can ask the question because you can tell me go take a flying leap at any time. I’m a mercenary, right? I don’t have to, you know, and it’s professional but it’s a direct conversation. Think of it as an audit, right? Why did you do this?

Why did you think that? Why did you have to sit 90% yet you didn’t have contracts drafted or final quote done or whatever. That’s a part of my business that I’ve gotten into. The other part is, is frankly, talking about not appreciating sales training when you were there, I didn’t either. The company I grew up in, the owner of the company sent me away to all these trainings and technical trainings and stuff. And, you know, I grew up in Pittsburgh, and he sent me to Basking Ridge, New Jersey. I’m 22 years old, not old enough to run a car without a special letter from the company at that time, right? Everything. No GPS, and I’m terrified.

I’m going to sales training for a week in Basking Ridge, New Jersey, right? And I didn’t appreciate for years later all the money and time Jack spent on me to turn me into what I would become for him and what it’s allowed me to grow into in the business. So what I did is I looked at it and said, We live in a Zoom world and I’ve created a series of price point-friendly offers. They’re not specific to a company or a client, they’re universal truths, if you will. This is how the basic business models work.

This is business versus business consumer. It’s a lot of vocabulary and a lot of framework that new hires weren’t getting, right? Because when you hire a person, and you’re running a business, whether you’re a sales manager, or business owner, or any other role, you bring people in, say, here’s our HR policies, here’s what we’re selling. By the way, this is why it’s great. This is why our widgets are the best or the most cost savings, or whatever. But nobody sits down and says, This is what an ERP system is, or an accounting system or CRM system.

Everybody uses them differently but people coming into the business don’t necessarily know that. This is what a business sale looks like. This is what a sales cycle is. There’s a list of workshops and questions where they go back and ask those questions inside their company so they can understand set those expectations. And so that’s another way that I work with people that I didn’t expect, right? If you’d have told me I’d be the one essentially, you know, sales vocabulary 101 and it would be popular, I’d be like, you’ve lost your mind.

Giuseppe: Right. And I mean, and part of once you get into sales training, I mean, you’re almost getting into just business coaching, right? Because everything is connected, right? I mean, you get into sales to find that, okay, but then you get maybe into marketing and realize that there’s really no marketing plan.

There’s no SEO management, online presence and things like that to find out. It’s financial, because there’s no budget, and it just kind of goes, you go down the list. So essentially, it sounds like you know, you’re focusing on sales, but ultimately, it boils down to business coaching because the sales affects, you know, every other part of the organization.

Tim: Yeah, it’s funny, you say that. I just had a conversation with guests on my show where his whole thing is helping businesses understand where they’re spending their marketing dollars, who they should be talking to, and what their actual objectives are, right? And some of my best friends are CMOS, but you constantly hear me rag on them, right? Because they’ll have a different set of objectives, right?

A marketing leader might be I want this many clicks or this much engagement or I want this many people to come to my webinar. A sales guy’s saying I want a deal that’s already booked to just send me an order. And the truth is a good leadership team has a conversation, makes them meet in the middle.

Giuseppe: That’s interesting. No, you’re right. No, that makes complete sense. We’ve kind of covered quite a bit in that, you know, these are I love these shows, there’s a very conversational and one idea leads to another. So kind of what’s exciting? What’s new in your world? You know, anything you’re working on that you can reveal? You know, just anything exciting you’re working on?

New Project Tim’s Rolling Out

Tim: So from my personal business perspective, I am going to be launching a twice a month individual contributor friendly price point solution. It’ll get announced in November. It’ll start in January, where basically for less than Starbucks, you know, twice a week, you can get, buy yourself in. And that’s really part of why I wanted to do it was so anybody who wants to buy in can buy in for that $80 price point and get 90 minutes a month of group coaching. That’s exciting. The other thing that is really exciting actually isn’t tied to my core business.

I’ve gotten involved in a COVID-19 related public health project, which is not at all my background, right? I’m an IT telecom security guy. But I got pulled into this. And I tell you, the one thing I’ll tell people as they look at their transitions is don’t be afraid of taking on new things. I’m literally joking. I’m going to write a book called I’m the dumbest guy on the Zoom because I show up, everybody there. Oh, I have a doctorate from Cornell. I have two PhDs from Harvard. Oh, I’m a professor at Wharton. Oh, I do this for this large public agency, all this shit. I’m like, I’m a sales guy. What am I doing here?

You know, and it’s been an amazing experience. And it’s not, it probably will become commercial but it really is almost started as a charitable act. I said, I, you know what, I’ll give you 10 hours. 10 turns into, 20, 20 turned into 200. And it’s just been such a chance to learn and grow and have conversations outside of your normal circles. And that’s the biggest piece of advice I’ve been giving everybody recently. You know what, do what you have to do or what to do to make a living. But don’t shut yourself down to other things. Don’t be afraid of new adventures, if you will.

Giuseppe: Yeah. Experience leads everything, right? I mean, sometimes reading about is enough just experiencing itself opens you up to new ideas, even in your current business, or let’s be honest, future businesses, right? You’re always getting ideas. And I always tell my kids the same thing. It’s not about what you read about online. It’s experiencing doing it versus reading about it. Two different things. So cool. Yeah, awesome.

Tim: Yeah, so you know, no, no, I was gonna say, you know, if you just told me Oh, you’re gonna be talking to actuaries, economists and risk people from large financial institutions, I’d be like, Okay, what party did I walk into by accident?

Giuseppe: That’s funny. So, you know, for people listening in, you know, they’ve thought about it, they are having issues with their sales organization, they need some assistance, they need some coaching. What is the best way for them to reach out to you? I know you have a new, you know, kind of product coming out, or service, I should say, coming out in November. But should they go to your website first? Is it the best way to email you directly? What are the best ways?

Tim: I will give anyone an hour of my time. So if you go to timkubiak.com, you know, right on the top, they’ll say book an hour with Tim. The better notes you give me in that, right, the more conversation we have. I don’t approach it as a sales pitch. it is a conversation. I treat you like a client And we spend an hour really going through what you want to talk about. Certainly can do that you can email me at tim@timkubiak.com.

I am slow on email. The other one, that way you get locked in time and know when you’re going to be talking to me. And you could always, frankly, just call my cell phone, which is just 914-772-7637. It is on from seven in the morning to probably seven or eight at night. I answer when I’m not in the meeting or on with the client. Any of those ways are great.

Giuseppe: Awesome. And we will add all that information to the show notes, you know, when this airs in the next should be about two or three weeks from today. So, Tim, any anything else that we didn’t cover today that you’d like to, you know, bring up with the audience?

Tim: Actually, I’d like to ask you, what are you seeing since last time we’ve talked, what’s changed in the business climate? What’s changed with your clients?

Recent Changed in Franchising

Giuseppe: Change with clients? I mean, obviously, they are, you know, some businesses have been, franchise companies, I should say, have been affected more than others. So on the franchisor side, the, you know, it’s basically, you know, staying in close touch with the franchisees. We’ve even had a franchisor take it to the next level and they all kind of, they got all their franchisees and they split them up, just say, you know, each employee of the franchise company would pick up 10 franchisees and negotiate leases on their behalf with their landlords and things like that.

And this is not a common thing, but we’ve just seen, frankly, you know, the, kind of the benefits of franchising with a franchisor really stepped up their game to figure out, you know, how are we going to do business going forward? Do we want to add more franchises? Do we want to not grow as aggressively and maybe offer additional virtual services such as a gym that offers virtual training our business coaching franchise that offers, you know, predominantly, you know, everything virtually through Zoom and things like that. So they’re just, you know, obviously going through and figuring out how they can best serve their franchisees.

That’s obviously a great sign that you found a good franchise. And on the other end that people might candidates that are looking at franchises, it’s just having that true conversation and to summarize, you know, yes, COVID is here, and hopefully there’s a vaccine, you know, looking at CNN now, and they’re talking about in April, but ultimately, does that really change, you know, what you’re looking for? You know, if your goal was to start a business and for that business to, you know, for you to obtain time, freedom, financial freedom, essentially, being able to do what you want, when you want, you know, given the 24 hours a day we all have.

You know, putting COVID aside, you know, or factoring in COVID, does that really change your plans? And typically, when they take a step back and say, you know, what, it really doesn’t. There are, you know, there are people that are a little bit more nervous, looking at retail, brick and mortar businesses, and I get it, but, you know, I always like to tell everyone, I appreciate your concern, I understand your concern, but ultimately, by the time you invest in the franchise, find the site, build it out and open it, it could be nine to 12 months from today.

So, you know, where will we be 12 months from today? Hopefully in a better place. But it’s a lot of just hand-holding, reminding people of why they started looking at a business. And, you know, in some cases for, you know, full disclosure, for the people that just can’t get over the idea of brick and mortar and having a retail location, and I get it, some people are just not comfortable with it, we’ve changed those conversations to something more home base where they are offering something b2b.

You know, going directly to a client’s, for example, businesses, place a business, and or homeowners going direct to the home and offering a service like mosquito spraying or painting or power washing, holiday lighting, you name it. So we have those conversations. So it’s a lot of, it’s a lot more conversations about fear about what the future brings, it’s a lot of reminding of why they got into it.

But ultimately, you know, we also, you know, my job is not to push you in any direction, or, you know, it’s more to coach and consult you and kind of give you all the information so you can make an informed decision. But, you know, talking to people in retail, you know, there’s some really attractive leases that landlords are offering. So always bringing that up, because it may not be the case in every single case, but there are landlords that are offering significant discounts, should you maybe decide to sign a longer lease. But you know, so it is now the time to really take advantage of that.

And ultimately, it’s up to each candidates’, you know, it’s up to them to decide what their comfort level is. But, so a lot of exciting stuff. We’re seeing the franchisor is stepping up and really, you know, it positions 4000 companies out there. So the companies that really stand out, it makes our job a little bit easier because when you’re investing in a franchise, you’re paying a royalty, you’re looking for that support. And then on the investor side, the candidate side, it’s just kind of opening up their ideas to possibility.

What the future, you know, what the future may bring, some of the opportunities that are standing right in front of us and just helping them guide through the process. So it’s exciting. I love what I have to do. And, you know, in many cases, we tell people that franchising and business ownership may not be the right fit. Losing a job is not a good reason for starting a business. So, but we, you know, I enjoy it. I get to help people. I like for both spouses, if, you know, if you’re married, to partners to be on the line, and just really, you know, have a really honest conversation on why we’re doing this.

And in many cases, it takes people a little bit longer to answer that. They’re like, I, you know, I’m not really sure. I just thought it was exciting. But, you know, so we’d like to get everyone that’s affected and get the whole family on the Zoom call or the conversation because they’re all going to be impacted by it. Yeah. So, you know, we’re not here to convince people, we’re here just to kind of guide them through the process. And then when they buy the franchise, then it’s okay, what’s the franchisor offering?

Do you need additional coaching, business coaching, sales coaching? Because maybe there is some support but they want to take it to the next level. So, you know, we’re always referring, you know, in many cases, the people we have on this show as a possibility if they are in need of a specific topic or service such as sales coaching. So really exciting stuff I love, my biggest joy is finding someone a franchise that they invest and then working with them and assisting them, you know, for 10, 20, 30 years to come. Really exciting stuff.

Tim: I love helping people be successful. So I totally get where that would be an amazing part of your business.

Giuseppe: Yeah. It’s my why. It’s, you know, it’s someone helped me, you know, years ago and right after that, helped me back 15 years ago I said I want to do the exact same thing and, you know, I love the consulting part. You know, you obviously have to have, you know, we do the show and we try to, you know, we are matchmakers at the end of the day, so we provide free content. Our services are free. But, you know, ultimately we’re doing right by people and, you know, hopefully that turns into successful, future successful franchisees.

So, I’ll leave it at that. But Tim, yeah, this was great. I enjoyed our first interview and now this is the second. If, you know, we will put everything in the show notes if there’s anything else you wanted to bring up, feel free. If not, you know, as I mentioned, the show should be live in about three weeks or so. And looking forward to hopefully, you know, another show and then future conversations.

Tim: I will teach you to tie that bow tie. Thank you so much for having me.

Giuseppe: Yeah, next show. next show. We promise everyone. Thanks again.

Tim: Thanks, Giuseppe.