From the outside, becoming a CEO can look like reaching the top of the mountain — a final, triumphant chapter after a long climb. But here’s the real story: It’s not the end. It’s a new beginning. One filled with curveballs, late-night worry sessions and more lessons than any business school could ever cram into a syllabus.

As CEO of BELFOR, the world’s largest property restoration company, I’ve had the incredible privilege (and, let’s be honest, the intense pressure) of helping grow our team from 19 people to more than 13,000 across the globe. That journey has taught me a lot — about leadership, about people and about what it really means to carry the weight of the word “CEO.”

So, if you’re stepping into leadership (or dreaming about the day you do), here are five things I wish someone had pulled me aside and told me sooner:

Related: 4 Critical Business Lessons I’ve Learned as a CEO

1. The pressure never lets up — and that’s not a bad thing

When your choices affect others, the pressure doesn’t take a day off. What surprised me most? How personal it gets. Being a leader isn’t just about strategy; it’s about heart. It’s about caring deeply. Sometimes too deeply. DDI reports that one in six leaders feel burned out in 2025. A study from Deloitte found that 41% of executives experience high stress, and 36% are completely exhausted.

Here’s the truth: Pressure comes with the job. And once I stopped trying to dodge it, I learned to carry it like a badge of honor. That pressure builds resilience. It grounds you. It reminds you that your work matters. If you’re looking for comfort, leadership may not be your path. But if you’re looking for meaning? Pressure just might be your compass.

2. The journey is more important than the destination

When I was starting out, I had my eyes locked on the next big goal: the promotion, the win, the title. I was so focused on climbing the ladder that I nearly missed what was happening on the ladder.

Leadership isn’t a finish line. It’s a road trip, complete with pit stops, scenic detours and the occasional flat tire. The best leaders I know aren’t obsessed with arriving; they’re dialed in to the ride. There’s a reason the windshield is wider than the rearview mirror. Sure, we glance back, but we move forward. Every challenge, every small win, every hard lesson shapes who we become.

So, if you’re feeling behind or unsure, remember this: Done is done. Keep growing. Keep moving. Be the CEO of your own life — the Cheerleader, Enthusiast and Optimist who sees potential, even on the tough days.

Related: 3 Reasons Why ‘The Journey Is the Reward’

3. Lead by doing, not just by deciding

I’ll never forget my time on Undercover Boss. Working shoulder-to-shoulder with our team — cleaning, lifting, listening — changed the way I think about leadership. It wasn’t just eye-opening. It was heart-opening.

At BELFOR, we don’t print titles on our business cards. Why? Because when someone needs help, it doesn’t matter what your title is. It matters what you do. Real leadership isn’t about barking orders from a corner office. It’s about showing up. Rolling up your sleeves. Listening twice as much as you talk (there’s a reason we’ve got two ears and one mouth) and leading by example.

A Harvard Business Review study backs this up: Leaders who match actions to words build trust. And I’ll add this — they also build family. Everyone on your team has a story. A struggle. A spark. When you lead with trust, compassion and listening, you light the path for others to lead, too.

4. Trust is your most powerful tool

CEO life can be overwhelming. So, here’s the lifeline: You don’t have to do it alone.

Some of my best decisions started with someone else’s idea. That’s the power of trust. When you believe in your team and show it, you unlock something extraordinary. Delegating isn’t giving up control. It’s sharing belief. It’s letting people know, “I see what you can do. Go for it.”

A culture built on trust creates a ripple effect: more engagement, more ownership, more magic. When your team feels trusted, they rise — not just to the occasion, but beyond it. One person CAN make a difference. Sometimes, that one person is the one you empowered.

Related: Strong Leaders Use These 4 Strategies to Build Trust in Their Workplace

5. Vulnerability isn’t weakness — it’s strength

Somewhere along the line, we picked up this idea that strong leaders are tough, silent, unshakeable. I say this with all my heart: Let that go. The most powerful moments in my career have come when I let down the walls. When I asked for help. When I cried. When I let people see the real Sheldon — flaws, fears and all.

We spend most of our lives at work. If we can’t be ourselves there, where can we? Vulnerability doesn’t make you soft. It makes you human. And humanity is the heartbeat of leadership.

When your team sees that you’re not perfect — but you care deeply, try hard and show up anyway, they feel safe to do the same. That’s where trust begins. That’s where innovation is born. That’s where everybody’s little hero within them comes out.

If I could hop in a time machine and talk to my younger self, stepping into that CEO seat for the first time, I’d say this: “The title doesn’t make you a leader. Your actions do. You’re going to mess up. You’re going to feel overwhelmed. But if you stay rooted in empathy and passion; look at, walk with, feel and live compassion; believe in and trust your people; and keep your eyes on the road ahead … you won’t just grow. You’ll lead with purpose, with passion and with heart.”

Because leadership isn’t about having all the answers. It’s about walking with your team while you guide, follow and truly care for each and every member of the family you’re now honored to be part of. Together.

Most business leaders have a story about a great opportunity that slipped away. Maybe it was an acquisition that fell through or a major client that signed with a competitor instead. Or a promising market expansion that had to be postponed due to “poor timing.”

During the post-mortem, it’s easy to blame sales, marketing or a lack of resources. But often, the core issue isn’t execution — it’s liquidity. Not a lack of capital but a lack of access to it when it matters most.

In today’s environment, timing is everything. The difference between winning and waiting can be measured in hours, not months. And the companies that come out ahead are often the ones whose capital stack can move at the speed of business.

Related: The Hidden Risk That Crashes Startups — Even the Profitable Ones

Liquidity, not just capital, drives growth

Imagine a competitor stumbles, and one of their top clients is suddenly up for grabs. You’re the right fit, and the client is ready to move, but only if you can scale quickly. That could mean hiring new staff, securing inventory or ramping production before the first payment clears.

This is when your capital stack either works for you or gets in your way. Many mid-sized businesses don’t lack capital — they just can’t access it quickly enough to take action.

And while they wait for accounts receivable to clear or a loan approval to be processed, the deal goes to a competitor who’s ready to act now.

Why “cash on hand” is the wrong metric

It’s easy to feel prepared if your cash reserves look healthy. But in fast-moving markets, the real question is this: How quickly can you turn your company’s assets, receivables or credit into usable funds? True financial flexibility isn’t about stockpiling cash — it’s about building a system that keeps money flowing. That includes:

• Reliable credit lines

• Faster payment collection

• Smarter inventory management

• Vendor terms that free up working capital

These are the building blocks of a capital stack that can support growth during good times and periods of uncertainty. Companies with these systems don’t just survive challenging business environments — they thrive in them. They grow their market share, attract new talent and invest in opportunities while competitors struggle to meet payroll.

Related: 4 Ways an Entrepreneur Can Increase Liquidity

When timing beats planning

Even strong companies miss growth opportunities, and it’s not always because their strategy is wrong. Instead, it’s usually because their timing is off. Picture a key customer doubling their order with little warning. The vendor that wins that business might not be the cheapest or the most well-known, but the one that can say “yes” right away and follow through.

The same principle applies during economic downturns. While some companies pull back, others are buying distressed assets, hiring top talent and preparing for the rebound. The edge isn’t in their forecasts but in their ability to move. Speed is often more valuable than size, and the companies that win are often the ones with financial systems built for action.

Inflexible capital doesn’t just slow you down, it also chips away at your growth over time. You may pass on projects with high returns because the cash isn’t available when needed. You may consider taking out a short-term loan with unfavorable terms to meet payroll. Or you may delay hiring because receivables are stuck in limbo.

Individually, these decisions seem small, but collectively, they slow your progress and put unnecessary stress on your team. And while these missed chances don’t show up on a balance sheet, they’re often the reason promising companies fall behind.

How to build a capital stack that can move

Smart operators don’t see capital as something to sit idle — they build systems that allow it to move with the needs of the business. A key piece of that is understanding your cash conversion cycle, which is the time it takes for a dollar spent to return to your account. The shorter and smoother the cycle is, the more responsive your business becomes.

Here are some practical ways to improve it:

• Send invoices quickly and enforce payment terms

• Keep inventory lean without hurting service levels

• Renegotiate supplier terms to match your cash flow

• Secure credit facilities before you need them

Related: 5 Top Financial Tips for Entrepreneurs

It’s not about preparing for a worst-case scenario but being able to act when the best-case scenario shows up unexpectedly.

When your capital system is built for flexibility, your decision-making process changes. You don’t put off action because of delayed payments, and you don’t lose sleep over a tight cash balance. You don’t say “no” to a great opportunity just because your funds are temporarily tied up.

Instead, you move with confidence and negotiate from a place of strength. And your team has the clarity and support to focus on execution, not firefighting. Companies with flexible capital move faster, stay focused and seize opportunities others miss.

Imagine this. Jean and John, who met at a startup incubator, founded a company together. But as they grew, Jean realized that she and John weren’t aligned on many things, including what the company’s future should look like. Neither John’s goals nor his behavior reflected the company’s mission, so Jean ousts John from the business.

Reasons for a co-founder’s departure

There are a number of reasons that a co-founder may want to part ways with another co-founder.

1. Lack of dedication

A startup that wants to scale for a big exit typically requires founders who dedicate long hours for little pay (at least at the beginning). While some founders, like Jean, are willing to do that, some, like John, are not. Jean was willing to put in as many hours as it took to meet her responsibilities. John, on the other hand, arrived late and left early, demonstrating that he wasn’t dedicated to his role — or the company.

2. Difficult to work with

Some founders are simply difficult to work with. They’re not collaborative, they’re closed off to others’ input or they belittle or micromanage their employees. While in the office, John’s attitude was one of superiority. He felt that certain tasks were below him and that others should do the “heavy lifting.” He criticized his employees at every opportunity, lowering morale and eventually pushing a very dedicated, key employee out of the company.

3. Lack of alignment with vision

While a dream team of co-founders might be committed and great as colleagues, they might have different visions about the company’s future. For example, they may disagree on a pivot other founders believe is necessary. Jean wanted to focus on R&D to ensure ongoing innovation, but John was focused on expanding the company. In addition to his behavior, this lack of alignment caused so much tension that Jean started the process of terminating her co-founder.

Related: So Your Co-Founder is Threatening to Quit Unless You Give Them More Equity. What Should You Do?

Legal considerations

In addition to mistakes that can be made during the termination process, there are several legal considerations to keep in mind when co-founders separate.

1. Complying with employment law

Founders are almost always employees by law. When terminating an employee, keep in mind — and meet — the legalities of termination, including filing certain paperwork and notices, and meeting deadlines for paying the final paycheck, for example. When the tension between Jean and John began, Jean documented each instance so she had relevant backup at the time of John’s termination.

2. Is your relationship buttoned up?

Make sure you are not giving an ousted co-founder leverage. Breaking promises or not protecting the company legally in its founding documents on IP assignments or confidentiality obligations means that they now have valuable IP the company needs.

3. Do you have the legal right?

It’s critical to ensure that a co-founder has the legal right to terminate another co-founder. If they do not, they should take the necessary steps to secure those rights; it might not be as simple as telling them they are fired. For example, the company’s bylaws might allow a co-founder to be terminated only if the board votes to do so. The ousting founders need to make sure they can — and do — get board support.

When John’s performance began to decline, Jean consulted with the company’s board to ensure the board was informed from the outset.

More legal considerations: What NOT to do

While there are considerations to make so as not to run into legal issues, there are also considerations for what NOT to do.

1. Don’t think about a separation agreement

A legally binding separation agreement can get you a release of claims, potentially non-disparagement terms and other benefits for the company, including agreements to not sue. Investors will want to see this if at all possible in diligence. It’s worth some money to get this.

As soon as John’s performance started suffering and other employees began complaining about his behavior, Jean consulted an employment attorney to prepare the paperwork necessary for a separation agreement, enabling the process to be completed without worrying about a potential lawsuit.

2. Forget to cut off access to systems

To prevent an ousted co-founder from accessing company information post-termination, ensure that they can no longer access the company’s systems. Disgruntled employees with access to company data can cause major problems.

Once John was officially “out,” all access to company information was cut off; Jean knew that, if given the opportunity, John would have tried to access certain data once he exited the company.

3. Bash the ousted founder to employees, investors and other stakeholders

Sometimes in trying to explain the ousted founder’s departure, founders will resort to speaking negatively about them; this opens the company to defamation liability. It can also reflect badly on the company and the founding terms. Finally, it can lead to the ousted founder becoming more hostile toward the company.

Despite their differences, Jean maintained reasonable levels of professionalism. Although the process was stressful for her, her team and ultimately the company, John’s ouster and the reasons behind it remained within the executive leadership team.

Related: 4 Sane Strategies for Maintaining Healthy Co-Founder Relationships

Ramifications of skirting the law

All of this advice hinges on the remaining founders meeting the requirements to legally terminate a co-founder. When they don’t, there are ramifications.

1. Incurring penalties and legal claims

First, by not complying with employment laws, penalties can be incurred, and legal claims are given to the ousted founder; these can add up. For example, in California, if all wages aren’t paid on the final day of employment, the ousted founder is entitled to a penalty equal to one full day of wages for every day until they are fully paid (up to 30 days).

Jean’s diligence in consulting a startup attorney prepared her for the separation. In addition to the separation agreement, Jean presented John with his final paycheck at the termination meeting.

2. Post-termination negotiations

If you don’t button up your relationship with the founder prior to termination, you will be stuck post-termination negotiating for what you need. At this point, you are unlikely to have much leverage.

3. No separation agreement

If you fail to get a separation agreement, investors may push on you in diligence to get one later; this is often difficult. Also, you may subject the company to claims that would have been released if money was offered as severance at the outset. Note that a founder may sign a separation agreement quickly if it’s offered with a positive message and incentives. The absence of an up-front offer can result in litigation, and demands may increase.

The bottom line

While there are myriad factors that contribute to the ousting of a company founder, it behooves those on the company side to make appropriate preparations to avoid legal troubles.

Ready to break through your revenue ceiling? Join us at Level Up, a conference for ambitious business leaders to unlock new growth opportunities.

Here’s a common myth: There is one “right” franchise for aspiring franchise owners. As a franchise consultant who has been in the game for more than eight years, one of the most important things I’ve learned about matching the “right” candidate with the “right” franchise is that there’s no surefire equation for guaranteed success at a specific brand or concept.

Sometimes a candidate that fits a certain brand in every single statistical category will reject a concept outright. Sometimes a candidate who is hellbent on a certain brand simply doesn’t have the necessary criteria to take on the investment. This tricky balancing act is where I come in and find solutions for candidates and I’ve found that it’s one of the most rewarding and compelling parts of my job.

So instead of trying to find the magic unicorn franchise to match an individual, I flip the script. It’s more art than science. I focus on the individual first. I have found that there are three tiers that largely determine successful franchise/franchisee businesses.

Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget.

Tier 1: Hard objectives

Hard objectives are those absolute, no exception, gotta-have-it requirements. The most important one: the franchise owner’s role in the business. Specifically, what will the owner be doing on a day-to-day basis, both at the offset and in the future. Will they be full-time? Part-time? Run day-to-day operations? Hire someone to run day-to-day operations?

The trajectory of this role will weigh heavily on the franchise brand or concept in question. This determines whether the franchisee can be self-employed (solo, professional and client-facing), an owner-operator (meaning the owner will have daily, direct involvement), an executive owner (daily, indirect involvement) or a semi-absentee owner (weekly, indirect involvement). Each of these models will rule out some franchises and include others.

More “hard objective” questions to consider include determining what the prospective franchisee qualifies for financially, which may differ from their actual budget. While financial qualification refers to what a lender or the franchisor believes the franchisee can afford, the budget reflects what the individual is personally willing or able to invest. These two numbers often align but are not always the same.

Additionally, it’s crucial to examine geographical territory availability. A candidate might be an ideal fit for a brand on paper, but if there’s no available territory in their preferred market, the opportunity may not be viable.

Related: Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success.

Tier 2: Intangibles

Now for the “art” versus science. This second layer of criteria breaks into the franchise owner’s characteristics, experience and personality. There are a few important categories within this tier.

Skills and Experience: What is the professional background of the franchise owner? Do they have experience in sales? Accounting? IT? Matching up the skillsets with the role of the owner within that franchise makes a world of difference.

Another intangible is their family situation. What kind of time commitments could take time from the business? Maybe a prospective franchisee has six kids and the weekends are jammed with activities.

Many of the effects of business ownership on life are positive — autonomy, flexibility, financial security, purpose — but it’s important for a business owner to understand that this venture will not replace a traditional 9 to 5. There will be weekend and evening calls, emergencies and urgent needs that demand immediate attention. Your personal and professional lives will intertwine. You will have more flexibility, but also more responsibility.

Current Job Flexibility: Does the role a franchisee is currently in allow for a business call in the middle of the day? I get the question all the time: can I own a franchise and keep my day job? Ultimately, it depends on your day job. There’s no such thing as a truly absentee franchise owner, especially in the beginning. A franchise, like any new business, is a lot of work. Realistically, a franchisee needs to have time flexibility to be able to manage this new business venture.

Related: She Was a Lawyer with No Restaurant Experience. Now, She’s Reviving an Iconic Restaurant Chain.

Tier 3: Esoteric Things

Last on the list are esoteric things that make a surprisingly strong impact on a franchisee’s motivation and ability to get behind a franchise concept or brand. These things include (but are not limited to):

Cultural Fit: How the franchisee feels about the franchisor. Do they agree with their core values and principals? Do their communication styles mesh? You should think of a franchisor as your business partner.

English as a second language: This can be a tricky one. Depending on the business concept, it may be important for a business owner to have fluency, while other businesses do not require this.

“Ick factors.” I’ve worked with a lot of franchisees over the years and sometimes there are simply objections based on “ick factors.” For example, sometimes people just can’t get behind dirty everyday essential businesses, no matter how well that model may fit with their other criteria. (Other frequent push back comes from things like pet care, child care, senior care, etc.)

Typically, I ask people to rank these things to evaluate their experience/skills, interest, and aptitude. From here, I can find franchises that support the areas you may not be as strong in and bolster the areas where you thrive.

At the end of the day, these tiers are not exclusive in determining a franchise fit. However, in my experience, more often than not, these tiers work as a framework to help franchise candidates make well-informed decisions based on realistic and honest reflection about their opportunities.

Remote: Here’s What the ‘One, Big, Beautiful Bill’ Means for the Franchise Industry

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Many small and mid-sized business (SMB) owners entered 2025 with high hopes: a stronger economy, falling interest rates and easier access to credit. But just a few months in, the landscape looks more complicated. New data shows a dip in optimism and a rise in uncertainty among SMBs — alongside signs that banks are starting to tighten lending standards.

If you’re a business owner, now is the time to prepare. Here’s what’s happening — and how to position your company for success in a shifting credit environment.

Related: Thinking of Using a Personal Loan for Your Business? Here’s Everything You Need to Consider.

Optimism is slipping, uncertainty is rising

According to the National Federation of Independent Businesses (NFIB), the Small Business Optimism Index dropped 2.3 points in January 2025 to 102.8. While still above the long-term average of 98, it’s a notable shift. Even more striking: the NFIB Uncertainty Index jumped 14 points to 100 — its third-highest reading ever.

While one month of data doesn’t signal a crisis, it could indicate that small businesses are hitting unexpected turbulence. The NFIB found fewer owners plan to make capital outlays in the next six months, with numbers falling from 27% in December to 20% in January.

What’s behind the dip in confidence? Inflation and labor quality were tied as the top operational concerns, each cited by 18% of respondents. Meanwhile, only 17% said now is a good time to expand — a three-point drop from the previous month.

For SMBs hoping to borrow in 2025, these trends suggest a more cautious outlook, not just among business owners but among the lenders they rely on.

A new credit squeeze may be forming

The Federal Reserve’s January 2025 Senior Loan Officer Opinion Survey (SLOOS) reveals that banks are beginning to tighten credit standards for small business borrowers, especially those with lower credit scores.

Here’s what the data showed from Q4 2024:

• 14.3% of banks tightened credit standards for SMB loans
• 13.1% increased premiums for higher-risk SMB borrowers
• 11.9% are using more interest rate floors for small business loans

Why the shift? A majority of banks cited a more uncertain economic outlook (68.4%), industry-specific concerns (63.2%), and reduced risk tolerance (55%) as reasons for tightening standards.

In short, banks are seeing what SMBs are feeling — more risk, less clarity and a need to protect their own exposure. For business owners with weaker credit profiles or limited borrowing history, this could translate into fewer options and tougher terms.

How to navigate a tougher lending environment

This might not be a long-term crisis, but smart SMBs are already getting ahead of it. Whether you’re planning a major investment or simply want to preserve access to working capital, now is the time to strengthen your financial position and explore all your financing options.

Here are four ways to prepare:

1. Tighten operations and strengthen your balance sheet.
   Look for ways to boost profitability, cut costs, and improve cash flow. The stronger your financials, the better your chances of qualifying for credit if lending tightens further.

2. Secure financing before you need it.
   It’s better to borrow on your terms, not out of necessity. Maintain your credit lines, build relationships with lenders, and take advantage of favorable conditions while they last.

3. Don’t count on rate cuts.
   As of April 2025, the Fed hasn’t moved to lower rates, and long-term yields remain stubbornly high. If you’re hoping to refinance or secure lower-cost credit, don’t assume it’s just around the corner.

4. Think beyond traditional banks.
   If banks are saying no — or offering unattractive terms — look to non-bank lenders, fintechs, and asset-based financing. These providers may be more flexible and better suited to your business model.

Related: The 7 Different Loans You Can Get as a Business Owner

Final thoughts

There’s no need to panic, but there is a clear need to plan. Credit conditions are shifting. Optimism is softening. And banks are proceeding with caution.

The good news? You can too, without missing growth opportunities. The SMBs that succeed in uncertain times are the ones that stay adaptable, explore diverse financing strategies and act before challenges become urgent.

In my experience, non-bank lenders who understand the realities of running a business offer the kind of flexibility, speed and partnership that help companies thrive, no matter what the economy does next.

Kids’ eatery and birthday party staple Chuck E. Cheese is opening an arcade concept for adults featuring the company’s classic games, new technology, and its famed animatronic characters, according to a press release.

The concept, which was announced on Monday, caters to adults longing for childhood nostalgia and those who grew up going to Chuck E. Cheese restaurants. The 10 Chuck’s Arcade locations will open in eight states, including the one-of-a-kind Chuck’s Arcade and Pizzeria in Kansas City, Missouri, the company notes, which features a full menu.

Related: Clinton Sparks Podcast: Founder of Chuck E. Cheese, Atari Discusses Innovation and His Advice to Young People

“Chuck E. Cheese has spent decades mastering the arcade experience — it’s in our DNA,” said David McKillips, CEO of Chuck E. Cheese, in a statement. “Chuck’s Arcade is a natural evolution — an opportunity to extend our arcade legacy into new formats that engage both lifelong fans and a new generation through a curated mix of retro classics and cutting-edge experiences.”

^{Chuck E Cheese Statue and Retro Games at Chuck’s Arcade in Buford, GA. Provided by Chuck E. Cheese.}

Chuck’s Arcade locations are now open in major malls in St. Petersburg, Florida; Trumbull, Connecticut; Oklahoma City and Tulsa, Oklahoma; Victor, New York; Buford, Georgia; El Paso, Texas; Nashua and Salem, New Hampshire; and St. Louis, Missouri. There are “more locations on the horizon,” the company said.

Each arcade is “overseen” by an animatronic character from Chuck E. Cheese’s of the past, which will now stand “watch as a nostalgic nod rather than performing.” Some locations will have retro-themed merchandise, according to the press release, including logoed apparel, toys, novelty candy, and classic prize redemption items.

^{Merchandise Counter at Chuck’s Arcade in Buford, GA}

Related: ‘Reimagined and Reinvented’: This Iconic Chain From the ’80s, Which Featured a ‘Pay What You Weigh’ Promotion, Is Making a Comeback

Although the company says the concept was “created for adults and lifelong fans,” it doesn’t say that kids aren’t allowed, per se, as most are located in malls. Check your local location for more information.

Click here for the full list of Chuck’s Arcade locations.

I’ve spent decades as a business and management speaker, presenting to leaders about performance, leadership and building strong teams. But early in my career, I started to feel a little uneasy.

I was offering advice to audiences filled with managers and experienced business owners, many of whom had far more hands-on experience than I did. I didn’t want to be perceived as another speaker who talks theory but lacks real-world credibility. I wanted my insights to be grounded in experience, not just inspiration.

Then one day, flipping through an airline magazine, I saw an ad for Edible Arrangements. Something clicked. Franchising intrigued me because it’s a model that combines consistency and variability. Everyone follows the same system in similar markets, but performance varies. That meant there had to be a variable. If I could identify it and make it work for me, I wouldn’t just build a business — I’d gain insights I could bring to my clients.

My goal was never to leave my speaking career. It still is my primary passion. But I wanted to supplement it with a business that would sharpen my message and grow my income. That’s how I ended up opening an Edible Arrangements franchise in 2006.

Let me be clear: there was nothing “part-time” about this venture. Opening a franchise meant taking out a loan, signing a 10-year lease, investing in a buildout, managing employees, and serving customers. It required full commitment—even if I couldn’t be there every day.

Related: Is Franchising Right For You? Ask Yourself These 9 Questions to Find Out.

We faced our share of challenges, especially early on. But eventually, we built one of the highest-volume locations in California. Later, I acquired a struggling second location and made it profitable within a year. We won awards for best customer service and manager of the year out of more than 1,000 stores worldwide — all while I was still traveling for speaking engagements.

So, how did I do it? Here are six key strategies that made it possible:

1. Choose the right franchise model

Not every franchise is suited for absentee ownership, no matter what the sales team says. I chose a brand that allowed for it, but quickly learned that success still requires deep engagement. You don’t have to be physically present all the time, but you do have to be mentally present.

I looked for a business with clear systems, brand standards, and strong corporate support. I also spoke with other franchisees to ensure my dual-career setup was realistic. I wasn’t just an investor—I was still a leader, just one leading from a distance.

2. Build systems that work without you

If I weren’t going to be in the store every day, I needed systems to maintain visibility and accountability. Each night, the closing employee sent me a detailed report on sales, issues and feedback. I installed security cameras to monitor the store remotely and verify open and closing times. I could also log in to our system from anywhere to review dashboards and performance data.

Cross-training was another key strategy. Every team member could handle multiple tasks, giving us flexibility and protecting against staffing gaps.

3. Hire (and keep) the right people

Finding the right manager changed everything. My first two hires were solid but didn’t stick. The third, Jennifer, joined nine months in and stayed for the rest of my ownership. She even worked with the new owner for a year after I sold the stores.

Jennifer and I were in daily contact, even when I was on the road. When I was home, I’d visit at least once a week to stay connected with the team. I didn’t work shifts, but I maintained presence. I wasn’t micromanaging — I was culture managing.

Related: Connected for Success: 4 Crucial Values of an Interconnected Organizational Culture

4. Lead the culture — even remotely

Culture doesn’t just happen — it must be shaped. We talked often about who we were as a team and what kind of environment we wanted. We trained slowly, coached consistently and gave employees the chance to lead. Their input helped us innovate, meet goals and stay aligned.

When team members proved themselves, we gave them more autonomy. That investment paid off in loyalty and performance. The stores didn’t just feel like mine — they felt like ours.

5. Let go of control (strategically)

No one ran the business exactly like I would have. No one sold as much or cared as deeply. But they didn’t have to. I learned that if the team could operate at 80% of my personal standard, that was enough for success, and it gave me space to keep speaking and open a second location.

Letting go gave others room to step up. It made Jennifer’s job easier. And it allowed me to focus on growing the business, not just running it.

6. Manage by the numbers

When you’re not on-site, metrics become your eyes and ears. I watched weekly sales, average ticket size, expenses and customer reviews religiously. I studied every P&L. I also tracked individual employee performance so Jennifer could coach in real time when needed.

She managed the floor. I managed the numbers. That structure kept everything moving, even when I was out of town.

One of the proudest moments of my franchise journey was winning the best customer service award. It wasn’t just about sales—it was about the culture we’d built. That award confirmed what I’d come to believe: franchise success isn’t about working harder. It’s about working smarter, creating systems and growing people.

The experience didn’t just strengthen my speaking content — it transformed it. I had real stories. Real wins. Real setbacks. It all added authenticity to my message. You don’t need to give up your day job to build a successful business. But you do need to take that business seriously. Put systems in place. Lead your people. Watch your numbers. And above all, trust the team you’ve built.

That’s how you grow something great — even when you’re not there to see it.