What does it take to build a successful franchise? On this episode of the Level Up Show, Scott Frith sits down with Nick Lopez to tell the story behind Lawn Doctor, his family business that has been providing lawn care services for over 50 years. His vision was to build a family of brands that shared a commitment to customer service, quality workmanship, and community involvement. When evaluating a brand to incorporate into Happinest, Scott looks for several key factors. First, the brand must have a strong reputation in the market. This can be measured through customer reviews, industry awards, and word-of-mouth referrals. Second, the brand must have a proven business model that can be scaled up through franchising. And finally, the brand must share Happinest’s core values and be committed to delivering exceptional service to customers. The platform model benefits franchise owners by providing them with a proven business model, access to best practices and training, and a support network of experienced franchisees. By pooling resources and sharing knowledge, franchise owners can achieve economies of scale and accelerate their growth. Scott has seen firsthand the difference between successful and not successful franchise owners. Tune in to find out what they are and more!
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Welcome to the Level Up Show with Nick Lopez, where we have the absolute pleasure of learning from thought leaders and business franchising and high-performance personal development. My guest most certainly goes without exception. He is the Chairman and CEO of a home service platform company called Happinest Brands. He is also the Chairman and CEO of a national franchise company with over 500 locations, which also happens to be the flagship company of Happinest Brands, Lawn Doctor. Scott Frith, welcome to the show.
Thanks, Nick. It’s a pleasure to be here.
It is a pleasure to have you on. I know personally I am going to learn a lot and level up. I have a small hope that our audience does as well. Scott, you are so well known within the franchise industry, so well respected, and rightfully so. As I mentioned in the intro here, there’s so much value that we are going to download throughout this show, but I wanted to get started by asking you about the story behind Lawn Doctor and how it was founded.
I appreciate the opportunity to tell the story. It’s a great story. It starts about five minutes from where I sit today. The founder, Tony Giordano, had a little hardware store on Main Street in Matawan, New Jersey. People were moving out from the cities to the suburbs. They had lawns. They were coming into his hardware store, buying products, and they had questions. They didn’t necessarily know how to use them.
He started having some seminars on the weekends, teaching people. Pretty quickly, he had a conversation with his friend and then future partner Bob Magda about, “Could we create a company around this and do it for people?” They created a piece of equipment. They created a process and they started franchising. That was back in 1967. We celebrated our 55-year anniversary, which was a huge milestone for the brand. That’s how we got started right down the street.
What a practical way to get started. Solving a need in the market that you see repetitively in a very similar space. Delivering service there, seeing that this is a need. I would assume that need has only grown and grown over time as the brand has matured.
We’ve moved into different services and expanded our offerings based on what customers see as valuable. It was a niche service back then. As you can imagine, 55 years ago, it was an exclusive service. Now, it’s ubiquitous. You drive down the street. You look around and you see lawn signs everywhere with lawn care service providers. It’s definitely expanded and created a huge opportunity for our franchisees.
You are the chairman and CEO of that brand. That brand has grown to well over 500 locations. It’s most certainly a household name across the United States. Take me back to when your family became involved with the brand and specifically how you became involved with the family business.
It’s interesting. My family, much like the consumers that I mentioned, we’re from Philadelphia. We moved out. My parents wanted the family to have a little bit of a different upbringing, my brother and I. We moved out to the burbs. We had a little house. My dad took a lot of pride in the home. He had no idea, as a city guy, how to take care of the lawn.
One day, a gentleman came through the neighborhood, hanging green thumb door hangers. My dad called and said, “I’d love for you to take a look at my property. I have no idea what I’m doing.” He liked what they had to say. He hires Lawn Doctor and my father is a great person, gregarious, and always making friends.
They became very good friends. They started talking about business and life. As the jobs would get done, he would always be the last job on the route. They would pull out a lawn chair and talk about life and business. That gentleman introduced him to the founder of the company, Tony Giordano. My father came in for an interview. He was hired as a director of franchise development.
I was six years old at the time. I remember the moment my father came home in his three-piece suit, excited and talking about this job. I had no idea what that all meant. We had a little laundry room. He tore that apart. We went to a local college. They were giving away desks. I remember vividly him setting up that desk that became his home office, where he started selling franchises back in 1978.
A short time later, he moved the family to New Jersey, where we’re headquartered. That started his journey through the organization. Ultimately, Tony confided in my father that he wasn’t hiring his director of development. He was hiring his successor. He wanted someone who could take the brand into the future and have it be what it could ultimately be. He saw a lot of potential.
I entered the picture when I was thirteen years old. I started working in our manufacturing plant, making a little money on the side. I was a janitor. I worked in our parts department. I built equipment and I unloaded trucks. I did everything they needed me to do. I went to undergrad. When I graduated from undergrad, the then-marketing director reached out and gave me a call. I had an English major. I had Business and Philosophy minors. He heard I was a pretty good writer. He called me and said, “I’d like you to join the team. I need some marketing materials written. I need some manuals to be written.”
It was my first paying job out of college. I jumped at it. I joined the organization. I loved every minute of it. I loved the people. It was exciting as I learned more about franchising. I loved the format and the idea of partnering with franchisees and them going out and building something special in their local communities. What started as a job, over time, became a career. I wanted to spend my life here and build something special. Initially, alongside my father, which was one of the most amazing experiences.
My dad, I’m super proud of him. He was the longest-sitting treasurer in the history of the International Franchise Association. He became the chairman of the International Franchise Association. He was inducted into the Hall of Fame. As you can imagine, I’m very proud of him. I got a front-row seat seeing him turn the organization around candidly back then from the verge of bankruptcy to being the most successful franchise in our category. I moved through the company. I held a lot of different positions. Ultimately, when my father exited in 2011 and retired after almost a 35-year career with the company, I became the CEO at that point. It’s been a storybook process for me.
Thanks for sharing that story. Those stories are so special, rare, and genuinely neat to sit in on and hear, especially from your standpoint. You reflecting back and saying that you’re proud of your father and being able to admire everything that he did, and then all of a sudden, you have the opportunity, rightfully earned, to continue that legacy that your father had started. You can’t write the American dream any better than that. That’s pretty awesome. Thank you for sharing that. Why do you think that the original founder of Lawn Doctor had looked at your dad as being the person that would take over the company? Where do you think that came from?
A couple of things. My father is unique in that he’s coming up in Philadelphia on the streets from a humble background. He had street smarts and was practical. He also had several different jobs and put himself through night school. He had this work ethic and he had an accounting background. Tony was an entrepreneur. He had multiple businesses. He’s a larger-than-life figure that I was fortunate to meet as a child. You could see he was the spark, but he saw his own limitations, which you give him credit for. He wasn’t the person to put the infrastructure in place and manage the business from a financial perspective.
Unfortunately, he had a pretty serious heart condition and he knew he wouldn’t live long enough to see the company be a national brand. He wanted to handpick his successor and make sure that his company was in good hands, and he did. Unfortunately, he passed of a heart attack. That’s when my father took over the business.
Tony had a vision for the company going national.
He had big dreams. Everything was big with Tony. He had a big vision. He went to a little workshop they were holding in a local hotel when franchising was coming into its own. He learned about the franchising format. He left that session committed to franchising the business right from the start. He was a big thinker and forward-thinking in terms of the business.
Especially because I’m sure back then, as franchising was getting in stride, it wasn’t as much home service. Nowadays, home service is hot. It’s not all that uncommon. Folks outside the industry probably don’t necessarily have a full understanding that franchising does include things beyond retail, but that’s a pretty incredible vision. What a pioneer and what an incredible story, but as you and I know, Lawn Doctor has evolved.
For those that aren’t aware, the home service platform, you’ve heard me mention it a couple of times, is the hold company for different brands. Happinest Brands is a home service hold company. The original brand was Lawn Doctor. Why Happinest? Where did that vision come about? I would assume that was your vision and where you’re taking the business. Would you mind sharing a little bit about that?
I’d be happy to. Starting with the name Happinest, it’s all about your nest is your home. It’s where you create memories, where you raise your family, and where you feel comfortable. Happy is everyone in the value chain being happy. The customer feels content in their space because everything is taken care of for them.
Looking at that, that’s the brand we created in-house. I was proud of that whole creative process to get there. In terms of the thesis or the rationale behind it, we looked at we have an amazing culture that I’m super proud of. We have a great team here. We’ve built a good infrastructure that has matured for 55 years now.
We started looking at what we built and how we thought that was special and then needs in the marketplace. I looked at the fragmentation in home services and saw that the customer was outpacing a lot of those home service providers. What they expected was I always call it the Uber, Amazon, DoorDash effect. They want it now. They want what they want.
That small mom-and-pop, which comprises a lot of home service, couldn’t keep up with that. They couldn’t deliver on that without some of the systems, relationships, and experience that an organization like ours might have. I looked at that as a real need in the marketplace, starting with the customer. We looked at the infrastructure and what we built relative to that.
The other thing that I saw that was an interesting trend was as I talked to emerging brands, I saw that there was a real need where they get to a certain point. Through passion, grit, and drive, they get to a certain place, and then they need the things we become very good at candidly. I saw this opportunity to wrap up our infrastructure and leverage our experience and capital to be a catalyst and accelerate their growth at that inflection point or that moment when they needed it most. I look at it as a win for everybody. All boats rise and we’ve been fortunate to attract some amazing people and build on that vision. We continue to do that. Moving into the future, I expect it to be much bigger and have many more partnerships.
Currently, Happinest consists of Lawn Doctor, Mosquito Hunters, and ecomaids. There’s a new brand.
We added Elite Window Cleaning, which was our first foray into international operations. They’re based in Canada. What’s great is it was an introduction through someone we had worked with. They got exposure to our culture and the things we were doing. They said, “There’s somebody that you should meet.” I take those things very seriously. I respect that someone thought enough of us to refer somebody they felt strongly was a great operator. We clicked. It worked. Their culture was great. The team that Chris Stoness built is amazing. They were like us. Every meeting we had, it’s like, “We’re the same people.”
It clicked together. We looked at the model. We liked the attributes of the model. The way they go to market, the actual operational aspects out in the field, and the unit economics are attractive. Those are some of the things that we look at, starting from the leadership and then moving to the model. We felt like it’d be a great fit. We partnered with them in October 2022 and we’ve gone through the integration process. Now, we’re getting into a full launch mode and then we’ll bring them into the US as well.
Vision is important. Values are the way in which business is done. Those are some pretty high-level nuggets for at least what I’ve implied around how you evaluate a new brand that you invite and partner with within the portfolio. What are some other factors that go into that process for determining? You also mentioned unit economics. Those needs are important. How do you go about that process beyond that context for welcoming a new brand?
I’d start all the way at the top. As you mentioned, home service. We’re disciplined about you’ve seen other organizations drift out of their lane, in my opinion, and maybe go a little too broad and say, “Franchising is franchising.” That’s not my personal approach or opinion with respect to their strategy. We’re only going to be focused on home service. There might be some overlap with commercial, but the core of the business is going to be home service. For specific reasons, we’re certainly pretty disciplined about the categories we want to operate in. We look at that. We look for brands we like. What does the brand look like? How does it feel? I think it’s amazing.
Your brand is a great example. We were talking before we got started here. I love the line brand. I love what it looks like, what it says, and what it stands for. We look at that. That’s important to us because we want to build hundreds of locations. That brand is going to be in the marketplace and a household name when we’re done with our process, so to speak. That’s important to us.
I go back to what you said. The leader is the biggest component. Our model is very much to partner with the leader and grow it into the future. Candidly, if there isn’t a person who wants to stay in the brand for quite a long period of time and grow it alongside us and with us, it’s probably not going to be a fit for us because they know it inside and out. They understand what the drivers are. We can’t be experts in every single industry when we’re in 15 or 20 different industries. We’re going to rely on that leader.
They’re the face of the brand and they’re going to build those relationships with franchisees that are so critical. It definitely starts and ends with the leader. Unit economics is one of the more important things as well because it doesn’t have to work perfectly initially. You understand there are sometimes some challenges with emerging brands and how the units operate in unit economics.
We’ve been there ourselves candidly. In looking at it, if you change some things, could it work for the franchisee? If it doesn’t work for the franchisee, then it’s not going to work for the franchisor long term. It doesn’t have to be perfect, but yet you have to look at it and understand what changes would you make to the way the unit operates to make sure that it’s financially advantageous for the franchisee, particularly at scale.
We look at what are the developmental opportunities in the organization as a whole and whether we can add value there. If we can’t add value to the entrepreneur, to the franchisee, and generally, to the brand, we won’t be delivering what everyone expects. There’s a list of things that we look at. Franchise development capability is certainly one of the things that we feel we can add value. Marketing is an area in shared services where we feel we can add value. Call center operations, research and development, and manufacturing are some other areas as well. We look at what are the strengths and weaknesses and how we can complement what the teams are already good at, and add value in a broader way.
Those are core competencies there. Franchise development, marketing, operational excellence. We can come in and surround an emerging brand with those core competencies and level up its business model. An emerging brand isn’t going to have everything figured out. Through your 55 years of experience around all of those different aspects, specifically in home service, you’re working in a space that’s very similar. A new brand being welcomed to the Happinest portfolio is going to be welcomed with that immediate boost to take the brand to the next level, and ultimately get it on the path of becoming a household name.
To that point, you mentioned, “We’re working with specifically the founders. They know the business intimately.” What are some scenarios and examples of the current portfolio of some founders that have joined Happinest Brands? What does that relationship look like? Can you share a little bit about that?
Andy Fuller with Mosquito Hunters was our first partner. I always say to Andy, “You are the best first partner I could have ever asked for.” He is incredibly smart. He’s hardworking and open-minded. He’s a good person who cares about his franchisees. We were introduced, fortunately, through a mutual friend in franchising who said, “Why don’t you guys connect and start a conversation?”
What started is how we could help one another. At a point, we said, “Let’s start to talk more seriously about a partnership.” I will say the relationship has been amazing. He’s been growing as a leader. We always look at a leader and say could they run a $100 million-plus franchise organization? There is no doubt in my mind that Andy Fuller can and will, and potentially multiple brands.
To see his development has been incredibly rewarding for me. I consider him a friend. I’m happy for him and his success. He would say it’s probably one of the better decisions that he’s made in his life from a business perspective. That’s the relationship we want to have. There are some things like I did back-of-the-envelope calculations. We’ve got about 1,000 years of experience across every employee in the company. There’s some value that comes with that.
The entrepreneur who bootstrapped it is delivering a lot of value to us too. They’re innovating. They think about things differently. Andy is a perfect example of bringing things that are going to push us a little bit in a direction where maybe we wouldn’t have otherwise. It’s a win-win. I see that relationship unfolding in many cases. That’d be an example of a good relationship and what that could look like.
We were talking about it a little bit before the show. You think about institutionalizing something versus innovation and those two coming together. You have 1,000 years of collective experience crossing paths in the hallways with that founder and entrepreneur that is leaning toward being very innovative. I’m sure that that creates some pretty incredible collisions of the minds there. That sounds like you’re managing a lot of that standardizing and then trying not to contain innovation. You can kill a lot of creativity by putting parameters in boxes. That’s what makes a business great. It’s those systems and processes. I could see that being a pretty neat process. It’s two different sides of the brain.
It’s fun and has delivered more value than even I expected initially. Entrepreneurs who start their own thing, build it, and are excited about seeing it become a national brand are wired a certain way. You need to harness that in a positive way. You can’t constrain it. It’s great to see entrepreneurs run but then run with a lot of support and some guardrails that bring us all back together. It’s been a lot of fun. I’ve learned a ton. The business and the emerging brands have benefited from that whole process. It’s pretty powerful.
What’s the vision for Happinest Brands? Where is it going?
Our vision is to partner with passionate entrepreneurs to build iconic brands. It’s right down the center of the fairway of what we’re talking about. We want to bring in this passionate entrepreneur and build iconic brands where maybe they got to 10, 20, 30, or 50 locations, and now let’s get to 500 or 750 together. That partnership, the vision works at that level. It’s also at the franchise level.
Partnering with that passionate entrepreneur, that franchisee who signs a franchise agreement and wants to create something special for their family, generate income and build an asset. We want to partner with them to be part of this brand story too so we’re building out footprints and franchise locations across the country.
The vision is to stay very focused on partnering with the right people and building iconic brands where you look back at Mosquito Hunters years from now and it’s at the same level as a Lawn Doctor, ecomaids, and an Elite. It’s a household name. It’s well respected. I feel like if we accomplish that, we’ve done quite a bit.
That’s a very disciplined and practical vision that, compounded over time, is going to generate some pretty incredible impact in communities, specifically in home service and providing jobs and services to customers. That’s incredible. From numbers or a finite standpoint, if we were to speed up twenty years from now, what does Happinest Brands look like? Have you given that any thought? What does that look like?
Certainly, we want to have thousands of franchisees. We think about $100 million-plus businesses in every vertical. You think about thousands of franchisees on that magnitude. I think the sky is the limit. We’re practically about how we want to grow each year and then looking ten years out because this is a long-range play. It’s generally on that magnitude. I’d go back to something that you said there about creating value. Our purpose is to change lives one Happinest at a time. What that means is at every level, the customer level, we want them to be happy. The franchisee, we’re helping change their lives through the model and value we’re creating there.
Our employees here, the stakeholders in the larger organization, everybody is winning in that process. What I’ve discovered in my journey in franchising over almost 30 years is that’s my why. My personal why is lifting people up and franchising provides what I believe is one of the best formats to do that. We can’t do it for the franchisee, as you well know, but we can create a path and a model and support all the tools and resources to help them get to where they want. If everybody wins in that value chain, that’s a recipe for a very successful enterprise, but also has a positive impact on people.
I don’t think it can be said any better than that. That’s very impactful on a personal level, but it has so many implications that are positive in so many different ways. Something you mentioned a couple of times was the $100 million mark for one brand. Why is that a number that stands out?
It’s an easy number to gravitate to and to understand and wrap your head around. At that level, certainly, we’ll see brands be much larger than that. There’s a leadership capability that is necessary as you scale to that level where you’re managing teams and you’re managing departments. That’s what most entrepreneurs want. You started as a one-person operation doing everything. Typically, you started with a corporate location in the local community. You figured some things out and then moved into franchising to have the brand become something bigger.
You were in two different worlds. You’re managing a local operation and you were learning franchising and managing that typically with a very small team, if any team members. This notion of getting to a level where you have that level of infrastructure at a brand level makes sense for us as a larger organization where it’s a meaningful enterprise. It makes sense for the entrepreneur that when you’re leading a business at that magnitude, you’ve sharpened your saw and become a better leader. I like it from both of those perspectives.
The skill level and the impact are a milestone in a business journey. If you compound the focus on a lot of the core elements that you’ve mentioned, I would assume and this is hypothetical, but there are ten-plus brands. If they’re all doing $100 million-plus, have you ever thought about the number $1 billion in system-wide?
Absolutely. I want to have at least a billion-dollar organization. That’s another very clear lighthouse out there in the distance that’s guiding us. A billion-dollar enterprise would be quite an accomplishment for us. I think we’ll get there and beyond.
I take it to the numbers because it’s practical, but the approach and the way of doing business. I love how you mentioned one Happinest at a time. You take it to the consumer and that’s what it’s all about. No matter the home service brand within Happinest, it’s going to come down to the process, systems, and synergy around competing and delivering incredible value for that consumer.
Along the way, it’s transforming franchise owners’ and employees’ lives. It’s impacting the community. Each brand, project by project, is delivering a world-class service. As you mentioned at the beginning of our combo, it is within a very fragmented industry in home service. Bringing that collective thousand years of brain power to support and unite with that franchise owner, download the process and the systems, and ultimately, get out in the marketplace, and deliver one Happinest at a time.
Day after day consistency, that consistency of behavior, and the outcome that comes from that just compound. All of a sudden, you pick your head up and you start seeing some of these impactful milestones and lighthouses. Those fun accomplishments that the world can appreciate and receive as value along the way, that’s entrepreneurship. That’s business. That’s the American dream.
Scott, I wanted to have you on because your story is so incredible and your organization is incredible. Thanks for sharing this incredible knowledge. I want to change gears a little bit and talk about the franchise owner. This is why we are in business. It’s to award franchises to capable franchise owners for our particular systems and help change their life. What do you notice as some themes of a successful franchise owner versus a franchise owner that may not be successful?
You’re always in search of that perfect avatar, identifying exactly what that perfect franchisee looks like. Even when you’re deliberate, candidly, you can vary a little and you could see success on different sides of it and you could drift too much and maybe get outside your lane and not have success. That’s being very practical and authentic.
Positive attributes and resilience are absolutely essential in any business, particularly in home service. It’s hard. We don’t shy away from that. We lean into that and say, “This is a good business across every brand that we have, but it’s very hard from day one to get that to scale.” You have to be willing to do the hard work day in and day out to get to that point, to accomplish what you want, to have the lifestyle that you want, the flexibility, and some of the reasons why you got in on the front end.
We over-communicate that you’re going to hit these barriers. We need you to be resilient and break through them with all of our support. Positivity is an absolute requirement for me to be part of our company at all. Positive people have a vibe. You walk into a meeting and you feel good about it. In any conversation, you can figure almost anything out if you’re like-minded and you’ve got a positive attitude. I want people to be positive who are part of this organization. It translates to the teams at a local franchise level. It translates then from there out to the customer. That’s important.
Being very good at execution, you have to do the work. If you overthink things and you don’t execute the model, you’re going to fall behind. I always say, “Fall forward. Don’t fall backward.” Even if you make a mistake, have some forward momentum because you’re trying to accomplish something. Those are some of the important things that I see in franchisees. You also have to be open-minded and willing. I’ll throw that.
You always hear, “Follow the system.” To me, it is inherent. You have to be open to, “Respectfully, we’ve been doing this for a period of time. The model works. Let it work and be open-minded to that way of doing things.” That may be perfect and refined at a local level once you have the basics down. Those would be the things I would point to.
Much of what you said was the soft skills. I didn’t know if that’s where you were going to go with it. I thought you might talk about background, credentials, and things of that sort, but you started off with resilience and positivity, and then you hit on execution. I wouldn’t have predicted you to go that route either, even if you were going soft skills.
Being resilient and having that fortitude to break ceilings is an incredible attribute because, in business, especially in franchise ownership, in many cases, we have owners joining that have never run a business before. They’re not only learning a new industry but they’re learning how to be a business owner. They’re entering that dynamic with so much optimism toward fulfilling their American dream rightfully so.
What business ownership provides is so many benefits. You say, “Let me set the expectations. The expectations are that you’re going to have the support. You’re going to have a viable business opportunity. You’re going deliver incredible value, but you need to be resilient to the ceilings that you need to break, learning how to be a business owner, and learning a new industry.”
Anytime something is new, there’s going to be uncertainties, which means there’s going to be fear because you don’t know what’s coming around the corner. You’re navigating so much that is not rainbows and butterflies per se. It’s it is not easy. In home services, in particular, it is a unique muscle and skill that have developed. When you’ve never done it before, you need to be resilient.
I would say, “We’re the same people before you sign the franchise agreement and after.” We’re not going to sell you upfront that this is perfect and there’s going to be no challenges, etc., and then you get to the other side and you’re like, “This doesn’t feel right.” We’re candid in everything that we do. If you’re not the right fit and don’t move forward because the work is too hard, I’d rather we have that discussion beforehand than after. It saves pain on the part of the franchisee. We’re about lifting people up.
I think you have to be transparent about the journey. Let’s talk about the positives. When you get to scale in home service, you generally have recurring revenue in our models. You have an expansion of profit margins. You have lots of add-on services that can take that recurring revenue and increase that margin even more. You start to build an infrastructure and you have more flexibility.
There are so many other things that I could add to that, but it’s the first part of the journey to get to that ultimate spot. We’re fortunate now with the Lawn Doctor journey in particular that we have a lot of franchisees who have gotten to that place after the initial period there. We’re always going to be authentic and be the same before you sign a franchise agreement after and through the life of our franchise relationship.
Thanks for adding that additional context. It’s very rewarding, but expectation setting is such an honorable way of doing business, I commend you for that. I could talk to you for hours and hours, but you have an incredible organization to get back to. My final question for you is why do you love franchising so much?
I am incredibly passionate about franchising. I mentioned to you when I was younger and I was starting the business, it was a job at first. It became a career. The thing that I loved more than anything else was when I started to understand what franchising was. To me, it’s a brand. It’s an operating system. It’s training and support from the franchisor. It’s the passion and capital of the franchisee on the ground who’s going to execute the model to build something special for themselves and their family.
The synergy of that is there is nothing more powerful in business to me than the synergy that’s created in an authentic franchise relationship. That’s why it resonated with me as a young person starting in franchising. I have the same passion now, even more so about the model of franchising. I love what it does for people’s lives.
If you look at Lawn Doctor in particular, because of the amount of time we’ve been doing it, we have franchisees who have been with us for 30 to 40 years. We have second-generation operators who I remember when the parents started, and now the children are taking over very successful businesses. I’m in the process of visiting a number of our largest Lawn Doctor franchisees across the country, having returned from three.
To sit with them in their space and hear where they started with nothing, and to then look around and see the business they built and their lifestyle, what they’re able to do, they did it through a lot of hard work. I’d like to think we were a small part of that story too. When I come back, I tell the team here the stories and the conversations and what it was like to be in their space. It’s a special moment for me to talk about where these franchisees have moved to based on the power of franchising, and that’s the way it should be.
The synergy of the core of franchising is being in business together, and those mutually beneficial aspects are coming together. Scott, you communicated it beautifully. What an incredible conversation. I truly feel blessed to have had this conversation with you. I know our audience most certainly leveled up at a small inkling that they would and blew the ceiling off this thing. If anyone would like to reach out to you maybe about referring or potentially having discussions with you about joining the Happiest Family as an entrepreneur, a new brand, or maybe a franchise partner, just anybody in general, how can they get in touch with you?
Certainly, they can find me Scott Frith on LinkedIn and connect with me there or on Happinest.com. There’s an opportunity there to reach out and connect to us through the website as well.
I most certainly suggest that you reach out to Scott if anything that he has mentioned resonates with you. Please, subscribe to this channel. It’s how we’re able to continue to grow and share valuable information, like the info we received from Scott. Like the video and contribute to the conversation. Drop some com comments. We covered so many incredible conversation points. We’d love to hear your thoughts. As always, level up.
Nick, thank you for the opportunity. It was great to be with you.
Thanks, Scott.
Scott Frith is a seasoned professional with over 20 years of experience in the consumer services industry. Throughout his career, Scott has honed his expertise in a wide range of specialties including strategic planning, leadership, performance improvement, consumer research, product development, advertising planning and implementation, and market and competitive analysis.
His innovative approach to problem-solving and deep understanding of market trends and consumer behavior have made him a trusted advisor to leading brands seeking to stay ahead of the curve.
Scott’s track record of success in delivering impactful business results has made him a highly sought-after leader and a respected voice in the industry. Whether it’s driving growth, launching new products, or navigating complex competitive landscapes, Scott has the expertise and the vision to help companies succeed in today’s rapidly changing market.