With a contagious passion, Greg says: “I could walk in any Taco Bell and everything was uniform – the same policies, the same procedures, the same manuals. I thought it was brilliant! And then I thought, ‘This is something I could do!’”
From his own experience and over time, Greg Mohr realized that consistency, simplicity, and systematic implementation are key to successful franchising. His drive for this line of work comes from understanding that franchise isn’t about selling products but about offering standardized processes to achieve proven success.
At Franchise Maven, Greg’s job now involves guiding and helping clients build a franchising strategy tailored to their own unique situations. His focus is on finding the most suitable franchise brand, culture, and operating models for them to reach their goals. He’s worked with a wide range of industries, so he can draw upon a lot of varied experience when guiding each client through their journey into franchising.
During this process, he’ll consider the unique strengths and passions of the client, market demands, financial investment required, profitability, support from franchisors, and the overall reputation of the franchisor. All of these components, he says, are part of the secret sauce of franchise success.
Whether you are considering franchising as a way to start your entrepreneurial journey, or are looking to grow your existing business through this model, Greg Mohr’s wealth of experience makes him an invaluable resource. And the fact that he still considers franchising as something ‘so cool’ makes the journey of establishing yourself in the franchise market an exciting one.
His professional advice is paired with real-life experience and personal stories to ensure that the advice is not just practical, but also motivational. From humble beginnings to finding your franchise ‘fit’, there is so much to learn from Greg. With Franchise Maven, you’re in safe, experienced, and passionate hands. Stay tuned for more insights from this industry maven!
Welcome to the show where we have the absolute pleasure of learning from thought leaders in business, franchising, and high-performance personal development. The guest for this episode most certainly goes without exception. He is a very talented franchise consultant. He’s been in the franchise space for many years. He owns Franchise Maven and is an incredible individual. He is a part of the world’s largest franchise consulting network in IFPG. Gregory Mohr, welcome to the show,
Nick, it’s an honor to be here. Thank you for having me.
Let’s get into the conversation. You have so much expertise in the franchise space. I want to share it with the audience and help them level up in terms of their understanding of the franchise space. Many people don’t understand franchising and what it’s all about. Hopefully, you and I can shed some light on the franchise space.
A lot of people think that franchising is McDonald’s or Burger King, those quick service restaurants or fast food chains that we all think of. That’s what you think of in most cases when you’re not in the franchise space. Franchising is not even an industry. It’s a growth vehicle. It’s a model. Yet, most folks within the space don’t even realize that and call it an industry.
My point is that the more we can talk about franchising and get the message out there, it improves everybody’s experience with franchises. There’s no going back to the marketplace without franchises. Franchising is becoming more of the go-to method for local companies to take their unique, innovative, and value-driven products and services to the marketplace. I can speak to it. It’s a great model for entrepreneurship. A lot of folks don’t raise their hands and say, “I’m going to get into franchising.”
Franchising has a way of finding you. I want to end by saying that franchising comes in many different forms. As long as it’s legal, moral, ethical, and makes money, it could be franchised. That means that a painting service like LIME, a roofing company, or a window cleaning company are all businesses that can be franchised and not what you would normally think of as a franchise. How did franchising find you?
Back in high school, like a lot of us, we got jobs at fast food places. My first job at a fast food place was at Taco Bell. I stayed with Taco Bell for a while. That was back in the late ‘70s. I moved up in the Taco Bell world and started managing restaurants. Unbeknownst to me at the time, the person I was managing the restaurants for, Kathy, was a master franchisor for Taco Bell. She had about 50 Taco Bells throughout Sacramento, California. It was cool.
I didn’t know anything about franchising. I never heard about franchising at that point in time. I didn’t even realize McDonald’s was a franchise or anything like that. They don’t teach that sort of thing in high school or at least not back then. I moved up and started managing her different restaurants, building up the sales, building up the morale of the people, and doing that. I thought, “This is great. I can walk into any Taco Bell I want.” It’s going to be the same thing, policies, procedures, and manuals. You do everything the same. I thought, “This is the greatest thing in the world. This is so cool.” That’s where I got my first start.
After that, I went on to manage other restaurants for about fifteen years. I became a microelectronic circuit engineer for a while. I did that for about fifteen years and then got laid off. It was the best thing that ever happened to me. I said, “That franchising thing was great.” While I was an engineer, a friend of mine and I bought dry cleaners. We had storage units in there and some rental properties.
I could tell you that running that dry cleaners with me and him knowing nothing about dry cleaners. It was a privately owned business. We had to teach ourselves everything about that and that was a lot of work. After I got laid off, I sold everything to him. He got laid off before me so he wanted to take over the whole business. I sold my part back to him and decided, “I got to get back into that franchising thing again. That was a lot of fun.”
I was like, “I don’t have the latest, greatest idea. I don’t want to do it all by myself again,” like we did with the dry cleaners. That was way too much trying to figure things out on your own. I went out there and got a happy click. I clicked on every single franchise that looked good to me. I had lots of people calling me all over the place, all these franchise development people. It was very confusing and mind-boggling. You’re sitting there at the coffee table. You got all these different papers hanging out and trying to figure out which one’s best.
Finally, I got a hold of a franchise consultant who said, “Put everything on hold. Stop what you’re doing. Let’s take a look at it. Where have you been? Where are you now? Where do you want to be?” He found me a great franchise to get into. It was the Schooley Mitchell Telecommunications Consulting franchise. I did that for a while. I hit all the targets. I got to do what I wanted to do when I wanted to do it. I worked at my own pace and speed. I worked from home. I thought, “This is even better than I thought.”
Schooley was awesome. He taught you how to do everything. I said, “If this is what franchising is all about, I’ve got to tell other people about it.” I sold that one off and went back to my franchise consultant friend and said, “What do you do? I want to know what you do. I don’t want to talk to other people throughout the world and help them get into franchising as well.”
How many brands are there in total in the franchise space?
There are about 4,000 or 5,000 different franchise brands throughout the United States.
That’s about what I was thinking, somewhere in the mid-4,000s. That’s a big landscape to navigate if you’re not familiar with the franchise world. How does that process start if I’m embarking on entrepreneurship through franchising? It’s a great vehicle for somebody to take a vetted proven model to other markets. To your point, you might not be in the right time of your life to be in startup mode and competing against the marketplace that has proven out the model.
You have to break through and take the arrows in the back. That’s time, money, and resources that not everybody has an interest in doing. You can shortcut that and join an organization that has established the process for, “What does it take to win in the marketplace? What does the technology and marketing look like? How does the model work? What drives revenue and profitability?” There’s confidence all across the country in those different points.
Even better, you have a cohort and partners that have either been there, done it, and can help you or are going through it and you can relate to in the process. It’s a great model for jump-starting your path into franchising or business ownership, the American dream. I am looking to embark on this road of franchising. Where do I start? There are 4,000 brands. As a franchise consultant, what would be your advice?
Start interviewing different franchise consultants. Unless you’ve got the time to do it or you got laid off like I did and you do not want to go to do it yourself, it’s still a pain when you do it that way. If you don’t have it, then find franchise consultants out there who have been around for a few years. I’d prefer that you come to me and let me do it for you but I realize there are other franchise consultants out there as well. Interview a few of them and see which one you like best.
Keep in mind that franchise consultants are paid by the franchisors. You decide to invest in a franchise they introduce you to. Our services to you out there are free on that. All the franchise consultants are that way. Find ones that have the experience that have been around for a while. Interview a few of them and see which one you like best. The process itself, from my experience, is painful when you try, go out there, and do it yourself. We do a lot of the back office-type stuff for you. It is a done-for-you service.
You’ve got to look at things like what’s your net worth, what is the franchise, what is their net worth requirement there, what is your skillset, and what is the skillset required by the franchisor. It is so we have an idea of who the franchisors were looking for in a successful franchisee. All we have to do is figure out what you are looking for in a successful franchise.
If you’re going out there looking for franchises, probably get with a consultant unless you have a lot of time on your hands to do it yourself. If so, then there are two things to consider if you want to do it yourself. One is when you’re looking at the brands, look at their longevity. It is how many times that they’ve repeated themselves over and over again. There are some things to be said about going with an emerging brand or a newer brand. There’s going to be a lot of territory open on that.
You generally get to work directly with the person who created the franchise. There are good points about emerging brands. They haven’t repeated it as much as some of the ones like, for instance, LIME Painting which has repeated it 85 times. They’ve done it many times. You’ve got more of a sense of security when you know they’ve repeated it in many different cities and states before. Those are the things to look for there and decide where it is that you want to go. The best advice would be to find a franchise consultant. Interview a few of them and see which ones you like best.
There are many different services and industries in franchising. Being in the latter part of 2023, what do you feel are some hot industries in 2024? For somebody looking into business ownership through franchising, what should they keep an eye out for in 2024?
Medical services and home services are the two industries where I see it mostly taking off on there. After the big COVID scare and everybody having to close down some of their brick-and-mortar places for a while if they weren’t essential services, it put fear into everybody. A lot of those that were the brick-and-mortar that had to close down came up with some other ideas and kept business going. A lot of the franchises and industries kept it going and did a good job. I see more people leaning towards more of the essential services that never shut down. They’re always going to be there and in need of that.
The medical services have always been a good one. The home services brands took off during the COVID period with that. Everybody’s staying at home and not going on vacation. They’re looking at their house going, “I’m not spending any money on vacation.” They got all this money lying around and they’re like, “This house looks like it could need some help. I can’t do it myself. I don’t know how but let’s get something done on that.” It seems to be cascading and there seems to be more people. Those are the industries that I see. Essential services, medical services, and home services are good, strong industries. There are a lot of good, strong brands out there in those industries.
What are some industries that used to be hot that maybe aren’t as much?
For a while there, we had a lot of yogurt shops. They seemed to be popping up all over the place there a few years back. It was way before COVID. Every time I turned around, a new yogurt shop would pop up on that. Eventually, my funding partner said, “Don’t bring us any more yogurt shops because we get too many of them that are closing up on that.” I then don’t see as many yogurt shops. Some of them came. Some of them went on that. That was a big fad for a while and I saw that faded away. There are a few of the best ones that held out but for the most part, they went away.
What an interesting phase there. What about industries that are established? They’ve been hot but that’s not the case.
Restaurants have always been popular. In the restaurant business, a lot of people like to get into that. That’s what we see when we drive around all the time. That’s what we relate to in general. We see all the restaurants, McDonald’s, Taco Bells, Burger Kings, and that sort of thing. There are a lot of people that when I first got started in the business several years ago, the first thing they’d come to me was, “I want a restaurant.”
Like the yogurt shops, a lot of restaurants came and went. They were pretty hot for a while and a lot of people got into them. As we started educating people, they came to realize that there was more to the franchising world than restaurants. We have a few good solid ones that have hung on and they keep going strong. That was another one that was good for a while but people are getting away from that a little bit.
I’m holding back. You’re an encyclopedia of information. Being in the space for a decade, obsessing about it, networking, and speaking to thought leaders within the space, you start to build that encyclopedia or the industry. It is such an advantage when you can even relate. You’re clicking around trying to find businesses and stumble upon a franchise consultant. Ultimately, it changes your life. Here you are in the franchise world helping others do the same thing.
I would like to ask you something that I would assume most folks care about. That is how do I understand what makes up a good business? Once you understand, “I’ve navigated these 40-something-hundred brands. What industries are solid investment avenues?” Since you’re assessing and working with brands, what are those high-level things that you would want to make sure are checked off your list?
First off, what is that franchise going to do for you to help you get clients? That’s the main important thing there. You’re not going to get any money if you don’t get any clients. Second thing, what is that franchise going to do for you to help you get workers or employees? That’s important too. Bringing the clients in is good but you have to have somebody to help them out. How are they going to do that?
When we start looking at that, we start looking at the differences between the franchises. If you have a brick-and-mortar franchise, what are they going to do for the grand opening? Do they have a membership model? What do those things look like? If you’re going into a service industry, an important one, do they have a call center? Are they giving quotes over the phone? Are they setting appointments for you? Look at the things that they’re going to help you with. They’re going to help you grow your business.
That’s the whole idea behind getting into a franchise. You never have to wonder, “What do I do next?” You should have that plan laid out for you. Look at how that franchise is going to help you grow your business, get clients, and get employees. If it’s a brick-and-mortar, the other thing they consider too is you are not necessarily a real estate person. You need a good real estate team that’s going to go out there and find that location for you.
In addition to finding that location for you, you’re generally not going to buy it so you’re going to lease it. You’re not necessarily a lease expert so you need somebody who’s going to do a good lease negotiation for you. You may not think that if you go into a strip mall, you want to make certain in your lease agreement that the lessor is not going to put another business that’s the same as yours inside the same strip mall. That would be bad. You need somebody that’s going to do that for you.
Site location and lease negotiation are important. For the service industry, it is driving people to you when that need arises. Your clients don’t necessarily know you exist until they need you. We don’t know about them either. When I educate my folks on the service industry, they’ve never had to deal with any of those things so they don’t know. You need a good franchise system to drive people to you when a need arises, answer the phone for you, the quotes, and schedule appointments. Those are all important things to look for.
What drives the business? As a result, what support, tools, and resources are surrounding those components? If they’re not talked about and laid out during discovery, you should probably be scratching your head or realizing that you’re going to be figuring them out.
That’s correct. That’s one thing to think about. Are you going to be the one doing it? Is somebody else going to be the one doing it? How are they going to help you do it? How much is it going to cost? You got to lay out all those costs in line and there. The royalties are going to change. Royalties vary between 5% and 10%. One of the things that you’re going to be considering when you’re getting into that franchise is, “Is that royalty fee worth it? What am I getting for it?”
The franchise fee is a one-time thing to get to know the business, get you trained on all the systems, and get you going to start the business. It’s that royalty fee that’s going to vary a little bit. You’ve got to make certain that it is worth what you’re paying for it. Not only are you looking at all those things but then in addition to that, you’re talking to other franchisees before you sign any agreements and finding out from them whether that royalty fee is worth it. What is that franchisor giving you? What are those royalty fees? Is it worth it to you? Would you do it all over again?
You’re like, “What is this business model’s winning formula? What are the tools, resources, and support around that winning formula? What drives it? Does it line up with my skills and the lifestyle that I envision for myself? Do I see myself doing it day in, day out, the day in the life? Culturally, does this seem like an organization that I want to be a part of?” Once you’ve figured all that out, or at least as you’re pursuing figuring that out, speak to the folks within the organization around those points. Make sure that they align with what your expectations are or better strengthen your expectations.
Business ownership is that. It comes with making sure that the light is turned on or off and working to make sure that the floors are clean. At the end of the day, if your name is on the business, those things fall on your shoulders. That’s business ownership. If you don’t want to be the one doing that, you’re going to be building a team. Business ownership is business ownership.
You’re going to figure out which widget or model based on culture and everything that we talked about like the day in the life and skills align with your interests and who you are. There’s the reality of business ownership. That is exciting and a path for creating your legacy. That’s the American dream. Can you speak a little bit about the execution? Once you’re inside an organization, you’re living out the culture and building your business. What are some tips to be successful once you’re an owner building your empire?
That starts with when you’re going through the process of investigating that franchise. You expect that franchisor to help you out. That’s what it’s all about. Franchisors have that plan of action. They’ve repeated it many times. They’ve done it and they’re good with them. One other thing that you’re doing when you’re talking with those franchisees is finding out, validating, and verifying all that information. You are making friends.
Most of the franchises in the US have protected territories. No other franchisee will come in that territory so no other franchisee is competing with you. These are your friends out there. The franchisor is going to help you but these friends that you make along the way are going to be the ones that are going to be helping you too. You’re going to generally meet with them at least once a year. A franchise has a convention at least once a year. Everybody gets together, talks about the industry, and talks about where the business is going.
When you first get into that organization, go back to all those people that you talk to while you’re validating that and you’re deciding whether or not you want to become a franchisee. Get together with those folks on a regular basis. Find out what they’ve done. Everybody loves to share ideas because as a whole, you’re going to grow with that organization and build that organization up together as a team. One of the reasons why you get into a franchise is so you can become part of the team so you’re not doing it by yourself.
My first advice is to get back with those people that you talk to, those other franchisees. Find out from them, especially the ones that have first started and still remember clearly in their head what they did, good things to do and good things not to do. Get together with them and meet with them over the phone, Zoom meeting, or something like that on a regular basis. Have them help you grow as well as a franchisor who’s going to help you grow.
That is most certainly the secret sauce of a franchise, collaborating and being a part of the direction that the brand rose toward. The marketplace is constantly changing. The economy’s changing. There are different regulations evolving and trends. You name it. There’s employment. When we talked about regulation, interest rates could affect different things like unemployment and the result of a business. As a brand, you have to navigate that or you’re going to be like Kodak. They didn’t navigate changing trends in technology toward being online and stayed more print.
As a franchise partner, you are growing brand enterprise value with other owners. You have the same objective to increase enterprise value. That is the secret sauce of a franchise. Frankly, that is the most exciting part of being in a franchise model. I always love the example of McDonald’s. A franchise owner created the entire breakfast menu in the quick service space. It started with a breakfast item. There are so many different items on the McDonald’s menu that franchise owners created. That is the collective genius of a franchise organization. Do you ever speak to your clients about franchise advisory councils?
Yeah, quite often on that one. To your point there about the McDonald’s franchisees creating new menu items, that’s one of the other things that I talk to people about. Not only the advisory councils and getting together with others to contemplate new ideas but a lot of people come and say, “I’m stuck in a franchise. I’m stuck doing this one thing over and over again. I can’t be creative there.” That’s not the case. You are creating something new. You can be creative and try new things there. The franchisors will allow you to do it.
At first probably is not the best time in the world when you first get in there to start trying new things. You want to get used to the system first and know how things operate. You can be very creative. There are franchisees there so especially going on the advisory councils and talking together about what they are asking and looking for that you may not already have that you can try something different. You’re allowed to be very creative there with the guidance of the other franchisees and the franchisor but you could still be creative and innovative in your franchise.
There should be a feedback loop from the field to the home office. There should be a process for beta, surveying, refining, and innovating because the marketplace is competitive. If the brand is not continuing to evolve and bring more value to the client, somebody else is. The franchise owners are on the ground level interacting with customers.
That is where the magic is happening. You don’t come in to save the organization on day one. There’s a heart of humility in coaching and being a sponge that you go through most certainly your first six months. There is a big confidence in being in stride that happens in month 6 but even a bigger one at month 24 two years in. You want to master the blueprint that was laid out in front of you that you invested in.
Focusing on that initially, to your point, you want to get good at the business model and double down on that. Frankly, that’s where the organization’s resources are put. They’re all built around the model. As you’re building and scaling your team, if you’re doing your version of the model, there are diminishing returns as you scale because it’s not the model. In many cases, that doesn’t turn out well because it’s not the business. You might as well go run your company in a different industry that is not franchising.
Once you’re fully aligned and you are executing the model, that’s where being on the ground level and having an eye for creativity or innovation is important. It doesn’t have to be big things. It’s a lot of the small things that add up over time that create that momentum for a company. It’s a combination of a lot of those small tweaks. There’s never a magic blue pill.
Some of the franchises, even when you’re first starting, will allow you to do something different. I had a lady over who was in the Las Vegas area. She got into a tutoring-type and daycare-type franchise. She was working in the gaming industries as well as hotels and restaurants. She said, “You’re not hitting up any of the hotels or motels in the Las Vegas area.” They said, “If you want to go do that, that’s not our model. If you want to go do that, more power to you. Have at it.”
She did. It didn’t work so she went back to doing what they said, “This is the model that works. This is what we’ve proven out.” She took off and that was it. It goes to the franchisors that are like, “We’ll let you do other things on that.” When you begin sticking with the model is the way to go. Once you have that system down, then start thinking outside the box.
Speaking to our organization, our franchise owners are breaking ceilings and most certainly doing all these things. They are innovating and pursuing the boundaries of the model. We have our core model that we do very well that’s very refined. There are those outskirts of the business that can be maybe five years from viewed as one of those core things that we do. There are franchise owners pushing the boundaries of the model.
That’s what we’re speaking to. That’s that two-way partnership of a franchisor, home office, and franchise partners. It’s the collective efforts of growing enterprise value. A part of your due diligence is that you want to have an eye for, “Does this organization have that perspective and have the mechanisms to allow for healthy collaboration?”
In this context, it’s pivotal because once you’re paying those franchise fees, you’re going to think differently. You’re going to want a seat at the table. You should have a seat at the table and you should be contributing to the direction of the brand. It’s another one of those important things to be evaluating as you’re assessing this exciting process and even more reason why you should be working with somebody like Greg.
There are a lot of the things that we look at and a lot of the things I make certain that my people look at as well. I’ve got a list of questions for my folks for the franchisors and the franchisees on there. Those are some of the questions that I’ll have for you to ask them. It is making certain that you’re checking off those boxes and getting those things answered. How far from the organization can you be? If it’s a huge one, are they going to tell you, “This is the way it’s going to be done. There’s no other way to do it. We don’t want you deviating?” Make sure you’re okay with that if that’s the way you want to go. There’s not necessarily anything wrong with it but make sure you’re okay with that.
If you want to be more innovative, then as you’re asking those questions, find out how much innovation you are allowed and what kind of advisor councils they have for making changes there if that’s the way you want to go. Everybody’s different. Everybody’s got different ideas on how they want to run their business. Make certain that your values and culture align with what you’re looking for.
It’s a two-way street. Remember, you’re evaluating different brands but the best brands are evaluating you and you want to be aware of that. I want to ask you. What are some tips for being accepted by a brand?
The biggest thing that you can do is to be yourself when you’re going out there to be accepted by that brand because they’re looking for you. They’re looking for that person like yourself. Be prompt always on your calls. If you schedule a time to talk with somebody, always be prompt. If you start not showing up on time or start having to reschedule the calls, they’re going to start getting a little bit nervous about you.
Nobody’s going to rush you or hurry you along but if you start delaying things for a long time, pushing things out, and not being able to make decisions about things, they’re going to be looking at that. They’re going to be saying, “This person may not be the one we want in this franchise.” You’ve got to make decisions all the time and make them quickly. They’re going to be looking at all those little things that you do out there.
Always be prompt, look decent when you’re on those Zoom calls as much as possible, and be prepared to ask a lot of questions. That’s why I give you a lot of questions on that. If you sit there and listen the whole time and you’re not asking any questions about them, they’re going to start getting nervous that you’re not into the brand if you’re not asking questions about them. Ask those questions. Dig in. Follow up with them.
Be proactive. Be involved in all the conversations. At some point in time, if you’re looking at that and you’re sitting there and you’re starting to listen and not being proactive, realize the fact that this is probably not the brand for you anyway. Tell them, “It has been great but no thanks. This isn’t the brand for me.” They’ll appreciate that as always.
Always be proactive and on time for appointments. Show enthusiasm. If you can’t show enthusiasm, you probably don’t like it so move on. They’re used to it. It’s a normal process. Tell them, “Thanks, but no thanks.” They’re evaluating you as much as you’re evaluating them. Everybody wants to make sure it’s a good fit. Nobody wants anybody to fail. It doesn’t look good for anybody.
It’s an incredibly exciting process so enjoy every minute of it. I admire your character and approach, and what you’ve been doing to help folks get into business ownership. Whatever that reason was to join a business, you are helping them fulfill a goal that they have. It’s a pretty neat goal. I would assume that most folks are leaving Corporate America and that is a big deal. Other than marriage and buying a home, what are a couple other more important things than what we’re talking about?
That’s it. Marriage, home, and then you got to pay for everything. If you’re going to have to pay for everything, you’re going to have to do something to pay for it. Whatever you’re doing, it’s going to take up most of your life so you better enjoy it. Find something you enjoy and have fun at because the more you enjoy it, the less of a job or work it is. It’s no longer work.
What I do is it doesn’t matter to me what day it is. People say, “Do you work Monday through Friday from 9:00 to 5:00?” No. I’ll talk to people any day you want. Every day’s the same to me. It’s great. It’s fun. Do what you enjoy. Find something you enjoy doing. It’s the cliché, “You’ll never work a day in your life if you do what you enjoy doing.” It makes life a whole lot more fun being able to do what you want whenever you want.
Greg, this has been an enjoyable conversation and an incredibly exciting process. Greg is most certainly one of the best at helping somebody with this incredibly important decision. Maybe somebody is looking into franchise ownership and they don’t know where to go. They’re looking for a coach and they want to explore. If you are somebody who can help them, how can they get in touch with you?
This has been an informative conversation. Thank you for your time and for helping our audience level up. We would appreciate it if you would contribute to our conversation. Help our channel grow by clicking the Subscribe button. It’s how we are able to bring experts and thought leaders onto the show like Greg to help you level up. As always, thank you for reading. Level up.
Greg Mohr is the Wall Street Journal Best Selling author of “Real Freedom, Why Franchises Are Worth Considering and How They Can Be Used For Building Wealth”, and has managed restaurants, been a micro-electric circuit engineer, owned and operated dry cleaners, storage units, rental properties, and franchises. Greg has helped hundreds of people invest in a few hundred franchise units.