Veterans supplement June 2016 franchising USA 4#8

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Veterans in Franchising june 2016

www.franchisingusamagazine.com

financial resources for vetrepreneurs

U.S. Navy Veterans Bring “More Than”

FASTSIGNS Promise mentoring

in today’s workplace Franchising USA

SAME DRIVE. DIFFERENT BATTLEFIELD. TAKE THE NEXT STEP > VETFRAN.COM OFFERING FINANCIAL SUPPORT, TRAINING & MENTORSHIP Veterans interested in franchising can take their skills learned in the military to successfully own and develop small businesses. Learn more and support veterans in franchising at www.vetfran.com.

• 650 franchise companies participating • 151,000 veterans and their spouses found careers in the franchise industry • 5,100 veteran franchise owners

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V eterans in F ranchisin g S u pplement j u ne 2 0 1 6 Our Veterans in Franchising special supplement has become a regular feature of Franchising USA. To share your story in the next issue, please contact Vikki Bradbury, Publisher Phone: 778 426 2446 Email: vikki@cgbpublishing.com

Contents On the Cover

News & Expert Advice

FASTSIGNS International, Inc.

68 Mentoring in Today’s Workplace Darcella K. Craven and Damon Chaffin,

Cover Story 46 U.S. Navy Veterans Bring “More Than”

FASTSIGNS Promise to North Charleston,

South Carolina

Profiles 50 Kitchen Tune-Up

Veterans Business Resource Center

52 Serving Those Who Serve Us:

Financial Resources for Vetrepreneurs Candice Caruso, President, Pango Financial

56 The Veterans Corporation Comes

to Oregon!

Jim Mingey, Founder and Managing Director,

Veterans Business Services

54 Tutor Doctor

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Veterans in Franchising

C over S tor y - FASTSIG NS

U.S. Navy Veterans Bring “More Than” FASTSIGNS Promise to North Charleston, South Carolina In April 2006, U.S. Navy veterans Woody Poole and Milton Guerrero met aboard a world tour of the USS Carl Vinson…little did the two Junior Petty Officers know that less than seven years later as Chief Petty Officers, the newly found friendship would ultimately blossom into a prosperous business relationship with FASTSIGNS International, Inc. So, how did the two decide on the leader in signs, graphics and visual communications as their franchisor of choice?

With thousands of franchise business opportunities available, Woody and Milton, then Propulsion Plant Watch Supervisors in the Naval Nuclear Power Program, needed to review several elements before selecting the franchise system that would best fit their lifestyles and overall business goals. Choosing a franchise that offered a set schedule and work/life balance was paramount for the two – they knew that owning a food

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service business, for example, was not in the cards for them due to the industry’s notoriously unpredictable schedule.

Another factor that played into their decision to sign on with FASTSIGNS International was the impressive amount of franchisee support offered before, during and especially after the center’s opening. Each franchisee benefits from the brand’s team of dedicated Business Consultants who assist with business/ finances training, marketing and sales, as well as production and staff management.

In addition, onsite training includes one week at a FASTSIGNS® center, followed by two weeks at the company’s Carrollton headquarters and one week onsite at the new center. The entire leadership team is truly dedicated to each franchisee increasing sales and profitability. This high level of support reinforced Woody and Milton’s decision to join the FASTSIGNS family – the pair knew that FASTSIGNS International, Inc. would not lead them in the wrong direction.

Additionally, the company offers complete transparency through its Franchise Disclosure Document. Woody and Milton appreciated that when reviewing the financial requirements and fees associated with owning their own center, there were no hazy loopholes or unclear verbiage within.

Direct accessibility to FASTSIGNS International, Inc.’s CEO, Catherine

Monson, was another huge selling point for the duo. Every six weeks, the CEO makes herself available for a “Connect with Catherine” conference call where she discusses various topics of interest to business owners.

The pair was most attracted to the brand’s commitment to veterans. FASTSIGNS is a proud participant of the International Franchise Association’s VetFran program (Veterans Transition Franchise Initiative), which assists military veterans by helping them access franchise opportunities through training, financial assistance and industry support. Veterans that join the FASTSIGNS U.S. network (which boasts 10 percent of its centers are veteran-owned) can take advantage of specific incentives including a reduced franchise fee of $22,250, a savings of 50 percent, in addition to reduced royalties and advertising fees for the first year.

FASTSIGNS International has also been recognized as a top franchise for military veterans by publications including USA Today, G.I. Jobs Magazine and Military Times Magazine, due to the recognition for the company’s financial discounts for

military veterans, corporate support and outstanding growth.

Most recently, FASTSIGNS International received the prestigious Pro Patria Award, which is presented annually by each Employer Support of the Guard and Reserve State Committee. The company was nominated by Stephen MacKenzie, a Franchise Consultant for FASTSIGNS International and Air Force Reservist from Indianapolis, Indiana after his recent deployment overseas. As recipient of the Pro Patria Award, FASTSIGNS International demonstrated support to MacKenzie and his family through leadership and by adopting policies that support Guard and Reserve employees.

Additionally, the company was a finalist for the 2016 Secretary of Defense Employer Support Freedom Award, the highest recognition presented by the

Department of Defense to employers for their exemplary support of National Guard and Reserve members.

strong candidates who have an impressive military background who meet the net worth requirements.

After much discussion, the duo decided to move forward with investing into FASTSIGNS International, Inc. Fastforward to three years later, Milton and Woody are hard at work at their North Charleston, South Carolina FASTSIGNS center. Woody, who hails from Queens, N.Y. and Milton, originally from Macon, Georgia, describe their relationship as a “Ying to my Yang� partnership. In addition to leaning on the support received from their franchisor, the two continually motivate each other.

The fast-growing FASTSIGNS brand currently has over 600 locations worldwide in nine countries, but is looking to expand with additional veteran-owned centers.

Due to the ongoing worldwide need for visual communications and digital signage technology, the company expects to open another 45 to 50 locations in 2016, as well as finalize master franchise agreements in two new countries.

As a veteran-friendly franchisor, FASTSIGNS International wants its veteran franchisees to succeed - this means the brand will only partner with

For information about the FASTSIGNS franchise opportunity, contact Mark Jameson (mark.jameson@fastsigns.com or 214-346-5679) or to learn more about the FASTSIGNS veteran program, visit www.fastsigns.com.

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Veterans in Franchising

Darcella K. Craven & Damon Chaffin, Veterans Business Resource Center

in Today’s Workplace The term “mentoring” has its roots in Homer’s Odyssey. Mentor was the name of Odysseus’s friend whom he entrusts to serve as teacher and overseer to his son.

Today, the term “Mentor” has evolved to mean advisor, teacher, and friend.

considers their technical skill sets are developed, but their mental and emotional needs are considered. A vibrant mentoring program ensures that all employees take an active role in spreading knowledge and best practices throughout the organization while nurturing interpersonal relationships that increase engagement. Employees learn the skills to advance in their careers and feel connected with the organization.

This leads to happier and longer term employees.

millennial women place a high value on mentorship, only 60 percent of them have mentors. More importantly, this 60 percent also felt they were on the path to achieving their professional goals. If we want an innovative, creative, and vibrant workplace, a varied workforce is imperative. This helps build an inclusive corporate culture.

Mentoring is a critical part of human development where a person invests time and energy to pass along knowledge and know-how to assist in the development of another. Today, successful mentoring is a collaborative relationship where senior leadership, future leaders and the businesses they work for all gain.

Every company wants to obtain and retain high performers. These are the future leaders of a firm and they are critical to successful growth. A vibrant mentoring program is a great way to differentiate from competitors. Rewarding the most valuable assets – PEOPLE- prepares them for future management positions.

Promoting a relationship between today’s leaders and identified successors, allows the company to develop high performers sooner.

More experienced employees benefit from mentoring as well. Today, many companies are partnering seasoned, established employees with newly hired staff. This helps foster a reciprocal relationship where senior members pass on best practices while gaining new knowledge on emerging technologies and innovative ideas to market. Mentorship programs are particularly beneficial for small business owners. In fact, several franchises are partnering more successful franchisees and with new owners. This cooperative communication aids in overall company productivity.

To obtain and retain skilled employees, businesses must provide them with the opportunity to learn and develop into future leaders. These means creating a holistic environment that not only

Mentoring encourages a diverse workforce to share ideas, knowledge, and experience with others while acquiring cultural awareness. A recent survey by Zeno Group found that while

Of course, mentoring programs work best when with top down leadership support. Including the mentoring function in performance reviews and providing rewards for participation afford personal

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satisfaction and assurance that this is important to the firm.

want to get out of the relationship and these should be linked to organizational goals.

Here are a few steps to start pulling together a mentor program:

4. Assess progress

1. Lay the Groundwork

a. Assess specific needs and set the programs objectives – Clarifying exactly where the gaps in information are helps create a program that is specific for your company. Develop measurable objectives to accomplish from the program. Be specific and link the objectives with overall firm goals. b. Determine the structure of the program – Will people formally register for the program or be informally matched?

Your organization’s culture will play a big role here. What metrics will you use to determine success? Who in the organization can help meet the objectives? Will the mentoring be oneon-one, in groups, or even virtual?

2. Prepare for the launch

How will you communicate the program to all levels of the organization? How will you gain buy-in? Communication is critical for support.

3. Launch the program

The launch should begin with training.

Everyone should identify what they

Most of the responsibility for the relationship belongs to the participants, but regular monitoring and follow up should be conducted to ensure goals and objectives are being reached.

5. Evaluate effectiveness

Were organizational goals met? Were personal goals met? What needs to happen to ensure alignment?

Today’s business world is volatile and everchanging. In order to thrive, businesses should stimulate employees intellectual and emotional well-being. Mentoring shows employees that they are a vital part of the organization, helps the bottom line, improves employee engagement and retention, and improves buy-in to the vision of the organization. If you do not have a mentor program in your firm, get going! It is only going to become more critical as the next generation of employees moves into the workforce.

Darcella K Craven has over 20 years of experience in corporate, government, non-profit and military organizations.

She is currently the Executive Director of the Veterans Business Resource Center, a non-profit organization

Darcella K. Craven

dedicated to assisting Honorably Discharged Veterans, National Guard and Reservist and Active Duty personnel and their families with transitioning back into civilian life with starting and expanding businesses.

An Army Veteran, she holds a Masters of Arts in Management from Webster University and is currently pursuing her Doctors of Management focusing on impact of military experience on small business decision making. Darcella has been featured in numerous articles for her transition from the military and the welfare system to an accomplished business woman and is actively involved in many civic organizations. www.vetbiz.com Article co-authored by Damon Chaffin, Business Performance Consultant, VBRC

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Veterans in Franchising

K itchen Tu ne-Up

From Decorated Soldiers

to Renovation Warriors

short time later as they continued their Army service overseas, earning two Good Conduct Medals, Overseas ribbons, and Army Achievement Medals between the duo.

Coming Full-Circle After retiring from the military in 1987, the Pierce’s moved to Florida where they quickly found work and decided to take on yet another pursuit – obtaining their college degrees while both holding fulltime jobs and raising their young sons.

For many people, the decision to join a branch of the military is a huge commitment not to be made lightly. It takes strength, dedication and willpower that is unique to a small group – traits that make servicemen and women exceptional small business owners and franchisees.

For Matt and Lorna Pierce, however it was a natural next-step in their lives that provided the discipline, confidence and resilience that led them to embrace their entrepreneurial spirits and open their own franchise.

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Following the Family Path Raised by fathers who both spent time in the service, Lorna and Matt were military born-and-bred. Shortly after high school, Matt enlisted in the Army and was stationed in Germany as a combat engineer, working on building bridges, construction and the demolition of enemy roads, minefields and other obstacles.

Lorna, meanwhile, began her military service with the 4th Infantry Division in Colorado Springs as an administrative specialist working with officer assignments and Division staffing. She then went to work for the 15th Postal Detachment assigned to the military post office in Karlsruhe, Germany.

As fate would have it, Lorna and Matt met at none other than a German driving school, where they were enrolled in the same course to obtain their German driver’s licenses. They were married a

Although Lorna and Matt had been out of the military for nearly three decades, the couple’s Army careers came full-circle in 2013. Feeling it was time for a change, Matt reached out to Markus Reidler, a former Army comrade and the best man at his and Lorna’s wedding, for advice.

Markus had recently joined the Kitchen Tune-Up franchise family and had mentioned to Matt what a great decision it was proving to be. Pairing Matt’s culinary background and eye for creative design with Lorna’s business acumen and keen financial strategy, the duo decided to take the leap into franchising with Kitchen Tune-Up, where they continue to see tremendous success with their business.

The combination of their expertise allows them to help homeowners see their dream kitchen come to life – providing services like cabinet refacing, redooring, one-day wood restoration and more – and making the hub of the home an even more special place.

The Pierce’s military service not only provided them the confidence to take the

risk to leap into entrepreneurship, but also provided them the ability to think about everything strategically. They credit their time in the Army with shaping their character, teaching them discipline, accountability and providing them a deep sense of personal integrity. These skills allow Matt and Lorna today to provide the best experience to their customers while running a successful franchise business.

Much like the bonds forged between military comrades, the bonds formed within a franchise system are strong and unique. We are proud of our veteran franchisees who stop at nothing to find success with our company. One way that Kitchen Tune-Up, and several other franchises, honors the men and women who have put their lives on the line for our freedom, is to offer a generous discount on our franchise fees.

The qualities that our veterans gain during their service align directly with our core

“Much like the bonds forged between military comrades, the bonds formed within a franchise system are strong and unique. We are proud of our veteran franchisees who stop at nothing to find success with our company.� values and trust-points, meaning our franchisees are motivated, trustworthy and compassionate.

Heidi Morrissey joined Kitchen TuneUp, a family-owned kitchen and bath remodeling company with 170 locations nationwide, in May of 2003 at the urging of her father and Kitchen TuneUp founder, Dave Haglund. During her tenure, she has helped the company undergo a full rebranding and activated the National Advertising Fund. Heidi has significantly grown the sales and

marketing departments, allowing her to get out of the day-to-day tasks and concentrate on growing and strengthening the Kitchen Tune-Up system.

After working with the Home Office for more than a decade, Heidi interacts constantly with each individual franchise partner, all of whom she knows by name. Heidi is passionate about bringing an outstanding level of assistance and guidance to each franchise owner. www.kitchentuneup.com

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Veterans in Franchising

Candice Caruso, President, Pango Financial

Serving Those Who Serve Us:

Financial Resources for Vetrepreneurs

On average, 500 or more servicemen and women transition from the military to civilian life every day — that’s around 200,000 Americans each year.

These Americans are returning to places that still may be short on job opportunities for them, forced to learn new skills to accommodate the market.

A growing number of veterans are taking an entrepreneurial leap of faith and opting for business ownership. In fact, nearly 14 percent of businesses in 2016 are owned by veterans; up from 12 percent just four years ago.

The franchise model is one that is particularly appealing for veterans — it presents the opportunity to follow a timetested business model and allows them to be in business for themselves but not by themselves.

Despite evidence of a business climate that supports vetrepreneurs — with 70 percent of Americans saying they would rather shop at a veteran-owned business than any other — and a growing number of business ownership opportunities, entry into self-employment is still fairly difficult for many military veterans.

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Self-Employment Obstacles More often than not, access to funding and limited capital is what limits these veterans from achieving their entrepreneurial dreams — even more so for veterans who served in active duty overseas. Military service abroad can impact a person’s credit history and financial health, both of which have a significant impact on qualifying for financing.

Fortunately, for many returning veterans, there are a number of government assistance programs, unique college and university training courses and even opportunities developed by private sector companies designed to help navigate the often complex world of business and franchise investment.

One of the most extensive and widely accessible resources for veteran entrepreneurs is the U.S. Small Business Administration. Through the SBA’s Office of Veterans Business Development, veteran business owners and entrepreneurial hopefuls have access to a number of training programs, outreach centers, government grant programs and financial aid, educational programing and exclusive access to small business loans.

SBA Vetrepreneur Resources In addition to education and training, the SBA also features a variety of financial assistance programs offering favorable and even discounted services to veteran business owners. While the SBA itself doesn’t provide any financial backing, the organization has partnered with a network of nationwide lenders and works to facilitate loan approval and application.

Two of the most successful veteran-related funding programs are the Patriot Express Pilot Loan Initiative and the Military Reservist Economic Injury Disaster Loan.

The Patriot Express Pilot Loan Initiative is offered by that network of lenders and features one of the organizations fastest loan approval times. Patriot Express loans are available up to $500,000 and offer attractive interest rates for business loans, generally between 2.25 percent to 4.75 percent over prime, depending upon the size and maturity of the loan.

“A growing number of veterans are taking an entrepreneurial leap of faith and opting for business ownership..”

These loans can be used for most business and franchise purposes, including start-up, expansion, equipment purchases, working capital, inventory or business-occupied real-estate purchases.

Similarly, the Military Reservist Economic Injury Disaster Loan (MREIDL) provides funding to help eligible small businesses and franchises meet their necessary operating expenses that are hindered because an essential employee was called to active duty as a military reservist.

While the MREIDL isn’t a financial resource for business startups and cannot be used in lieu of regular commercial debt to refinance long-term debt or to expand the business, it is an essential segment to the longstanding health of a veteranowned business. Imagine a non-veteran owner vacating his or her business for an extended period of time — the prosperity of that business is most likely to have a significant decline.

With a maximum loan amount of $2 million, each MREIDL loan is determined by the actual economic injury to the veteran-owned business. The purpose of the loan is not to cover lost income or lost profits, it is to protect the business owner and the investment.

Supplemental Funding Options Even with the wealth of support from the SBA to encourage lenders to extend credit to Ventrepreneurs, sometimes it’s still not enough. That’s where independent and alternative funding options come into play.

Entrepreneurs and financial advisors are now looking outside of the box to gain capital for their business investment.

One option that has gained popularity over the years is Rollovers as Business Startups.

ROBS is a tax deferred and penalty free investment opportunity in which entrepreneurs rollover and invest- 401K, Thrift Savings or other eligible retirement savings and turn it into business capital.

Candice Caruso

By gaining access to early retirement funds, and leveraging those funds to finance a small business, veterans are able to minimize their debt accumulation and secure necessary capital. ROBS financing can also be used in conjunction with those aforementioned SBA programs and business loans.

While there’s still work to be done on behalf of veterans, improvements are being made. These programs are beginning to focus more and more on supporting the individuals who sacrificed so much to protect the people of the United States, and these advocacy groups, both publicly and privately held, are continuing to build momentum so that veteran support in all aspects of life becomes a nationwide priority.

Candice Caruso is the President of Pango Financial, with close to 20 years of experience in the financial services industry and 10 years as an innovative business funding expert.

For more information on Pango and its DreamSpark plan, visit pangofinancial.com.

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Veterans in Franchising

Tu tor Doctor

Retired Marine Finds Fulfillment with Tutoring Franchise

James Hardy spent thirty years in the military and, when he retired from the Marine Corps, he wanted to start a business that would make more than a profit. He wanted something that would make a difference too.

What better way to build your community than to help students to achieve their goals?

James appreciated the structure and organization that the Tutor Doctor Franchise offered. Owning a franchise meant that he could go into business for himself, but not by himself. He could avail himself of all the advantages of a big corporation; large-scale marketing initiatives, an established brand, preferential rates from vendors and proven systems for administration and accounting.

We talk to James about his experience with owning a franchise:

Which franchise did you buy?

I’ve owned the Tutor Doctor in Stafford Virginia / Northern Virginia since January 2016.

Why did you choose franchising over owning your own business?

I wanted to own a business, but I didn’t want to have to start from scratch with creating a name for myself. With a franchise, I am still an independent business owner, but I get all the support of belonging to the Tutor Doctor family.

What were you doing before you became a franchise owner?

After a 30-year career in the Marines, I recently retired. I spent a little over a year working in the financial industry and both of these experiences gave me the discipline I would need to start my own company.

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“At Tutor Doctor, we don’t just fill in the missing building blocks, we also teach the skills that students will need to be good earners for life.”

Why did you choose the Tutor Doctor franchise?

My wife and I wanted to do more than just make a profit, we wanted a business where we could contribute to the needs of the community. We are both firm believers in the value of education. We relish the opportunity to help families who are struggling, to build our community and to make a real difference in the lives of our students.

Where did you do most of your research?

I focused on the internet and also researched at the library to find the pros and cons of franchise owning. Once I had decided that it would be better to own a franchise, I worked with a franchise recruiter to find a business that was a good fit.

What were the most unexpected challenges of opening your franchise?

The challenges of really getting my name out in the surrounding communities, and competing against the other entities that

have been in place before I arrived is my biggest challenge to date. I have to put a

lot of time into building up a network and a client base and I have to work on this aspect of the business every day.

What advice do you have for individuals who want to own their own franchise?

Be prepared to spend more time in

achieving success in your franchise than

you probably have ever spent with regular employment.

What sets your franchise apart from other tutoring franchises in your area?

None of the other tutoring franchises in my area offer one-to-one, in-home tutoring. They also don’t have a program that specializes in academic discipline to reinforce academic knowledge. At Tutor Doctor, we don’t just fill in the missing building blocks, we also teach the skills that students will need to be good earners for life. www.tutordoctor.com

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Veterans in Franchising

Jim Mingey, Founder Founder& &Managing ManagingDirector, Director,VBS’ VBS

eteran & Community Opportunities ™

The Veterans Corporation

comes to Oregon!

“TVC aims to fill the gap and be the SDVOSB vendor of choice for future franchise acquisitions, concept development and feasibility studies for Veterans nationally.”

When it to comes to success in reintegrating Veterans with their communities, it’s the “last mile” that counts the most.

Connections to economic opportunities in the local economy are most important to the individual Veteran and his/her family.

The Veterans Corporation (TVC), (now a trade name of Veterans Business Services, LLC) believes its new business model will help accelerate those connections in a local economy, especially in Oregon.

The TVC model has been beta tested

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over the past 2 years by advertising revenue from major franchisors; support from the Entrepreneurial Bootcamp for Veterans with Disabilities; Certification by the Veterans Administration (VA) as a Service Disabled Veteran Owned Business (SDVOSB) and has become the only SDVOSB for franchising on the VA’s Entrepreneur Portal.

linking Veterans with regional social services. But self-employment processes have never been a strong point for the VA nor are they a focus point in the new MyVA model. TVC aims to fill the gap and be the SDVOSB vendor of choice for future franchise acquisitions, concept development and feasibility studies for Veterans nationally.

The original TVC was created

by Congress to help accomplish entrepreneurial reintegration for Veterans in small business. However, political fumbling in DC never really allowed it to accomplish its mission, let alone connect with local communities. Now, as a private entity, TVC has been enabled to help Veterans entrepreneurs and is a selfsustaining private enterprise.

The federal government small business service structure for Veterans is limited which presents an opportunity for TVC to facilitate franchising. What’s needed is ondemand private partners at the local level who can enhance existing small business services as a complement to MyVA in the last mile.

Recently the VA has come up with a new holistic concept called MyVA for

TVC will base its operations in Oregon City and begin building relationships

Boots2Business/Franchising ™

Veterans are some of the best new pioneers with grit in Oregon

James Mingey

that eventually toppled the power. They simply created the best competitive value added products and services for their community.

Pioneer Mike Ashland Oregon

that can help accelerate franchising opportunities for Veterans, especially combat veterans. TVC will also offer its Boots2Business/Franchising ™ via webinars and provide free business strategy sessions for any Veteran who qualifies for the VA Rehabilitation Services. Generally, these Veterans must have a disability rating of above 20% to qualify. TVC will offer a best price guarantee for Veterans on any franchise acquisition.

So why Oregon, one word -“Grit” Back in day, the Oregon Territory was viewed as a land of opportunity but was controlled by a government sanctioned monopoly power known as the Hudson Bay Company. They owned the “franchise” on the whole economy. Over time the American pioneer entrepreneurs of Oregon City, working together, developed their own business cooperative

VBS Founder and Managing Director, Jim Mingey, is a decorated Vietnam veteran raised from a proud military background. An entrepreneur for more than 35 years, Jim can relate on a personal level to the needs of the veteran small businessperson, and possesses the practical knowledge to implement his experience in today’s market. Jim participated in the EBV Program at Purdue University, is a mentor at American Corporate Partners, developed the first approved franchise training program for the Vocational Rehabilitation and Employment (VR&E) Program at Veterans Administration, and was instrumental in forming the first equity fund in the United States exclusively for veteran owned small businesses and franchises: The Veterans Opportunity Fund. Jim intends to keep on ‘advocating’ for veterans in franchising. www.VeteransBusinessServices.us

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