Marquis Who’s Who Honors Marshall Reddy for Expertise in Franchising

Marshall Reddy is a distinguished entrepreneur and expert in the field of franchising and consulting services

JACKSONVILLE BEACH, FL, October 9, 2024, Marshall Reddy has been selected for inclusion in Marquis Who’s Who. As in all Marquis Who’s Who biographical volumes, individuals profiled are selected on the basis of current reference value. Factors such as position, noteworthy accomplishments, visibility, and prominence in a field are all taken into account during the selection process.

Mr. Reddy is the president of Franchise Network Inc. doing business as WhatTheFranchise®, a position he has held since 1993. With three decades of experience in franchising, he has established himself as an expert in the field. He is responsible for generating revenues and acquiring customers, ensuring high-quality customer service, conducting webinars on franchising and business ownership as well as collaborating with 700 to 800 franchise companies. These companies encompass a wide range of categories, including B2B services, business-to-consumer services, retail, food, animals and education. 

In addition to his current role, Mr. Reddy served as president of Frannet Florida from 1993 to 2022. His tenure at Frannet Florida was marked by significant achievements and contributions to the franchising industry. His expertise and dedication have been recognized through various accolades, including being featured in “Career Changer’s Manual” by Samuel Greengard in 2014 and being listed among the Top 50 by Advantage Business Magazine the same year. He has also been featured in the Jacksonville Business Journal and the Florida Times-Union.

Mr. Reddy’s career began in college when he worked full-time as an independent contractor for a sportswear company in New York for a year after graduating. Following this experience, he joined Optyl, the largest optical wholesale company in the world, where he excelled as one of the top two sales consultants in the United States. He later transitioned to the retail side of the optical industry by partnering to establish large optical superstores that competed with LensCrafters and Visionworks. Their success led them to become the largest independent optical company in Jacksonville.

After selling his shares in the optical stores, he then transitioned into franchise consulting opening in 1993. Working as a consultant with the FranNet group he became an equity shareholder. After 27 years with FranNet, Mr. Reddy sold his shares and joined the IFPG franchise consulting group which is the world’s largest franchise group. WhatTheFranchise® specializes in using proprietary evaluation tools to determine if business ownership is a viable option for a candidate. These tools help them to Profile, Model & Match the franchise companies that potentially best fit a person’s goals, investment, skill sets, values and much more. Mr. Reddy has worked with individuals in the Middle East and South Africa on the benefits of franchising as a viable business model globally—his company also provides business brokerage services and is a licensed real estate brokerage company in Florida.

Mr. Reddy’s educational background includes a Bachelor of Arts in marketing from the University of North Florida in Jacksonville, where he graduated in 1982. He attributes his success to honesty, integrity, respecting people and taking care of his customers and candidates—values that have significantly contributed to his achievements in the consulting industry.

In addition to his professional accomplishments, Mr. Reddy is actively involved in civic activities such as volunteering annually for the Cancer Program at Wolfson Children’s Hospital in Jacksonville. He also supports a number of military non-profit organizations and animal shelters. In his personal life, he enjoys exercising, biking, hiking, motorsports, construction projects and traveling. Looking ahead, he plans to continue working with people on discovering if franchising is the right option for them.

About Marquis Who’s Who^®:

Since 1899, when A. N. Marquis printed the First Edition of Who’s Who in America®, Marquis Who’s Who® has chronicled the lives of the most accomplished individuals and innovators from every significant field of endeavor, including politics, business, medicine, law, education, art, religion and entertainment. Who’s Who in America® remains an essential biographical source for thousands of researchers, journalists, librarians and executive search firms around the world. The suite of Marquis® publications can be viewed at the official Marquis Who’s Who® website, www.marquiswhoswho.com.

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Codie Sanchez is a YouTube business coach with over 1.2 million followers (including me.) She posted a video with over 5 million views on businesses that rarely fail. Sanchez always recommends businesses with a low startup cost, low involvement requirement from an owner (being able to be run remotely, for example), and low failure rate.  She also wants new business owners to choose a business that can’t bankrupt them.

Average success rates are important because 94% of U.S. startups fail within five years. Even a business that’s not a startup has a strong risk of failing: 20% fail during the first year, 50% by year 5, and nearly 66% by year 10. Those aren’t great odds, no matter how smart and hardworking you are. 

She says starting small and learning the business is the key to most owners’ success, and early successes are critical. She says once a business owner experiences even a small failure (like a product that didn’t take, or an event that wasn’t a success), the recency bias kicks in.  Recency bias is our hard-wired tendency to give greater meaning to recent events over historical ones. That means owners start feeling risk-averse when they don’t feel successful, which sets off a cycle of smaller and more timid decision-making. That’s a sure way to increase your odds of failure. 

Sanchez mentions several businesses in her video, including laundromats (almost 95% success rate), self-storage facilities (97% success rate), vending machine routes (90% success rate), and last-mile delivery services (76% success rate). 

Here’s what I would add to the mix: the success rate of a business is also tied to how much the owner is interested in the business itself. (Running a laundromat may not thrill everyone.) That’s why I do an intensive profile with my clients; we come to a clear understanding of what kind of business and ownership model is the best fit for them. That boosts their chances of success significantly.

That’s also why I’m in the franchise space. Franchises offer a proven business model that can be scaled up when the owner is ready. The franchisor provides training and support, including marketing and peer-to-peer mentoring. The performance of the business is disclosed and fully transparent (by law) for the buyer, and buyers are welcome to (and encouraged to) contact current franchisees and those who have recently left the business to get their advice and perspective. 

Franchises have a 90% success rate overall, because they’ve already proven that the business model is profitable and meets the needs of its customers. Prospective owners are carefully screened and required to spend some time inside a franchise unit before being approved for a purchase.

There’s no such thing as guaranteed success, but choosing ownership within the right franchise comes pretty darn close.

If I can help you decide what franchise concept is a right fit for you, let’s chat! 

WhatTheFranchise.com

Whatthefranchise is a Strategic franchise consulting firm that has helped people for over 30 years to find the best franchise via proprietary assessment tools.

Marshall’s background includes over 41 years of business ownership, sales, marketing, and consulting experience.  His first endeavor as an entrepreneur was as an independent contractor for the southeastern United States, with the Optyl International Eyewear company based in Austria. During his tenure with Optyl, he was awarded the Consultant of the Year for the United States. Marshall parlayed his success with Optyl into a successful partnership of optical retail superstores in Jacksonville. His company also worked as an outside consultant for Vistakon, a Johnson & Johnson company.

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Business buyers, whether they’re experienced owners or purchasing their first company, love franchises. And for good reason. Acquiring a franchise means you have a greater chance of being successful more quickly. You’re buying into a proven business model that works across geographic and demographic lines, a recognized brand with corporate marketing support, a well-defined audience and product offerings, and clear operational guidelines and business goals.

Franchisors screen potential buyers carefully, both for fit and for financial viability, and provide transparency in the application process so there are very few unknowns on either side of the purchase. All those factors go a long way toward mitigating risk for a new owner.

That’s why lenders love franchises, too. Most lenders are very willing to pre-qualify a buyer for a franchise loan, which gives both the buyer and seller confidence that the deal has a high probability of closing cleanly and quickly. The SBA’s  7(a) loan program is the flagship product for general financing. Franchise owners can use this loan for purchasing real estate, fixed assets, working capital and even refinancing existing debts. With amounts available up to $5 million, business owners can use it as a loan to buy a franchise and cover initial startup costs.

If you’ve considered starting or buying a business but don’t want to take on loan debt, there may be another solution: using your own 401(k) or IRA as a source of funding. I’ve written before about the ROBS (Rollover as Business Start-Ups) program. The program was designed in cooperation with the IRS to allow workers to leverage the funds they’ve invested over the years and use them to build, buy, or grow their own business.

The ROBS program now has a proven track record lasting almost thirty years. The program has helped thousands of entrepreneurs receive funding in a way that is safe, effective, and legal. It’s also quick – many receive their funding in as little as 10 business days.

Experienced franchise owners who are expanding their holdings may also qualify for better terms from lenders. Because they have a proven track record and represent much less risk than the typical business startup, lenders may offer to forgo requirements for collateral or offer terms as low as zero down. 

Franchisors may offer financing directly through the parent company, but more commonly, they partner with preferred lenders who administer the loans. These lenders understand the industry, the business model, and the process for applying to own a franchise, which shortens the learning curve (and loan approval time) considerably.

Preferred lending arrangements provide partner banks deep historical insights into the franchisor’s model and success rate, and an understanding of franchisees’ needs and performance metrics. By partnering with a franchisor and documenting most of the risk factors up front, banks can quickly and effectively get through the underwriting process and make better and more timely decisions. 

The health of the franchise brand may also help the chances of getting a loan. If a brand is strong and growing, lenders are willing to take risks on borrowers they may have passed over for a conventional business loan. A brand that’s in decline, conversely, may hurt a borrower’s chances of getting funding, no matter how strong their personal financial position.  

Whatthefranchise is a Strategic franchise consulting firm that has helped people for over 30 years to find the best franchise via proprietary assessment tools.

Marshall’s background includes over 41 years of business ownership, sales, marketing, and consulting experience.  His first endeavor as an entrepreneur was as an independent contractor for the southeastern United States, with the Optyl International Eyewear company based in Austria. During his tenure with Optyl, he was awarded the Consultant of the Year for the United States. Marshall parlayed his success with Optyl into a successful partnership of optical retail superstores in Jacksonville. His company also worked as an outside consultant for Vistakon, a Johnson & Johnson company.

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According to a 2024 survey from Franchise Business Review, the average annual income for a franchise owner with a business open for 2–10 years is $130,000, and $177,240 for businesses open for more than ten years. Those figures represent full-time ownership and an established brand. Other franchise concepts only require part-time ownership involvement and pay around $39,000.

To get a realistic picture of how much money you can earn, you first have to understand the franchise model.
After you demonstrate your interest in ownership and the franchisor decides it’s interested in you, you’ll move on to a discovery day. This is a common term for visiting the franchisor at one of their locations and learning more about what the business is all about. You’ll leave with a clear understanding of what a day in the life of an owner and the staff is like.

This is a key step in determining whether this company is a good fit for you and if you can commit to the work it will take to become successful. If it’s not a good fit, chances are you’ll have a harder time making it to the top tier of earners. That’s why my coaching model includes careful analysis of how and how much you want to work in your business.

Franchises are normally sold within a market or territory. Market size can be determined in several ways: by city, county, zip code, radius, or other geographic factors. You usually have the option to decide how large this area is, and the franchise fees scale up as you expand your “protected territory.” I encourage clients to develop a clear vision of their financial goals so we can make sure your trading area has the potential to not only replace your income, but also leave plenty of room to exceed the income you’re used to.

Your decisions at this point are a significant factor in how much you’ll be able to earn. It’s a pretty straightforward equation of risk and reward. Buying a minimal territory (for a minimal cost) is possible, but the small market will also limit your income potential. You can always try to expand your territory later, if it’s still available, but you might find yourself in a situation where the territory is sold to someone else, locking you out of any expansion in your area.

How much you can earn in a franchise then, like any other business opportunity, largely depends on your appetite for risk and how long you are willing to work to get to your Return on Investment (ROI).

The good news for you is that whatever brand or size territory you choose, the risk of failing in owning a franchise has largely been mitigated. That’s why business owners, especially first-time owners, love franchises. You’re buying into a proven business model that works across geographic and demographic lines, a recognized brand with corporate marketing support, a well-defined audience and product offerings, and clear operational guidelines and business goals.

After that, it’s all up to you. If I can help you determine which franchise would be the best fit for you, The first step would be to present you with options that match your interests and goals.

Whatthefranchise is a Strategic franchise consulting firm that has helped people for over 30 years to find the best franchise via proprietary assessment tools.

Marshall’s background includes over 41 years of business ownership, sales, marketing, and consulting experience. His first endeavor as an entrepreneur was as an independent contractor for the southeastern United States, with the Optyl International Eyewear company based in Austria. During his tenure with Optyl, he was awarded the Consultant of the Year for the United States. Marshall parlayed his success with Optyl into a successful partnership of optical retail superstores in Jacksonville. His company also worked as an outside consultant for Vistakon, a Johnson & Johnson company.

The post How Much Money Can I Make in a Franchise? appeared first on What The Franchise.

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Franchises are regulated by the Federal Trade Commission, and the law that outlines what a franchisor must reveal was established in 1979. Once a prospective buyer and the franchisor have established a mutual interest, the franchisor will send the Franchise Disclosure Document (FDD.) Prospects are required to send back a receipt of the document, which starts the clock on the 14-day discovery and decision phase. The prospect can only purchase the franchise after the 14 days have passed.

You can see how this document is designed to protect both the buyer and the franchisor. Its structure provides almost complete transparency (more on what information franchisors provide later.) The process prevents a buyer from making a decision without all the information they need. It also protects the franchisor from being accused of misleading a franchisee.

This is different than any other kind of business sale or startup. If you’re starting your own business, you are relying on your own research and estimates (and hoping they’re correct.) If you’re buying an existing business, you’re relying on the seller to provide complete and accurate information. (Spoiler alert: it’s not always complete or accurate.)

But with a franchise, you get full disclosure before you’ve ever signed anything.

Here’s some of what the Franchise Disclosure Document includes:

• A history of the company and information about the executive team. They will be your partners in the business, so you’ll have some background. You can use it to decide whether they have the right experience to make them a fit for you.
• Financial reports for the last three years of the business. You’ll be able to see whether the company has a sound financial position and evaluate data about its growth.
• Whether there is any pending litigation against the company from franchisees or regulators.  
• The cost of ownership. This is presented as a range based on historical data. Licensing, rent, the cost of labor, and other factors can vary widely based on location. But this line item clearly states franchise fees, buildout requirements, and other franchisee costs.
• Earnings claims: About 40% of franchisors include this information, which is also based on historical data. Some present it in quartiles, the top quartile has historically earned, the bottom quartile has averaged this, etc. Some companies present full financials from every franchisee as an addendum. No matter how much information you receive, you’ll want to talk to actual franchisees to verify their earnings and their experience with the company.
• That’s why it’s so valuable to receive a list of all existing franchise locations and complete contact information for the owners (including a list of those who have left the company within the last three years.) You can choose to talk to owners who are in the early phase of ownership or to the more established franchisees. Most busy owners choose to do group calls or Zoom meetings rather than speak to every prospect. But no franchisors are on the calls, so you can ask anything and get the unvarnished truth in return.

You can see why franchise buyers have more confidence than most business buyers. They have access to a proven model of success and a support system that helps them avoid pitfalls and maximize their earnings. The Franchise Disclosure Document also provides enough information to alleviate some of the anxiety of starting a new business. It helps you make a clear-eyed, informed decision about whether this opportunity is right for you. 

Whatthefranchise is a Strategic franchise consulting firm that has helped people for over 30 years to find the best franchise via proprietary assessment tools.

Marshall’s background includes over 41 years of business ownership, sales, marketing, and consulting experience.  His first endeavor as an entrepreneur was as an independent contractor for the southeastern United States, with the Optyl International Eyewear company based in Austria. During his tenure with Optyl, he was awarded the Consultant of the Year for the United States. Marshall parlayed his success with Optyl into a successful partnership of optical retail superstores in Jacksonville. His company also worked as an outside consultant for Vistakon, a Johnson & Johnson company.

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It’s easy to let external factors get in your way. The economy is uncertain. Inflation is rising. Money is tight. I hear it’s very hard to hire good people right now. If we go into a recession, will customers stop buying? All kinds of things that are out of your control make it easy to tell yourself now isn’t the time.

Then there are all the things you’re waiting for. “I’ll start a business when my kids are out of school.” Or when you have a certain amount of savings. Or when you finish a project or your spouse’s career hits a certain point. Business ownership is always a future plan waiting for a specific milestone to happen.

Sometimes, it’s about you. Yes, I’m miserable in my job, but how do I know owning a business will be better? What if I don’t succeed? What if I don’t like doing it? What if I’m not ready for this? What if I’m not good at it? 

It’s natural to have fears and doubts – you wouldn’t be human if you didn’t consider a lot of “what ifs.” 

Here’s the reason I encourage people to consider entrepreneurship: life will always be uncertain. The economy will change, sometimes for the worse. But then it will get better. The business will change. Your circumstances will change. We know this – we just don’t know when and how much they will change. 

There’s never a perfect time to start a business. But there’s never a bad time, either. I know dozens of people who started a business in what turned out to be the worst time they could have chosen. Recessions, financial crises, a pandemic… But they still thrived. What happens in the world, in the economy, in your industry, is unpredictable. But as a business owner, you won’t just be a passenger on stormy seas – you’ll be the captain.

One of my favorite proverbs is, “The best time to plant a tree was 20 years ago; the second-best time is now.”  The same goes for starting a business: the best time was a few years ago. You’d be through the hard part and living the life you dreamed of. If you decide to become an entrepreneur, your future is uncertain. But most people don’t consider that if you don’t decide to become an entrepreneur, your future is also uncertain. You’ll just have less control over it.

Entrepreneur, author, and motivational speaker Jim Rohn said, “If you really want to do something, you’ll find a way. If you don’t, you’ll find an excuse.”

The life you want is within your reach. If you’re waiting for a sign that it’s the right time, this is it.

Take the Entrepreneur Test Now

Whatthefranchise is a Strategic franchise consulting firm that has helped people for over 30 years to find the best franchise via proprietary assessment tools

Marshall’s background includes over 39 years of business ownership, sales, marketing, and consulting experience..  His first endeavor as an entrepreneur was as an independent contractor for the South-eastern United States with the Optyl International Eyewear company, based in Austria. During his tenure with Optyl, he was awarded the Consultant of the Year for the United States. Marshall parlayed his success with Optyl into a successful partnership of optical retail superstores in Jacksonville. His company also worked as outside consultants with Vistakon, a Johnson & Johnson company.

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We start with why. Why are you interested in being a business owner? If the answer is that your job is making you miserable, or it feels like a dead end, we ask why again. Why are you unhappy with the job, the company, or your role? Why does it feel like you’re not advancing? Is it a question of earnings? Of personal growth? Of being able to take on new challenges? 

I also probe for what they love about their work, or what they used to love doing. It’s important to understand what motivates someone to get up and go to work each  day before we can find a good fit for them. 

Then we ask another important question: why now? Is there something happening in your life right now that made you take a step in this direction? Are you trying to move toward something? Or away from something?  These questions are not easy, and my job is to help a prospective owner figure out what matters most in their life right now. 

Once we’ve established some of their values, I can ask another question: when you imagine owning a business, what do you feel? What will change? The answers might include flexibility to live a lifestyle that makes you happy or allows you to spend more time on what – and who matters.

The answers might include autonomy, the ability to decide when, where, and how much you work. It might include the ability to grow your income based on how much effort you put in. It might include the ability to challenge yourself to develop new skills. 

It’s important for them to imagine how owning a business would be different than what they’re doing now. It sometimes takes several rounds of “why” and “what” to get to the core issue they hope will change with business ownership. 

Finally, I ask about how they want to feel as a business owner. The answer might include pride of ownership, feeling fully engaged, or that they’re making a difference in their community (or the planet.) 

Some people want to own a business because they want to build a legacy, something they can be proud of. They may want to employ their children or leave them something of real value after they’ve retired. They may want to own a business so they can create jobs, build a team, create a meaningful work culture, or mentor employees.

They may talk about connecting with their passion, but in my experience, many business owners don’t expect to feel passionate about running a company unless it’s using a skill they’ve always dreamed about. Most business owners think of their business as a way to finance their passion, whether it’s cooking, travel, making art, or some other fulfilling pastime. The business itself can be anything you can run well that generates income and allows you the time to pursue your interests. That gives us plenty of possibilities to work with

The good news is that there’s a business model for almost any kind of lifestyle and wish list. You can customize your business to meet your needs, whether they’re professional, financial, or personal. Your preferences and level of commitment (whether you want to run the business yourself or manage a team) will determine what kind of business makes the right fit for you. And it starts with asking the right questions.

Whatthefranchise is a Strategic franchise consulting firm that has helped people for over 30 years to find the best franchise via proprietary assessment tools.

Marshall’s background includes over 39 years of business ownership, sales, marketing, and consulting experience..  His first endeavor as an entrepreneur was as an independent contractor for the South-eastern United States with the Optyl International Eyewear company, based in Austria. During his tenure with Optyl, he was awarded the Consultant of the Year for the United States. Marshall parlayed his success with Optyl into a successful partnership of optical retail superstores in Jacksonville. His company also worked as outside consultants with Vistakon, a Johnson & Johnson company.

Whatthefranchise is an affiliate member of the IFPG group which is the largest franchise consulting group globally.

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Reddy says there are four ways someone can buy into a franchise. The most common model is the single-unit franchise. There’s a reason most buyers choose this model; the entry cost is relatively low, and many new owners feel more comfortable starting with a single unit until they become confident that they can run the business and meet their goals.

This lower risk model is a great starting place, but its potential income for an owner is limited.  And most single-unit franchises don’t provide enough income for two or more partners. Usually, the single unit franchisee is for a relatively new entrepreneur who wants to replace his traditional job with self-employment income.

At the other end of the risk/reward spectrum is the area license, or master franchise license. This is increasingly rare among established franchisors; usually, you’ll find the model being offered by younger franchisees who are seeking quick growth. The area franchise model usually offers a large territory for development: a large metropolitan area, a few counties, or a whole state or region. The area license holder is charged with finding franchisees and helping them establish their business. Some franchisors may require the area license holder to own at least one unit in the territory to use as a flagship business and training center.

The area license holder splits the franchise fees with the franchisor and collects royalties from the new units. The area license holder must have a plan for developing the territory within a specific timeframe in agreement with the franchisor. This can be a very profitable model, but it requires a broad spectrum of business knowledge on the part of the owner. Most of the success stories in this model include partnerships with diverse expertise.  One partner may handle operations support, one might do marketing, and another handle real estate.  

This model takes experience and expertise, but it’s a very profitable model as long as the franchisees achieve success. The master license owner(s) invest their time in recruiting, vetting, training, and supporting other business owners.

Entrepreneurs who choose this model are by definition less risk-averse than single-unit franchisees, and they may change the dynamics of the territory. Reddy has seen a few cases where a new franchisee wanted to put a toe in the water with a single unit, only to find that a more confident investor has seen their success and purchased a master license. The single unit owner suddenly becomes limited to the single unit whether or not that was their long-term plan.

Some business owners become franchisees after they start their business and achieve success under their own brand. They may come, over time, to see advantages in aligning themselves with a national franchise brand. Two of the most common industries for the conversion model are real estate and hair salons. A moderately successful hairstylist will gain considerable benefit from becoming part of a national brand’s franchise territory.

Conversion fees are generally lower than traditional franchise fees, but the owner will also have to bear the cost of conversion. They may have to invest in technology, bring facilities up to franchise standards, and pay for brand conversion items such as signage. The converted business gains much in brand recognition, national marketing, and systems, so this is an attractive model for an entrepreneur who wants to take their business to the next level.

Finally, the fourth model is the one Reddy recommends for entrepreneurs who are confident they can manage a larger operation and have higher income goals. The multiple unit model has several advantages. Franchisors usually offer a discount on the franchise fees after the first purchase, so the cost of entry for the extra units is lower. The potential for income, however, increases with each unit, and the owner also realizes cost savings by scaling support and marketing services for multiple units.

Because there are several ways to enter and succeed within a franchise model, Reddy recommends entrepreneurs find a consultant who can help them determine what will work best for them. They may have more options and more opportunities than they realize.

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It seems like an odd way to greet professional football players since they’ve played the game since they were kids, but he had their attention.

What he was saying was – let’s not leave anything to chance and rethink everything, no matter how basic. As it turns out, Lombardi was giving some pretty good career advice too. Are you happy with your professional path? Will it lead you to your personal goals? And maybe most importantly, is there enough pain for you to do something about it?

So as we enter a new year, do yourself a favor and do some self-reflecting and forecasting.

We have moments in our lives when we’re hit with adversity. These events, and how we respond to them can change our destiny. While you cannot control every variable, you can influence your fate.

In December of 2021, just 18 days before Christmas, 900 people with Better.com were laid off hearing the news from a 3-minute Zoom meeting. Unfortunately, many of those people were caught flat-footed, without another source of income or plan.

It’s not unheard of. The median tenure of employees working for the same employer is just 4.1 years. Nothing lasts forever. Your last day may or may not be your choice. Other people can make that decision for you. If you find yourself in the same situation as the Better.com employees, you’ve got to act fast. Many will get back on the hamster wheel and start the clock ticking with their next employer, yet others will decide they’ve had enough and start their own business. It all comes down to what you are willing to do to secure your future.

Last year, more than 4.4 million new businesses were created in the U.S., the highest on record. What’s driving this economic boom? The reasons are many but can be summarized as people escaping their pain or seeking happiness in the pursuit of pleasure. Ultimately, it’s the only two factors that cause someone to start a business.

“The secret of success is learning how to use pain and pleasure instead of having pain and pleasure use you. If you do that, you’re in control of your life.” – Tony Robbins

2022 is coming; how do you want to play it?

If you like your job, and things are going well, then good for you! In that case, there isn’t enough “pain” for you to resign and start your own business. However, there may be enough motivation to get involved in a semi-absentee business. That’s the trend franchise matchmaker Marshall Reddy is seeing. “I work with people that have a comfortable life, but they’ve seen enough and amassed enough experience to know that diversifying their income and leaving themselves options is a good thing. They’ve reflected on their professional life and have a plan to work a few more years at their corporate job, and then transition to owning and running their own business. It gives them something to look forward to. By starting up now, they can make a smooth transition when the time is right.”

It all comes down to priorities and risk mitigation. Take a minute to think, channel your inner Vince Lombardi, and map out the future you deserve.

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