Week 31 ( Lake Elsinore)
Opening Our First Franchise: Lessons from Week One
Our first franchise opened its doors on Monday, April 14th, and what a journey it's been already. We followed up with a friends and family event the Saturday after opening, and I'm thrilled to say it was a huge success.
This whole process is new for me and our entire team. The thought of opening stores over the next five years feels overwhelming at times, but it's also incredibly exciting. We're optimistic and genuinely happy about our first franchisee – they're such a great couple and truly the best partners we could have asked for as we launch this new enterprise.
What makes them ideal partners? They're willing to make the financial investment, and more importantly, they're open to our suggestions and coaching. In growing any business, you need partners – whether that's the people who work alongside you, or in our case, franchisees who are essentially our clients. A good franchisee is someone who not only invests in the store but becomes a true partner in building the brand.
Our first franchisees bring hospitality experience, dedication to our plan, and a hands-on approach. They're also flexible and open to suggestions and coaching. Since we're in the early stages of growing our company, having partners who are open to suggestions and changes as we evolve the brand is crucial.
Systems and Procedures: The Foundation
My primary focus next month is on our systems. I need to ensure this restaurant runs on detailed operations. Although our first location is partially set up with procedures that meet the demands of the store and our team members, there are still many new processes to document and refine. While some of these details might seem mundane, it's exciting to see our operational framework come together on paper.
As CEO, my role in this business is evolving. It's not about focusing on putting pickles or tomatoes on a sandwich – it's about ensuring the team understands the importance of pickle placement, proper bun toasting, and creating happy customers. Leadership means knowing how to interpret finances and data, providing oversight, and driving individual store systems while connecting with the community.
This macro-level thinking is different for me. I've always been more hands-on, but real life is teaching me to balance my old self (the technician) with who I'm becoming as an entrepreneur. I'm excited about this evolution, though the change is gradual and something I work on every day.
Looking Ahead: The Next Two Months
The next two months are extremely pivotal for us as we grow the business and look for investment opportunities. We want to pay down some debt at the corporate level while providing working capital for our flagship store and marketing funds to push the brand forward.
It's important to remember what we really are as a company: we're not a restaurant. We're a franchise system offering assistance, guidance, coaching, and direction to entrepreneurs who are growing our brand through their own stores. That distinction shapes every decision we make and every relationship we build.
The journey is just beginning, but with the right partners and systems in place, I'm confident we're building something special.