Founded in the early 2010s, the company began as a local moving service with a clear mission: to professionalize an industry often associated with uncertainty, inconsistency, and lack of transparency. Over time, this commitment to reliability, operational discipline, and customer care enabled the brand to expand into a multi-location franchise system serving both Canadian and U.S. markets.
From its early years, Let’s Get Moving focused on building scalable systems rather than operating as a single local operator. The company invested heavily in standardized training, centralized sales processes, and data-driven marketing infrastructure. This foundation allowed the brand to transition naturally into franchising, offering entrepreneurs a proven operating model rather than an experimental concept. Today, franchise locations operate in multiple cities, supported by centralized marketing, technology, and strategic oversight.
The core service offering of Let’s Get Moving includes local residential moves, apartment and condo relocations, office and commercial moves, packing services, specialty item handling, and last-minute or short-notice moves. Unlike many competitors that rely on subcontractors, Let’s Get Moving emphasizes trained in-house crews, standardized equipment, and repeatable processes. Movers are trained to handle packing, disassembly, protection, transportation, and reassembly with speed and care, ensuring a consistent customer experience across locations.
Operationally, the service model is designed to reduce friction for customers while maximizing efficiency for franchisees. Centralized call centers and lead-handling systems manage inbound demand, allowing franchise owners to focus on execution rather than lead qualification. Jobs are quoted using standardized frameworks that balance speed with accuracy, and operational workflows are optimized for same-day or next-day bookings—an increasingly important differentiator in urban and high-demand markets.
What sets Let’s Get Moving apart from others in the moving sector is its emphasis on centralization and performance transparency. Marketing, advertising, analytics, and sales infrastructure are managed at the corporate level, giving franchisees access to enterprise-grade tools typically unavailable to independent operators. This includes sophisticated digital advertising strategies, location-based market analysis, and continuous performance optimization based on real operational data.
Another key differentiator is the brand’s focus on adaptability across markets. The company has successfully operated in both Canadian and U.S. environments, adjusting pricing structures, customer communication styles, and booking strategies to match local behavior. This cross-border experience strengthens the franchise system by reducing risk when entering new territories and equipping franchisees with playbooks tailored to their specific market dynamics.
Let’s Get Moving also distinguishes itself through its culture of accountability and continuous improvement. Franchisees are supported with ongoing training, performance reviews, and strategic guidance rather than a “set-and-forget” approach. The franchisor works closely with operators to identify growth opportunities, optimize routes and staffing, and improve conversion rates, ensuring long-term sustainability rather than short-term expansion.
Ultimately, Let’s Get Moving positions itself not simply as a moving company, but as a logistics and service brand built on systems, data, and people. Its success is rooted in combining hands-on operational excellence with centralized intelligence and modern marketing execution. This balance allows the franchise to scale while maintaining service quality—an uncommon achievement in a fragmented and traditionally under-standardized industry.