I was twenty-five years old, working part-time at a tanning salon, focused on getting my life back in order after a car accident— not thinking about building a career. This year, I turn fifty, and that unplanned entry point has grown into a quarter century long journey spanning both franchisee and corporate roles, filled with challenges, growth, and opportunities I could never have predicted or scripted.
If someone had told me then what franchising would give — and demand — of me over the next two and a half decades, I would not have believed them.
The journey has included employee lawsuits and theft, and situations I never imagined navigating as a business owner — including drug deals taking place inside salons. There were moments that demanded personal sacrifice, like covering Airbnbs and living expenses for employees when staffing shortages became critical. And, like many, the Covid years brought closures, prolonged uncertainty, and the emotional strain of trying to support teams while keeping businesses viable.
Along the way came full salon walkouts, difficult closures, strategic sales, and new openings. There were also hard-earned wins, including turning a failing location into the number one salon in the Canadian system. The experience required learning how to operate businesses from a distance long before remote leadership became common, and discovering how to maintain culture, trust, and accountability even when not physically present.
What makes this journey unique is that I’ve experienced franchising from both sides of the system.
In addition to being a franchisee, I’ve also held a corporate role. That dual perspective helped fundamentally change how I view franchising. As a franchisee, you feel the weight of every decision immediately — payroll, staffing, customer experience, and community reputation all rest on your shoulders. As part of a corporate team, you gain a broader view: how systems are designed, how brand consistency is protected, and how central decisions impact operators across regions, markets, and even countries.
Seeing both sides reinforced an important truth: strong franchise systems only work when corporate teams and franchisees understand each other’s realities and work in partnership. It’s not “us versus them.” It’s a shared responsibility to protect the brand, support people, and adapt together.
Along the way, I’ve had the privilege of sitting on boards, working on task forces, and this past year, serving on the Canadian Franchise Association’s Board of Directors. These roles continue to expand my perspective beyond individual locations to the broader franchise ecosystem. They also reinforce the importance of collaboration, transparency, and shared learning across brands and borders.
One of the greatest gifts franchising has given me is people.
Over the years, I’ve built strong friendships and professional relationships across North America — franchisees, corporate leaders, suppliers, and support partners who understand the unique pressures of this industry. These relationships were not just forged in moments of success, but during crises, late-night phone calls, and difficult decisions. The franchising community has been so generous with its knowledge and deeply supportive in moments when I felt isolated and alone.
That sense of community is something few outside the industry can truly understand.
Most people don’t grow up dreaming of becoming a franchise operator or working in franchise systems. Children talk about being firefighters, police officers, doctors, teachers, mechanics or hairstylists. Franchising rarely appears on that list — not because it lacks opportunity, but because most people don’t even know it’s an option.
I certainly didn’t know how it would impact my life.
What I’ve learned over twenty-five years is that franchising is one of the most misunderstood career paths available. At its best, it offers the autonomy of running your own business with the support of proven systems, established brands, and a network of people invested in shared success. It doesn’t remove hardship, but it provides tools, mentorship, and perspective that help make the challenges survivable — and often transformative.
Another key lesson is that organizational culture matters more than almost anything else. Systems and processes are essential, but company culture determines whether a business can weather disruption. Maintaining culture across multiple locations and roles — especially from a distance — requires intentional leadership, consistent communication, and trust. It is difficult work, but it is also the work that sustains a business long-term.
Looking back, it’s remarkable to think that all of this grew out of a little part-time job at a tanning salon that I didn’t see as meaningful at the time. Franchising taught me that you don’t need a perfectly mapped out career path to build something special. Sometimes the most significant opportunities come from saying yes to what’s in front of you, stepping through that open door, and being willing to learn as you go.
For those considering franchising — or those already in it and questioning their choices during a difficult season — my message is simple: franchising is not easy, but it is powerful. It challenges you to grow as a leader, a problem-solver, and a human being. It offers a rare blend of independence and support, and, if you lean into the community, it can also offer lifelong relationships.
Twenty-five years ago, I didn’t understand what franchising was. Today, it has shaped my career and family life, expanded my perspective, and introduced me to people and experiences I never would have planned — but wouldn’t trade for anything.
