How I managed a top-performing franchise while traveling full-time as a speaker — by using smart systems, strong leadership, and trust.
For many years, I’ve worked as a business and leadership speaker, talking to groups about performance, leadership, and building strong teams. But early in my career, I started to feel unsure.
I was giving advice to rooms full of managers and business owners, many of whom had more hands-on experience than I did. I didn’t want to be seen as just another speaker who talks theory without real-world knowledge. I wanted my advice to come from actual experience, not just motivation.
One day, while reading an airline magazine, I saw an ad for Edible Arrangements. Something about it caught my attention. Franchising seemed interesting because it mixes structure with differences. Everyone follows the same system, but results still vary. That meant there had to be something else that made the difference. If I could figure that out and make it work for me, I wouldn’t just start a business—I’d gain useful insights to share with my clients.
I never planned to quit speaking. It’s still my main passion. But I wanted to add a business that would make my message stronger and increase my income. That’s why I opened an Edible Arrangements franchise in 2006.
Let me be honest—this was not a “part-time” project. Starting a franchise meant getting a loan, signing a 10-year lease, investing in the store setup, managing a team, and serving customers. It needed my full attention, even if I couldn’t be there every day.
We had our struggles, especially in the beginning. But eventually, we built one of the top-selling stores in California. Later, I took over a second location that was failing and made it successful within a year. We won awards for best customer service and manager of the year—out of more than 1,000 stores worldwide—all while I continued my work as a traveling speaker.
How did I make it all work? These six key strategies were the reason:
1. Choose the Right Franchise Model
Not every franchise works well with an owner who’s not there all the time, no matter what the sales team says. I picked a brand that allowed for that, but I quickly learned that you still need to be deeply involved. You don’t have to be there physically every day, but you must stay mentally engaged.
I looked for a business with clear systems, strong brand guidelines, and good support from the company. I also talked to other franchise owners to make sure having two careers was doable. I wasn’t just investing money—I was leading, even if it was from afar.
2. Set Up Systems That Work Without You
Since I wouldn’t be at the store every day, I needed ways to stay informed and keep things running smoothly. Each night, the closing employee sent me a full report on sales, issues, and feedback. I had security cameras installed so I could check in remotely and confirm opening and closing times. I could also log into our system from anywhere to view sales and performance data.
Cross-training the staff was also important. Every employee could handle different roles, which gave us flexibility and helped fill gaps when someone was unavailable.
3. Hire and Keep the Right People
The right manager made a huge difference. My first two managers were fine, but they didn’t stay. Nine months in, Jennifer joined the team—and she stayed until I sold the business. She even stayed a year longer to help the new owner.
Jennifer and I talked daily, even when I was away. When I was home, I visited the store at least once a week to stay in touch with the team. I didn’t take shifts, but I made sure I was present. I didn’t micromanage—I focused on the workplace culture.
4. Lead the Culture, Even from a Distance
A good team culture doesn’t just happen—it has to be shaped. We often talked about what kind of team we wanted to be and the type of work environment we aimed for. We took our time training, offered steady support, and encouraged team members to take on more responsibility.
When employees showed they were ready, we gave them more freedom. This investment in people built loyalty and stronger performance. The stores didn’t feel like they were only mine—they felt like they belonged to the whole team.
5. Let Go of Control, the Right Way
No one ran the business exactly like I would have. No one sold quite like I did or cared as much. But that was okay. I realized that if the team could operate at 80% of my personal standard, that would still be enough for success. It gave me the space to keep speaking and expand into a second location.
Letting go gave others the chance to step up. It made Jennifer’s job easier. It also allowed me to focus on growing the business instead of just managing the daily details.
6. Manage by the Numbers
When you’re not physically at the business, your numbers become your main way of keeping track. I closely watched weekly sales, average order size, expenses, and customer feedback. I reviewed every profit-and-loss statement. I also tracked how each employee was doing so Jennifer could coach them as needed.
She handled the operations. I handled the metrics. That setup kept things running well, even when I was away.
One of the proudest moments in my franchise journey was winning the award for best customer service. It wasn’t just about sales—it was about the culture we created. That award proved what I had come to believe: succeeding in franchising isn’t about working more hours. It’s about building smart systems and helping people grow.
This experience didn’t just make my speeches better—it changed them completely. I had real stories, real wins, and real setbacks to share. It added depth to my message. You don’t have to leave your full-time job to build a successful business. But you do have to treat that business seriously. Put strong systems in place. Lead your team well. Keep track of your numbers. And most importantly, trust the people you hire.
