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Remedy Franchise Review: Brian Rose

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From Florida to Kansas, Remedy Intelligent Staffing makes it easy to own multi-state franchise territories

Franchisee Brian Rose
Franchisee Brian Rose

Brian Rose became a Remedy Intelligent Staffing franchise owner in 1998 when he took over a location in Jacksonville, FL. 19 years later, the former CPA has now opened several offices throughout Florida and recently expanded into Kansas. In this interview, he discusses the Remedy business model, its advantages from a financial and competitive standpoint, and what it’s like to own a Remedy franchise operating in different states.

Given your background as a CPA, what about the business model attracted you to Remedy?
When I was looking at the opportunity at Remedy financially, one thing in particular that stood out was that it was very leverageable. It didn’t require a tremendous amount of capital to open, like a restaurant, and there is a lot of opportunity to grow the business from one location.

Why is that?
Two of the biggest challenges in the staffing industry are obtaining lines of credit to pay temporary employees and quickly obtaining insurance. When you’re talking to a customer and they need 200 people over the next week, oftentimes you’d be getting a bigger line of credit. That’s a big prohibitor for competitors, but with the Remedy franchise model the franchise owner is your bank and your insurance provider — the financing is already available to grow a business and employ more people. The opportunity to grow quickly, without my own money in the game, was very enticing. To me, the return on investment was a lot higher than capital-intensive businesses.

An illustration depicts several gray people icons standing in groups holding up signs that read "Staffing."

The nice part about it is, if you get four employees in an office, you could triple your business and still have four employees. Once you cover the overhead, it’s not like, “Oh, we got three more customers and we need 50 more people to go to work. I better go hire a couple more of my own employees.” That doesn’t need to happen, especially thanks to mobile apps and texting for communication and putting people on assignment. We’re not picking up the phone every day calling 50 people, which takes hours. We’re sending one text.

How many offices had you developed in your existing markets before you decided to go into Kansas?
When we bought the business, there was one office in Jacksonville. We have since opened two more offices in Jacksonville to really cover applicant traffic. In our business, you need to make it an easy experience for the associate. We purchased a territory from another franchise owner in 2004 in Daytona Beach and opened an office outside of Daytona for recruiting purposes. And then we acquired an office in Palatka, FL, from another franchise owner.

What’s it like operating in a couple of different markets? I imagine Florida and Kansas would be pretty different.
Yeah. The opportunity to work in two markets is something I just took on about a year ago. Thanks to corporate support for all of the back-office processes, owners are able to spend more time in front of customers, really selling the business. The opportunity to split into two markets really came as we gained some leverageable mass. I’ve created my own support system internally, and that allowed me to leverage those folks and do the same thing in Kansas without having to recreate the wheel or hire more overhead.

How long have some of your own associates stayed with you? How long do the relationships last?
There’s two groups of people in our world — we have my employees in my franchise business, and we have our temporary associates. To maintain success in our franchise business, like any other businesses, you need to retain your employees and create some longevity. I have employees that have been with me 16 years now. Most over 10. That’s the group I’ve probably enjoyed watching develop and grow and prosper in our model. With the temporary employees, it really is a neat opportunity to offer folks — who oftentimes have had some challenges in their own lives — a way to get a job and prove themselves. We have temporary employees come back year after year, month after month, assignment to assignment.

What kind of person do you think it takes to succeed in this business?
To be successful in this business, or any small business, you need to be a salesperson. I think that speaks to the idea of being able to talk to a customer and have a meaningful conversation about how to add value to their business. You have to be a very outward-focused salesperson that doesn’t mind getting in front of customers every day and going to work.

What do you enjoy most about owning your franchises?
The opportunity to make a different amount of money each month is probably what I enjoy most about being a business owner. And I think that probably scares half the people in the country away from being a business owner, because they want some consistency in their financial life. But my dad worked for one company forever, and then he was downsized out of a financial institution at 52. My wife’s father, who started our franchise in 1993 in Jacksonville, did so after a few corporate reorganizations. So you have more control over your future.

The other part I like the most is we have a nice opportunity to impact the folks that work for us and make their lives a lot better and truly see them grow. It’s nice. We’re helping lots of folks now buy homes, so it’s neat to be able to impact other people while you grow a business.

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