Franchise Update Magazine Issue IV, 2011 | Page 16

CEO profile:

bers in their offices. So depending on
my “morning greet,” my desk arrival
time varies. The most important time
for me to be at my desk is after the staff
has left for the day. That’s when I get
the most done.
Exercise in the morning? Running
Wine with lunch? No. I’m a “runch”

kind of guy. If I don’t run in the morning, I do “runch.” I enjoy running with
team members. There’s no better way
to break down barriers than putting on
a pair of running shoes and going for
a run together.
Do you socialize with your team after
work/outside the office? We occasion-

ally have group dinners or celebrations.
Last two books read: The Mentor Leader

by Tony Dungy, and Good to Great by
Jim Collins.

What technology do you take on the
road? iPad, iPhone.
How do you relax/balance life and
work? Spending time with my children

is always a stress reliever. I also drive up
to our cottage in northern Michigan
and go for a walk in the woods or do a
little fishing.
Favorite vacation destinations: Our

cottage, and then Siesta Key, Florida,
just off Sarasota. My parents took me
there as a child and now we’re introducing our kids to it.
Favorite occasions to send employees
notes: We have what we call “culture

bucks,” a system that reinforces our job
to build our company culture. If any
of us sees someone doing something
that adds to the culture, from staying
late to help with a project to cooking
breakfast for the team, we give them
a culture buck. Once a quarter, we
put all the bucks in a bowl and have
a drawing. The person who received
the buck, as well as the person who

14

Franchiseupdate Iss u e IV, 2 0 1 1

When we
were called
to Louisiana
after
Hurricane
Katrina, we
had only six
franchisees
at the time
and were
asked to
perform a
project that
was bigger
than anything
we’d ever
done.
gave it, gets a special gift. This shows
it’s as important to recognize as it is
to be recognized.
Favorite company product/service:

The Ductz National Service Team is
a unique part of our business model.
When we were called to Louisiana
after Hurricane Katrina, we had only
six franchisees at the time and were
asked to perform a project that was
bigger than anything we’d ever done.
We were successful and it became the
launching pad for the nation’s largest
traveling team of commercial duct
cleaners. Today we pull hundreds of
franchise offices together and travel
around the world after hurricanes,
earthquakes, and wildfires.

Bottom Line
What are your long-term goals for
the company? Successful franchisees,

corporate staff advancement, and a
growing portfolio of concepts.
Has the economy changed your
goals for the company? Fortunately,

our services aren’t very dependent on
the economy. However, with high unemployment, more people try to buy
franchises—not because they want to,
but often because they have to. That’s
where Frantegrity comes into play and
keeps us focused on doing things for
the right reasons. We’re not just about
adding units. We make sure people are
the right fit, have the necessary working capital, and expectations in line with
our business model.
Where can capital be found these
days? Our parent