After 12+ years helping professionals explore franchise ownership, I’ve learned this:
The right business can create freedom and confidence.
The wrong one creates stress and regret.
That belief comes from experience, not theory.
Before consulting, I owned and operated multiple Shell Stations with automotive repair alongside my husband. After successfully selling those businesses, we reinvested in a Goodyear Automotive Service franchise. We ran our businesses while raising a family, managing employees, watching cash flow, and navigating economic uncertainty.
When the economy shifted, the responsibility didn’t pause. Payroll still mattered. Customers still expected service. Our family still depended on the business.
That season taught me how much the right business model matters and how damaging the wrong fit can be.
That’s why I believe exploring franchise ownership should be a learning journey, not a pressure-filled transaction. It is an opportunity to understand yourself, your risk tolerance, and the culture you would be stepping into.
Today, I work with professionals and executives who are successful on paper, underutilized, recently displaced, or quietly questioning their next chapter. Many are asking, “Is this really it?”
Some are burned out.
Some feel their experience is no longer valued.
Others are simply curious about what else might be possible.
My role is not to sell franchises.
It is to educate, ask better questions, and help people make confident, informed franchise ownership decisions.
If you are beginning to explore what business ownership could look like, I will help you gain clarity and move forward confident in your decision.After 12+ years helping professionals explore franchise ownership, I’ve learned this: The right business can create freedom and confidence. The wrong one creates stress and regret. That belief comes from experience, not theory. Before consulting, I owned and operated multiple Shell Stations with automotive repair alongside my husband. After successfully selling those businesses, we reinvested in a Goodyear Automotive Service franchise. We ran our businesses while raising a family, managing employees, watching cash flow, and navigating economic uncertainty. When the economy shifted, the responsibility didn’t pause. Payroll still mattered. Customers still expected service. Our family still depended on the business. That season taught me how much the right business model matters and how damaging the wrong fit can be. That’s why I believe exploring franchise ownership should be a learning journey, not a pressure-filled transaction. It is an opportunity to understand yourself, your risk tolerance, and the culture you would be stepping into. Today, I work with professionals and executives who are successful on paper, underutilized, recently displaced, or quietly questioning their next chapter. Many are asking, “Is this really it?” Some are burned out. Some feel their experience is no longer valued. Others are simply curious about what else might be possible. My role is not to sell franchises. It is to educate, ask better questions, and help people make confident, informed franchise ownership decisions. If you are beginning to explore what business ownership could look like, I will help you gain clarity and move forward confident in your decision.
