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Unemployable with Jeff Dudan
The One Question to Ask Before You Buy a Franchise with Window Hero President Keven Elwood #211
00:23:30
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- [00:01]
A
Hey, everybody. Welcome back. I'm Jeff Duden. We're on the Unemployable podcast, and it is Franchise Friday. Thanks for joining us again. And today we've got Kevin Elwood, who is the president of WindowHero, one of the Homefront brands brands. Welcome, Kevin.
- [00:17]
B
Yeah, thank you, Jeff. It's good to be here.
- [00:22]
A
Yeah. Very excited to have you on today. Can you start with a quick introduction?
- [00:28]
B
Absolutely. So, again, my name is Kevin Elwood. I'm the brand president for WindowHero and came from about a decade of franchising and prior to that, 20 years in the Army. So that's where I kind of grew up and got all the values that drive me for army growing.
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A
Outstanding. Outstanding. So tell us a little bit about what you do at Homefront Brands.
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B
So primarily, my responsibilities are around driving the franchise and the vision for the future and helping business owners of all ages grow their businesses into something valuable for their future.
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A
Awesome. Can you share a little bit about maybe some of the lessons learned in the military and how you've applied that to your career in leadership inside of franchise brands and also as a franchisee, if you don't mind talking a little bit about that.
- [01:16]
B
Yeah, certainly. So that's where I came from. I bought a home services franchise and quickly found out that training, especially home services techs and leadership, is exactly the same way as the military does it. The folks are the same, same age group. They have the same value set.
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A
Okay.
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B
And that really rings true across everything. Whether it's a painter or a window washer or a fence builder, those folks have the same value set as a young American going in the military. So all the military basic training things, the basic training principles apply and make life significantly easier if you just kind of think along those same lines.
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A
So follow the plan, complete the mission.
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B
Repeat, repeat, repeat, repeat the same things. Establish what works, and then repeat it over and over and over again to success.
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A
Yeah. And training as well.
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B
Right. Yeah. Don't let your employees sit idle or figure it out on their own. It has to be established. Here's exactly what I'd like you to do. Here's exactly how I'd like you to do it. Don't deviate from this. Do it exactly this way every single time.
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A
Got it. Would you mind sharing just maybe what your specialty was when you were in the service?
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B
Yeah. So.
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A
And, yeah, a little bit about your career.
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B
Yeah. So about 18 and a half years of it was in army special operations, aviation. Had a terrific military career. Met a girl, had kids, ruined that had to go do get out, kind of decide to retire, but had a fantastic military career all over the globe many times around the planet and all over the serving everybody. It was spectacular. And then fancy enough a LinkedIn post. I was doing what a good soldiers should do, retiring from the military and was trying to establish my LinkedIn profile. What am I going to do in life? Number two, there was a LinkedIn post, why Veterans don't buy franchises. And to me it was simple. It was super simple. We don't want. We just worked our whole lives not generally well off military men retiring men retiring not, you know, they usually have a nest egg, but it's not like they're sitting on a ton of money.
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A
Right.
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B
And then our franchise organization comes in and says, give us all that money and we'll give you something and we'll figure it out one way or the other. And. And that was the basis of the ad. And I replied like, that's scary for someone who in the military is very well protected. Housing's protected, food's protected, families protected. Lots of values and benefits and systems and processes. And then you're retiring and going off into the unknown. And so it can be pretty scary. That reply, luck would have it was the first one of the white paper that was, you know, why veterans don't buy businesses. And I got an unprecedented response. Unprecedented really?
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A
Was it from the veteran community?
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B
Veterans broker, franchise brokers franchise systems offered me free units and I would just sign onto their system. Hundreds of responses to me directly at our post. Prior to that, I probably never really actually considered buying a business. I have a formal education in business. I thought I would just go off into someone's corporate ladder and work and never change. I was wrong. So I bought a home services franchise, worked in it for about 18 months and figured out that I love teaching other owners how to do franchising more than I like running my own business.
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A
Yeah.
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B
So hired a general manager, went to work for them. I've been franchisor and ever since then it's been off to the races. Just in the franchisor side of things, primarily around my passion, just growing other businesses, teaching people how to do it. I love that part.
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A
I know you're humble about your military service, but I would like to mention for the audience that you supported special operations and you participated In, I think, 31 active combat military missions and are decorated. So thank you for your service.
- [05:11]
B
You're welcome. Again, fantastic career. Yeah.
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A
And you know, while we're talking about veterans, do you would think that Franchising is an exceptional opportunity for veterans based on their training, their willingness to. To do the hard work, to follow a plan, to show up and to then evaluate what they did and to continue to improve upon it and also to build and lead a team.
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B
Without a doubt. But kind of like I talked about in the beginning of this, it is difficult to overcome the mental block of buying something going into the. You're kind of. Everybody is incentivized, and you see it all over the place. I need to move up the corporate ladder. I'm going to be a director and a vice president, a president and a CEO. And that's the. The path that's laid before most everybody, young people, military or otherwise. That's kind of how we see ourselves. And then you watch it happen in the vendors that are supporting the military, the contractors, you see that same path. I'm going to go to a contractor agency. I'm going to work through that. It's so right in your face. Yeah. So then, although the military veteran is perfect, you just said it. It's perfect. It's fits. I'm a. I'm a perfect example of that as well. Like, if you just tie the value set and the principles that guide you through the military to this, you will be successful in franchising, without a doubt. But it is a difficult mental block to overcome.
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A
And you joined a good system, a growing system. It was in the moving storage and junk space, and you became one of the top producers in the. In the network, and I think ultimately helped them at the corporate level. So it was a really good transition from the service life to the entrepreneur life.
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B
Yeah, absolutely. Had a great system, a great support, a great group of support folks, and then learned that I wanted to be one of those folks. And that allowed me to explore and grow and then to grow my own business as well. Learning from the coaches as I coached helped me grow my business significantly as well.
- [07:06]
A
Yeah, well, we're so glad you did, and we're so glad that you're here. So can you just share a little bit more in detail about what specifically you do at Homefront Brands? Maybe how you engage the franchise owners and.
- [07:17]
B
Absolutely. So WindowHero is a fairly small system, about just under 40 units. So I'm actively involved with franchisees a little more than the average franchisor president of a brand might be. And that's right where I want to be. Okay. So driving franchisees to earn, to get to their vision, to grow, to be successful, to take the necessary steps, how to hire, what it feels like what is the day in the life of a successful franchisee feel like. I love teaching that part. I love seeing and experience it and watching people grow and be happy in their dreams of franchise ownership. And then last but not least, driving the vision of the brand as well. Making sure that we're saying, hey, the future is bold and we're going to drive towards it hard.
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A
So is that what you like the most about it is working with the franchise owners? And is there anything else that's particularly rewarding when a franchise owner has a certain type of success?
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B
Absolutely. It to me, it is almost like I'm winning. So to see a franchisee get to the next revenue level or the next profitability level, or to hire that next employee or buy that next truck and get to that next space, I share in their energy in that success, energy in that vibe. I experience that just like it's mine. It makes me, it's so nice. It's so. It's a wonderful feeling to help, you know, 40 business owners win.
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A
Yeah, WindowHero is growing. We're consistently adding new franchise owners to the system. What are some of the reasons that you see owners choosing franchising today?
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B
I think that owners choose franchising for different, for a bunch of different reasons. I think one of the reasons they're choosing Window here right now is basing the business off relationships and culture. So we have a successful plan. Right. And most franchisors have, they'll tell you have a successful plan and we can, we can grow your revenues, you hire employees, but we also have a system of meetings and culture related events where you can get on and laugh with your peers and talk about that win, talk about that loss, talk about whatever it is to achieve success in a comfortable environment. And I think that helps people choose Window Hero more than otherwise.
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A
What are some of the characteristics of ideal candidates that have success inside the system?
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B
So I think anyone who has a dream of owning their own business and being free out there can certainly choose franchising. I think that also you should understand the type of franchising. I think a person should be specific there whether maybe someone who's sales oriented. Home services is where you should be. You can go out and win easy in home services. Maybe someone who's completely tech driven. There's franchisees, franchise systems out there for you, but maybe not a home services franchise as much.
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A
Okay, so somebody that might prefer to be behind a computer working on things like that versus out in the community.
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B
Absolutely.
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A
Meeting people, building a team, that kind of thing.
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B
Those relationships are critical no matter what. Even with a perfect marketing plan, going out and shaking hands with the community, Being the mayor of your community is the way the mayor. Absolutely.
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A
All right. Awesome. What are some of the common misconceptions that people have when they become exposed to franchising for the first time?
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B
I think a pretty common misconception is that you work for the franchisor. Like that it's a corporate structure that you're. That somehow you're. You're handcuffed to that franchisor doing. Exactly. But. And they forget about the freedom that it promises in business ownership. And that if you don't work for us, we're giving you the system, we're giving you the cruise control to be able to take your business to the next level and grow and win that. You don't work for us. You're not an employee of the franchisor. It's your own business.
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A
So with great freedom comes great responsibility.
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B
Absolutely right.
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A
And maybe that's unsettling for some people.
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B
Certainly. I think that taking this step has some anxiety, both positive and negative. Sure. But that's when, like I mentioned, having a good culture, having a good environment built on relationships where you can. You can call me or the staff that said, we're here, and say, here's what I'm experiencing. We can say, this is normal. This is the way it is, and here's some things you can do to overcome that anxiety or that stress that's making you a little nervous or a little more scared in your space you're in today. Yeah.
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A
Yeah. I think. I think that's good. And, you know, I also. I think people might have misconceptions around, you know, what their role in the business is going to be. You know, everybody, when you go buy a car, you kind of put yourself in it and you see yourself driving it, and that's when you know you bought it. So people take their historic career, who they've been, and then they apply that into the franchise, and they think it's going to kind of be just putting a skin around their existing skill set. But there may be other capabilities and other roles that they actually have to do to be successful in the business. It's very hard to really fully understand that before you actually get in and start operating.
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B
I think that the definition of freedom is misconceived.
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A
Okay.
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B
Like, you're going to be free to do the things you really like.
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A
Yes.
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B
I like training people. I like building people. I like. I'm uncomfortable in a sales environment. I might not be in some others.
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A
Okay.
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B
And so I think that every new franchisee goes to that point where they might not be as they have to get uncomfortable with themselves to realize where they're the most comfortable. Yeah. Have you never. A tech guy may realize they're really great at sales. They've just never had an opportunity to get out there and be that person to build in a community. So that's really a lot of the changes. A lot of the things I see around that anxiety and freedom is different than what you might think about it. The definition is different.
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A
So are these shifts in their mindset that they have to internalize?
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B
I don't think they have to. I think there are certainly people that are more than comfortable in their own skin and they'll apply it and they're the perfect driver for the perfect car and they'll be great. But everyone else has awkward like you're going to curb. You're going to hit the. Your car's not right.
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A
That's right.
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B
If it's faster than you ever had before, you're going to be nervous about it. If it's slower, it's going to be different. And that allows you to experience something that you've never done before again and enjoy it and do something different and build the business. You need the way to success. Whatever it is, whether it's wealth or freedom or. Or just empire building, whatever it is, it allows you to get there.
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A
Yeah.
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B
But the uncomfortable has to be there.
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A
Yeah. In your 10 year career you've been a franchisee and you've worked for two other franchisors before Homefront Brands. In your opinion, what differentiates a good franchisor from truly a great one?
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B
Systems and processes.
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A
Okay. And SOPs from a military guy.
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B
Absolutely. Standard operating procedures.
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A
Who could have predicted that answer?
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B
Absolutely. Everybody says they have them but.
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A
Right.
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B
Everybody says that. But it's not true. We both know that it's not true.
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A
That's right.
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B
And that's the differentiator from the people who build the systems and processes. It's clear from the team. I think you can look at a franchisor who's built solid teams and their culture internally in the franchisor and see that they do or don't have good systems and processes. The franchisees language their behavior as well. That's going to tell you whether you have a good systems and processes at the franchisor level. I think Homefront stands apart in most good franchisors have franchise business consultants. It's common and we do as well. Obviously we have them. But the level of marketing support you get here at home fronts ever you have a person that's your marketing person kind of like an fpc only marketing oriented.
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A
Okay.
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B
It's different than the average franchisor with just a franchise business consultant which is normally kind of operations based historically.
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A
Yeah.
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B
So you get a little different. It's. Yeah. You know, you get some more support. A different quadrant and sometimes the scariest quadrant of the business. Marketing.
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A
Right.
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B
You know, where no one buys a franchise saying I can't wait to get out there and market my business. That's not the generally the party line and why you buy a franchise. But that supports there's to help you be healthy.
- [15:38]
A
You know, the key word that we're talking about a lot of homefront brands now is specificity and making things very specific. And to your point, specific marketing people working on specifically the marketing tasks and then business coaches working on the activities, the behaviors, the performance. KPIs inside of the business. But you know, really taking away things that are unclear, taking away anything that's noise or a distraction to make sure that every interaction has value and is incrementally improving the business and the business owner and the people that are operating within it is something that we aspire to do at home front friends. And you're right. It's not easy. It's not easy and it's, it's expensive and you're in life with these franchise owners. So. But like I think you and I are in the same way that that's we really enjoy working with the owners.
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B
Absolutely. There's no better success, no better measure of success as a franchisor.
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A
Yeah. What are some things that people might overlook when they're making their choice is which franchise brand they're going to join.
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B
I think easily relationships and culture. Is it just a business?
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A
Right.
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B
It's so much more. And it's easily overlooked to just get happy and get involved in the decision of buying a business. But the relationships and culture of the franchisor and the system that you're buying into is oh so critical and sometimes can be overlooked to the point that you buy into one that's unhealthy and it's sometimes often too late once you get involved. Take a look at that. Those things are super important. Got it.
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A
Is there any one specific mistake that you see new franchise owners make and if so, what advice would you give them to avoid it?
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B
Easy. The most common mistake is simply not following the plan. I think every you know, anybody sitting in my chair could easily say that and, and simply listen to the advice of those around you and learn from the mistakes that we've made over the, over the course of time. And follow the plan.
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A
Yeah, yeah. If you're fighting the plan, it's kind of like you're in quicksand. The more you fight it, the, the, the more you're going to slip down into the, into the muck. Right. And really, and a lot of times to your early point, it's about people being uncomfortable. If you're sales reluctant, you can overcome that. You might have to hire a salesperson and not be the salesperson. There's actually an answer to put the owner specifically in the business and their highest value role. But they have to be open to it and they can't fight, you know, they can't fight their nature and they can't fight the plan.
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B
Sometimes it may even mean. That may even mean hiring your own boss. Yeah. Inside a business that you own, you may have to hire a general manager to manage the daily things. If that's not your space, you may have to. You know, there's a bunch of ways. If hiring isn't your thing, someone has to go own that. And it may involve hiring someone to do that for you on your behalf.
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A
Well, to your point, if the plan is good enough, like at a McDonald's, they're all run by managers, right?
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B
Absolutely.
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A
So if the plan is specific enough people can be hired to follow it.
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B
Yes, absolutely. The owner doesn't necessarily need to be the be all. They can hire someone and go off and let the business grow and, and as long as that person's willing to follow the plan, they can be successful. Yeah.
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A
Is there anything about home front brands that most people wouldn't know, but maybe they should?
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B
I think Homefront Brands is often it's talked about, but it's hard to see as a, as a, as a franchise candidate. But community, it's. When it's our leading value in our values.
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A
Yes. But we really have incredible franchise owners.
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B
It's one of those very collaborative, so overlooked.
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A
Community. Yeah.
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B
If we will ask every franchisee what their favorite value is and few will say community. Right. It's just not the thing that resonates, but they don't realize how powerful and it's the whole key to franchising. You're buying into a community of people that know what's happening around you and you can be comfortable in growing and building a business.
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A
Right, right. In your experience, how can franchising Change somebody's life. And are there any particular franchisees success stories that you can share?
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B
Me? Oh, I would have never got here. It's pretty simple. I thought I'd be at a contractor working on the side of helicopters until I died. Like that was the way you did. I know tons of men right now who are more than qualified to do what I'm doing in this chair right now, but they're standing on a platform, working on an engine on the side of a helicopter at 60 years old because that was the path. But you know, I saw an opportunity, went for it, and then it's been an amazing path. Yeah, it's.
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A
There's a moment in every franchisee's life where they have to take that leap and many don't because it's scary. But as an entrepreneur myself since 1989 and we're sitting here in 2025, I would never have changed anything. Any of the risks that I took to in exchange for the life that I've been able to have me either.
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B
Military career or otherwise, I'd happily do it again.
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A
Awesome. Are there any trends that you see sitting where you are in franchising in the next three to five years?
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B
I mean, everyone's talking about AI.
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A
Sure.
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B
And I think in some places it's discredited in franchise space, but it's going to be huge. The ability for us to show a franchisee so much more information faster. So you may have a question for a franchise business coach. And it's 9:30pm and you're sitting on your pillow. That coach is asleep. He's with his family. Now, if we build it right, I think we will. You text us. And AI looks in the sop, looks in the standard operating manual, looks in our operations manual, says, oh, this is the answer to the question in a flash.
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A
Right.
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B
And, and, and then pings the franchise business coach to follow up to you about this question. You know, tomorrow when the, when it happens. So I think it's going to play a huge part here in the next few years in how we grow franchises.
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A
I agree. Last question. If there's somebody out there and they're looking at franchising or they've been looking at franchising and they're on the fence. What's the one question that they should look in the mirror and ask themselves?
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B
Can you win going back the other way?
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A
What does that mean?
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B
So you go to your job that you likely have. Most of the franchise candidates we see have jobs. That's right. They're winning.
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A
That's right.
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B
But can you really be free? Can you really get to that level of wealth or that level of freedom that you want? Can you build that resource for your family 20 years down the road as the vice president of some corporation somewhere? I mean, there are certainly people that can say yes at certain jobs, but I think most often more times than not, the answer is no. You have to move forward to something different and try something new.
- [22:40]
A
This is actually the final question.
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B
You said that before.
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A
If you had one sentence to speak into a veteran's life, who is getting ready to leave the service and make an impact, what would it be?
- [22:53]
B
It's worth it. It's worth it.
- [22:58]
A
Perfectly said. Kevin, thank you. Thank you for your service and thank you for your leadership here at Homefront Brands.
- [23:04]
B
Absolutely. Thank you.
- [23:05]
A
Awesome. This has been Jeff Duden on the Unemployable Podcast. Of course, you can find more about homefront brands@homefrontbrands.com and of course, as always, go to the link in the show notes. Get a free copy of my book, the Business Athlete's Regimen for a Great Life Through Better Decisions. It can help you learn make big decisions at these inflection points in your life. I'm Jeff Duden. This is the Unemployable Podcast. We're here with Kevin Elwood. Thanks for listening.