I’ve spent decades as a business and management speaker, presenting to leaders about performance, leadership, and building strong teams. But early in my career, I started to feel uneasy.
I was giving advice to rooms full of managers and experienced business owners, many of whom had far more hands-on experience than I did. I didn’t want to come across as just another speaker who talks theory but lacks real-world credibility. I wanted my message to be backed by real experience, not just motivation.
One day, while flipping through an airline magazine, I noticed an ad for Edible Arrangements. Something clicked. Franchising caught my attention because it combines structure and flexibility. Everyone follows the same system in similar markets, yet results vary. That meant there was a difference-maker. If I could figure it out and make it work for me, I wouldn’t just build a business—I’d also gain insights that I could share with my clients.
My goal was never to leave my speaking career. That’s still my main passion. But I wanted to add a business that could strengthen my message and grow my income. That’s how I ended up opening an Edible Arrangements franchise in 2006.
Let me be clear: there was nothing “part-time” about this move. Opening a franchise meant taking out a loan, signing a 10-year lease, investing in a buildout, hiring and managing staff, and serving customers. It required total commitment—even if I couldn’t physically be there every day.
We faced our share of struggles, especially in the beginning. But in time, we built one of the top-performing locations in California. Later, I bought a struggling second store and turned it profitable within a year. We even won awards for best customer service and manager of the year out of more than 1,000 stores worldwide—all while I was still traveling for speaking engagements.
So, how did I do it? These six strategies made it possible:
1. Choose the right franchise model
Not every franchise is designed for absentee ownership, no matter what sales teams claim. I chose a brand that allowed some flexibility, but I quickly learned that success still requires serious involvement. You don’t need to be there physically all the time, but you do need to be mentally present.
I looked for a business with clear systems, brand standards, and strong corporate support. I also talked to other franchisees to make sure my plan of balancing two careers was realistic. I wasn’t just an investor—I was still a leader, even if I led from a distance.
2. Build systems that run without you
If I wasn’t going to be in the store daily, I needed systems for visibility and accountability. Every night, the closing employee sent me a detailed report on sales, problems, and feedback. I installed cameras to monitor the store remotely and check opening and closing times. I could also log into our system from anywhere to review dashboards and performance data.
Cross-training was another key part of this. Every employee learned multiple roles, which gave us flexibility and protected against staff shortages.
3. Hire (and keep) the right people
Finding the right manager changed everything. My first two hires were good, but they didn’t last. The third, Jennifer, joined about nine months in and stayed for the rest of my ownership. She even stayed with the new owner for a year after I sold the stores.
4. Lead the culture—even from a distance
Culture doesn’t happen on its own—it must be shaped. We often discussed who we wanted to be as a team and the kind of workplace we wanted. We trained carefully, coached regularly, and gave employees chances to take on leadership. Their input helped us innovate, reach goals, and stay aligned.
When team members proved themselves, we gave them more responsibility. That investment paid off in loyalty and performance. The stores didn’t just feel like mine—they felt like ours.
5. Let go of control (the smart way)
No one ran the business exactly like I would have. No one sold as much or cared quite the same way. But that was okay. I learned that if my team operated at 80% of my personal standard, it was enough for success. That gave me space to keep speaking and eventually open a second location.
Letting go allowed others to step up. It made Jennifer’s job easier. And it gave me the freedom to focus on growth, not just daily operations.
6. Manage by the numbers
When you’re not on-site, metrics become your main tools. I tracked weekly sales, average order size, expenses, and customer reviews carefully. I studied every P&L statement. I even tracked individual employee performance so Jennifer could coach in real time when needed.
She managed the store floor. I managed the numbers. That system kept everything running smoothly, even when I was away.
One of the proudest moments of my franchise journey was winning the best customer service award. That recognition wasn’t just about sales—it reflected the culture we had built. It confirmed what I had come to believe: success in franchising isn’t about working harder. It’s about working smarter, creating systems, and developing people.
The experience didn’t just improve my speaking—it transformed it. I had real stories, real wins, and real setbacks. It gave my message authenticity. You don’t have to quit your day job to build a successful business. But you do need to treat that business seriously. Build systems. Lead your people. Track your numbers. And most importantly, trust the team you’ve built.
That’s how you grow something great—even when you can’t always be there to see it.