Episode 14: How Chris Hincker Built FYZICAL Into a 500+ Unit Health Franchise Empire

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Hello. Pamela curry here, host of Franchise Business Radio Show powered by franchise dot city. Franchise dot City is a boutique tenure group of franchise professionals who help aspiring entrepreneurs considering investing in a franchise. If you are considering franchise ownership, reach out to us at Franchise dot city. We would like to help you navigate the process of franchise selection and avoid costly mistakes.

The Franchise Business Radio Show was actually designed to be a platform to bring together business professionals, to connect, educate and collaborate, to serve those that are considering franchise business ownership. And on today’s show, we have Chris hinkard, the vice president of development for physical therapy and balance centers, Chris has been with the brand goodness for better part of a decade,

and as a former tennis professional and division one collegiate head coach, Chris’ passion has now focused on coaching future business owners toward franchise ownership in the field of physical therapy. And I will also share with you that Chris has introduced me to a new acronym. Lol, love your life. Absolutely. Love that Chris. Welcome to the Franchise Business Radio Show. Thanks. Pam, glad to be here, absolutely. Hey, let’s kick it off with the name of your brand and it’s there on your shirt. Physical,

different spelling than how we typically would spell. Physical. Talk to us about that,

sure. Well, we used to say we’re spelled different because we are different. So physical, the name actually comes from a long history of branding knowledge and the understanding of a number of different features, from an icon looking very similar to the Vitruvian Man and wanting it to be recognizable, but yet also already sort of stuck in the heads of of consumers, and then the misspelling having a little bit of what they call that double take power. So you look at it, and then you look when you look back and say, Wait a minute, and get you a little bit of it, a little bit more time in front of the eyes, more time to the brain. And there are certain letters that the studies have shown have. They’re called Power letters. They have a little bit more memory, recognition and and draw the eyes a little bit more than some others, so y and z are two of those letters, so there’s a long history behind the name, but also wanted it to be synonymous with the service we provide. So we are physical therapy centers. We’re just spelled a little different because we are a little different. I like that. Thank you for the explanation. And you’re right, and you do a double double look, right, double take, that’s right.

So kind of talk to us a little bit more. You know, physical therapy and balance centers. What is the story behind your brand?

Kick us off there

absolutely so physical. Was just an idea about 2012 and it was an idea that was created by our founder, who is now the chairman of the board, a man by the name of Jim Abrams, who has a pretty illustrious career in franchising and a number of different brands, seven different national brands, to be exact, that he’s either been on the executive level of founded or co founded. And so Jim had retired a couple of times before physical made his way to Sarasota, Florida, where we’re headquartered out of and a chance encounter on a on a real estate consult led him to a discussion with physical therapist to was experiencing some challenges in his business, and fast forward to an idea to help small business owners in the field of physical therapy.

And so physical was founded out of the desire to provide really accessible, high quality health care to folks, but also to be able to assist career professionals in the field of physical therapy to perform better, earn better and serve the community better. Because, believe it or not, it’s a field that has sort of hidden in plain sight for many years. So you know, physical therapy and balance centers started.

Franchising in 2013 and grew really rapidly

with the idea that not only could we provide really high quality physical therapy care for traditional outcomes, which would be, you know, injuries of the muscles and joints and ligaments, or maybe before or after surgery, sometimes even after illness. That’s all traditional therapy, a lot, a lot of times it’s called orthopedic physical therapy. But we also built into our continuum balance there, which is a phenomenally underserved market. So it is a really unique service, kind of what? What sets us apart? So today we have, gosh, about 565

open stores as of today. Another Thank you.

Another couple 100 in development, and we think the sky’s the limit, right? So now you’ve really achieved that national brand recognition, which hats off to you for that only. What they say, What 15 to 18% of brands out there actually get to 100 units, so obviously, well exceeded that. Talk to us a little about the actual business model. You’re obviously bricks and mortar. I love your backdrop that kind of gives a snapshot. I’m assuming what your center looks like

That’s right? Yeah, we’re a brick and mortar physical therapy locations or franchise units are often called clinics, so we call them physical therapy clinics, and they’re approximately 2000 square feet. And within our business, what we’re doing is we have several clinical providers physical therapists, which are doctors of physical therapy and physical therapy assistants, as well as an admin and a sales and marketing or business development individual. And those seven folks make up the the team. And what they’re doing is they’re providing physical therapy care and other health and wellness services that are related or adjacent or sort of ancillary to that on a day to day basis. I mean, at the most basic level, that’s what we do. So we’re outpatient centers, which means everybody comes and goes at their own volition. Usually a visit is somewhere around 40 minutes to an hour, and what we’re doing is providing comprehensive care. So if you have an injury or a malady that is you’re struggling with anywhere from orthopedic muscle or joint issues to what they call vestibular issues like dizziness or vertigo or imbalance and full risk, all of that can be treated in our stores. Does that mean your franchisees, these are, are they required to have kind of a physical therapy license? How does that’s a great question. No, absolutely not. Now, that doesn’t mean that we don’t have many who do naturally. If you’re in the field of physical therapy, physical probably caught your eye by now, but we actually don’t require any sort of medical background or health care licensure in order to be an owner. Physical at this point is looking for the right partners, and the truth of the matter is that an owner operator is a very, very different role than an employee in the clinical side. Clinicians are brilliant people. We love them. They actually make phenomenal employees, especially due to their education and their professionalism. But that really specific skill set, all that training that they’ve gone through those many years, none of it is geared towards business ownership activity, so that doesn’t give them an advantage as an owner operator. We can work with anyone. We’ve gotten to the point where, if you’re the right fit for our brand, we feel very confident that we can teach you to know physical therapy as an industry, and that the skill sets that may transfer from other experience that you’ve had in the world are going to be perhaps even more valuable than any clinical knowledge you could have learned.

So is there assistance in hiring those physical therapists that are obviously doing the service? Yes, absolutely,

to the extent that we can right there. Obviously the responsibility, which means the rights to hire and fire, is always going to be remaining with our franchisees. But physical has some technology that we’ve invested in that really makes it easier for folks to recruit. We’ve also got a very large network these days of active physical therapists that are already engaged, so that word of mouth in the in the field of physical therapy is a little bit easier to obtain and and we have our home office support team who can, one on one, engage with you to discuss candidates and options and thoughts there. So, you know, we hit it on every front that we can. But definitely, finding the right team is a key part of any business opportunity. So we focus and spend some energy there. Certainly now, since you kind of are in, I guess.

You know, the wellness sector, and there’s,

you know, there are different licensing requirements, probably state specific.

What type of licensing requirements are there for the franchisee, for the actual business owner?

Great question in virtually every state, the answer is that a lay person can own a physical therapy center. There are a hand there are a handful of states where regulations are slightly more gray, and so to be on the safe side, we have an alternative business model that we can utilize that really is a just a minor paperwork set up between it’s called a friendly, professional corporation and a couple other little setups that can allow the regulations within the state to be met legally, and also allow you to retain that authority and autonomy as a non clinician. So in probably almost every state, in almost every scenario, it’s not even going to need to be discussed, but in those where it does, we we do have solutions that we can propose and that we actively are using. So we know that they’re, you know, they’re legal and they work and they’re above board, so no real issues there. And could you kind of get into a little bit more around

when you look in your franchise system is, are everyone active owner franchises? Or do you permit semi absentee? We’re getting a lot of requests right now for that semi absentee business. Yes, the answer is yes. But I will, I will.

I’ll caveat that by saying semi absentee means a lot of different things to a lot of different people. Good point to physical to physical. Semi absentee means that we need to know you can put in at least 20 to 25 hours a week for the first six months to potentially up to a year after opening. At that point, depending on how many units you’re doing or what your process is, it may scale back a little bit. That is our semi absentee model. And then we do have many owners who elect to be full time for one of two pathways, either they have the time and they love the business because it’s easy to love and or they decide to fill one of the non clinical roles in the business. So they may be an owner, but also be the front office admin, or they may be the owner and also spend time as the business development person. So in either of those scenarios, you’re going to be putting in, you know, the full time hours. But for those that want to be owner operators and delegate the tasks that they can, it’s totally possible to have another career or other investment opportunities alongside physical so long as you have the flexibility to accommodate that, you know 20 to 25 hours a week during that first six months to a year. Great explanation. Thank you for sharing that, because I do think that everyone has their own definition of semi absentee.

Your Balance Center physical therapy and Balance Center. What? What really differentiates you? Anything proprietary?

Yes, absolutely. So maybe take a step back here to take a step forward the the balance is the differentiation. So most people don’t realize that physical therapists, despite their extensive training are not trained on how to comprehensively treat balance. What I mean by balance may be different than what you’re thinking. You have an injury in your lower extremities, like your you know, your knees or your hips. Of course, the therapist can help you with that, and anyone can, however, working with the the population that experiences neurological issues or vertigo, or what they call clinical dizziness, or those that may have had concussion or have post concussion symptoms, those that may have experienced a stroke, those that have progressive diseases like Parkinson’s or MS, amputees, and also a very large population of folks that we call the fall risk population, which is generally skews a little bit older, but they have multiple factors that combine to have lead to balance challenges and and ultimately to a high risk of a fall. All of those make up the major categories of balance treatment within the physical paradigm. There’s also some really neat, up and coming areas as well, where, you know, we’re seeing more and more folks who are cancer survivors, where treatment leads to clinical dizziness, and we can facilitate those treatments, as well as what they call vaccine injury. So, you know, COVID that 19 vaccines have been certainly prevalent, and there’s a whole cohort of patients now called

the vaccine injured, and clinical dizziness is significant among those, and we’ve been able to alleviate concerns there. So when I talk about balance, it may not be what you’re thinking of. It’s this whole field almost unto itself. And so what happens is, in order to access that.

Deal in order to be able to treat the patients that your normal physical therapy center cannot and will not we need to have some training. So physical spent a lot of time and a lot of money. It’s true on coming up with what we call the physical balance paradigm, which is just our name for saying we can take a trained therapist and very quickly and effectively treat them. Excuse me, train them to treat patients in the balance field, and that intellectual property is something we hold very close to the chest, and it really is our key differentiator. Because if you walk into one of our centers, even visually, you can tell that it’s different, and the services we provide are different. So it’s safe to say that, you know, in most of our centers, 40 to 50% sometimes even more of the patient flow can be balanced related, and that’s very uncommon. You know, in a traditional PT center, 90 to 100%

of patients are really traditional orthopedic injury based. And we love that model. We will also treat orthopedic patients, but we specialize, and because of that, we’re really known for what’s different about us, and that is balanced therapy. So it’s right there in our name to make sure that everybody knows, hey, if you have this challenge, we’re where you need to be. Makes sense? Are you in when I think about your patients or customer base? Are they? Is it private pay? Is it covered by insurance? How does that work? The answer is both. So we certainly accept cash and private pay. But It is notable that both government backed and commercial insurance is universally across the board, covered for the services that we provide, and that does include balance there. So even though balance is very unique and different, it’s recognized medically as a need. It is covered under therapy. It’s the ability to provide the care that’s very unique out in the field. So insurance does cover and I will say, as a result, I think we’re a little spoiled here in the States at times. You know, if you’ve got insurance you want to use, so most of our locations have a majority of their revenue coming from what we call insurance related payments. So if it’s not an insurance reimbursement directly, it may be a copay that is going alongside future insurance reimbursement. So we accept cash, but we do have a huge part of our business that is insurance covered.

Give me the day in the life of a franchisee,

sure.

So a day in the life of the franchisee, I think, first starts before you become a franchisee, and it’s it’s notable that you’ve got to be the type of person that wakes up on any given day and does want to help people. That’s very we have carefully curated our group of franchise business owners. There are a lot of folks, and I don’t want to sound arrogant, but there are a lot of folks who are interested in physical these days, and that’s great, but there are many ways to make $1 we want to make sure that, yes, you’re financially successful, but you have to have that intrinsic motivation and recognition that this is the people’s lives we’re talking about. This isn’t the casual meal. This is their actual body that they live their life in every day. So you gotta care about that. So I would say Day in the Life is wake up with that as part of who you are, and then go to work and at work, whether you’re actually at the office or not, you’re going to be spending time on a couple of major categories. So if and when recruitment needs to take place, you are in charge of recruitment, and we give you lots of support. But ultimately, that’s something that you’re involved

with. We you’re in charge of managing the team that you have, so meeting with team members, identifying things that you know are key to their performance, you’re in charge of sort of performance management for the store, for the clinic, so we teach you how to use a daily management report and track the key metrics that are important to this business. And that’s something that you’ll do daily. It may only take a few minutes, but it is something you’ll be doing every day. And then you’re going to be in charge of what I call sort of financial administration, right? Somebody’s got to pay the bills. Somebody’s got to make sure that the rent is paid and that utilities are paid, and the end of the year the taxes are done, and that your team is getting paid. And so ultimately, that falls on the owner. And then there’s this category, is my favorite category, which is sort of the,

I just call it the good stewarding of the business. And so whatever value you bring as a person within the community, maybe it’s your network, or maybe it’s your ability to motivate folks, or maybe you’re you’re fantastic at sales and marketing, whatever it might be, if you can add value to the business, spend some time doing that. Most folks can do that even, even if it’s as simple as join the Chamber of Commerce and get involved, right? Yes, but that’s the day in the life of a owner at physical and so, you know, it’ll, it’ll fluctuate between where you spend more of your time day to day. But those are the.

Categories. So probably nothing too earth shattering. But as you can tell something that a lot of people who have made a successful career in a different field could probably translate some of their skill set into Absolutely I can. I definitely can see the transfer of skill set with a lot of those items, between the recruitment, obviously performance management, managing, the managers, financial administration, those are all, yeah, important. And you also kind of weaved in there, what you are looking for in a franchisee,

anything else you would like to add around that? Gosh, sure, I think so, actually. So I mean, it is crucial that there’s this, this certain level of altruism. And look, we understand this is a business, okay? So let me, I guess, let me get that out of the way and say, We know you want to make money, we want to make money, and we want you to make money too, but we can’t sacrifice the quality of care or the way we present ourselves to to the public in order to achieve that. So that’s what we’re looking for in what I referenced earlier. But I think we’re also looking for individuals that that have the ability to

to grow people. And I say that because physical therapist, and that’s your primary workforce here. They are very people oriented people, and they have a tremendous skill set. If you can empower them,

if you can adopt the vision that physical has, and help them to adopt it, you’re going to be a top performer here. There’s just no doubt about it. So it’s not a particular background. You know that marketing isn’t more valuable than sales. Is not more valuable than finance. It’s it’s kind of who you are and what you’re willing to do, and if you’re willing to put time into saying, Hey, I believe in this service. I believe in helping people, and I also believe in physical vision, which, of course, you come to learn in our evaluation process, our discovery process. If you believe in that, and you think you can get other people to believe in it too, you’re off to the races. You’re our you’re our kind of person. That’s great. So I mean, to your point, it’s a it’s a business. It is business model. We definitely want to make money. There’s an investment involved here as well as you know, wanting to make money. So let’s kind of start off with the investment side.

What does your item seven and your Franchise Disclosure Document share in regards to the estimated initial investment? Sure. So depending on the time people are viewing this, as you know, it may change a little bit, but we have a pretty broad range, and that’s because physical can fit into a lot of different scenarios. That being said, I would tell you that we feel most comfortable sharing that if you have access to about 400,000 in investable capital, that that’s going to get you to where you need to be with us,

the top of our range can go above that if you make some deliberate choices. And of course, it can go below that as well. But we want to err on the side of caution, make sure you’ve got access to the funds that you need. So typically, would say the total project investment to get a center off the ground is going to be approximately 400,000

and it usually comes into a couple of major groups. So there is in item seven. It’s going to be broken down more specifically, but there’s the initial franchise fee, there’s what it takes to actually create what you see all around behind me, and then there’s operating capital. And so, you know, our initial franchise fee today is for the first unit 49,000

there’s great incentives for multiple unit owners where that is reduced dramatically. But the creation of the center is typically going to be in the 150 to 250,000

range. So including, you know, build out renovation and making it look as you see. So and then that leaves a category of about $100,000

of operating capital. So we are fortunate to have pretty low fixed expenses, and we have a professional staff, which is wonderful from a management standpoint. As a result, combining those two labor costs does tend to be our primary expenditure. So we want to make sure you’ve got the capital to reward your team handle utilities and those things, until you become cash flow positive within our model. And that’s where those three major categories come from. Okay, excellent, very well explained, and

that that explains getting up and running, obviously, bricks and mortar. I think you mentioned about 2000 square feet is is pretty standard for a lot of clinics. And

I labor costs, but obviously leasing at the site and then the initial build out. Is there a lot of cost that goes along with the maintenance of the equipment. It looks like there’s some equipment, but not a ton.

There’s a bit, but not much. So.

Part of our model is, you’re going to be have, you’re going to start with new equipment that’s under warranty. And to be honest, you know, a physical therapy center, although some has some similarities to a gym, setting, is not utilized in the same way. So the same level of wear and tear is not is not present. We do have more equipment than just what you may see in the single viewpoint behind me. But no, I would say the maintenance. Maintenance is actually fairly low. I would also say that insurance costs are typically much lower than people expect. You know, we’re in the medical field, so the idea of malpractice sometimes this big, scary word, and people think it’s going to break the bank. But you know, the reality is, in our FDD, you’ll see that between all of our insurance coverages, you’re looking at a total annual premiums between 3005 $1,000 so

yeah, then you would think,

yeah, it has a lot to do with the fact that so from

a verification but from having a validity standpoint, you know, scientifically, we’re very well backed. This is a medical service that said we don’t have the same risk. So there are no pharmaceuticals in a PT center. There’s no for the most part, there’s no like injections or bodily fluids exchange. There’s no overnight stays. There’s no anesthesia,

there’s no additional risk, especially risk of death, then you would have getting up and going to work every day anywhere else. And so we’re medical in our reputation, but in our operations, we’re very similar to the risk level of, let’s say, a gym or a spa. So that kind of comes through in that piece of maintenance and and hidden fees that folks may not think about, makes sense. So we’ve got, obviously we have the investment side.

I know that in your Franchise Disclosure Document, you do offer an item 19, and that stands for financial performance representation. Tell us what you currently have in your item 19. Yeah, so in our item 19, we have a variety of different valuable information.

When we talk about average unit volumes, that’s usually a number that people are interested in. So total sales volumes, you’ll see a couple different numbers represented there from company stores as well as from franchise locations. And those numbers are going to be anywhere from about 700,000 to up to a million in average unit sales. That covers the range there.

Part of the reason for that difference is that in our early years, We accommodated what we call conversions. So if you owned a PT center, you could convert to the physical model, and that was wonderful. That process worked really well for us. I will say, if you convert a store that is only 1000 square feet, it would be wrong to expect that it would generate the same level of sales as a store that is twice the size. So that’s why we share numbers from company clinics which tend to be more strictly by the book, as well as franchisee clinics which cover the spectrum.

And there’s also some numbers in them right now that I think can help people understand how we get there. Numbers about full time equivalent revenues generated. So basically, for every physical therapist that you’re employing presently, if they’re busy full time, on average, they’re generating approximately 200,000 in annualized revenue. So if you have four, you can multiply that out. If you have five, you can multiply that out, and each footprint of if you’re at 2000 square feet, you can certainly fit five no matter virtually no matter what the layout. So you know, that’s how we scale up and grow.

And then also, you know, from our franchisees and our validation process, folks can learn the exact EBITDA and profitability margins that they want. We don’t publish that information. We’d rather you just hear it right from the source, and candidly, it’s a lot easier on our franchisees to not force them to produce information exactly how we need it to publish. So yeah, we think we have a very attractive model, and it’s kind of stood the test of time over the last 10 years, and

it’s a good sign that internally, our focus continue to expand. So I’m not, not really at all concerned that the financial picture will meet folks needs. I think often it’s a question of, how big are you dreaming, and how many units might it take you to get there? Right, right? And

the Franchise Disclosure Document. Obviously, we’re in the New Year 24 I mean,

someone’s going to have to renew their fdds. I’m assuming

that’s going to be coming down the pipeline for you in a couple months.

Expecting any changes, any drastic changes in your data, expecting changes. Sure, there’s always some changes, minor but drastic changes. No, no.

We’re not. We’ve been, you know, we’re a, I would say we’re a mature franchisor. We’re certainly not around as long as some folks have been. But after a decade, we feel we got a pretty good handle on the motto. So we don’t really see any major swings from year to year in terms of our data points. And I don’t expect this year to be, you know, to be very different at all. Right, Steven, I don’t want to throw you off of this question, and if you have it on, have it off the top of your head, hats off to you. Do you have a general how many franchisees did you bring in? In 2023

whether collectively, inside the system and outside of the system?

Sure. So location based or owner based? I was thinking, I was thinking owner. But however you have that data in your mind? Sure. So, so we brought in just shy of about 90 owners.

And yep, so in the 80s, in terms of owners, there were one or two

deals that I’m candidly, I’m not sure if they quite made the cut or not. So shame on me for not having that number top of mind. But mid 80s and ownership groups, and we’re looking at, you know, above 150 units that were purchased within that group. So multitude of of expansions from internal lots of new owner operations, certainly some single unit owners and many multiple unit owners, as well as a couple of what we call area representatives as well. So yeah, physical has been growing very quickly, but we also have our regulations in place on the other side of the coin, which is responsible franchising and making sure that as we hit certain milestones, we’re not going to perpetuate that growth unless we’re growing the support side too with it. So we, for the last several years, have been kind of consistently within that 150, to 200 unit range in growth, and

as we grow our support team, we may exceed that, but we’re, for the last two or three years, we’ve been right in that range, so growing very quickly. Yes, you are congratulations on that. And to your point, it’s that balancing of keeping the infrastructure in place, the growth continues.

Was there a particular reason why, I guess the founder or the executive leadership chose to grow through a franchising strategy? There’s different ways to grow a business. Why franchising?

Well, I think the first and primary reason was that our founder had had such success in franchising before, so he had seen what a powerful system this can be, and just how many people that it can help.

I think that probably had a lot to do with it. In addition, it’s a very fragmented market out in the physical therapy space, so competition is still roughly 70% Mom and Pop. And when you’re in a space like that, brand recognition can have extreme value. Now granted, when you start a franchise, you don’t have national brand recognition.

In some markets, we still don’t have brand recognition, and we have 560 plus stores, but in some we do, and it’s extremely powerful and and we believe very, very wholeheartedly in the fact that there’s a clear pathway for us to several 1000 units within the US, and at that point in a fragmented field, a name like physical, especially a name like FY Z, physical,

that’s right, really kind of cuts through the clutter, and it provides almost even more value than one might expect. So franchising is a really it’s a really wonderful way to empower small business owners to be local and tied into their communities. So you don’t get a business that’s making decisions from on high in an ivory tower someplace, but also to grow quickly and to get the get that positive service out there. So physical was looking to accomplish all of those things, and franchising was a way in which our leadership knew it could be accomplished, and they felt really confident that they could accomplish it as well, since they it as well, since they had done in the past and some other businesses, yeah, definitely helps to have that experience, not only on the industry, like physical therapy side, but really to understand how to grow a franchise system, put the right support infrastructure in place,

almost two different skill sets there, and you got both sides of that business equation. It’s a game changer. No doubt, I agree.

Gosh, any additional thoughts or

you’d like to share with our with our listeners and followers?

I guess I would say that if you’re looking for a business that is one that you know you can kind of wake up every day excited to be involved in. If you’re looking for a business where you have the security of knowing this isn’t going anywhere, right at bull market or bear market, we are not influenced by that type of performance. We’re sort of what they call not.

Discretionary spending.

We’re also an essential business. So should there ever be any craziness like the COVID times again, you are going to remain autonomous and in control of whether you’re open or closed. If you’re looking for somewhere that you can go to and

not only make financial improvements and generate wealth for the family, but really to have something that is

a crown, something you can be proud of, right, every day that you do that, then that’s, that’s who we are. I mean, there’s, there’s levels of knowledge about physical that I can help you to obtain, but at the highest level, it’s just a really fun business to be around that helps people. And if you do it right, you’re going to make a good bit of money, too. And so that’s one of the reasons I’ve been here for as long as I have. And look, I’m not even on the front lines, right? I don’t, I don’t get to treat the patients either, but just seeing the success stories, day in and day out, of both our franchisees and of our patients is really powerful stuff. And when you can believe in a brand, you can get a lot done. And I definitely believe in this brand. And so I think that if what they’ve heard so far is just exciting, and that you know, they want to help people and they want to make money, this is a great way to do it. And I’m not sure of too many others out there where you can kind of do both at the same time.

I hear you, Chris, obviously you’re a coach, right? That’s part of your background, and I know your focus now is

really on on business coaching those that want to become a franchise owner and so,

l, right. L, l, y, l, love your life.

Question for you, I hope I’m not going to put you in a gotcha position, but for someone that is considering business ownership, any general tips, coaching thoughts that you’d want to give to

them? Good. Question,

yeah, many, I think, I think let me see. So the first thing I would say is I think that if you want to be a business owner, you need to make sure that you understand what that actually looks like, and the really good candidates, and the folks that are really successful know that that does require work and effort.

Now it’s not to say it takes 80 hours a week, right? We already talked about that, but don’t become a business owner because you think it’s easy. Become a business owner because you think it’s going to be worth it, and if you do that, it will be we have folks that have the freedom of time they want, that have the income they want, that have the reputation they wanted. They spend their time doing something they love. And when they have a bad day, if they have a bad day, they’re doing it for their family, the physical family. I hope you’re still with. They’re doing it for themselves as well. And so there are great benefits to business ownership. And I think if your mind is looking at it through the right lens, then you will find something really attractive in our model, or perhaps in someone else’s. But I would, I would caution those who are looking at this as an opportunity to want to sort of park some investable funds and not be a part of it. That that isn’t our model. And I don’t really think that the most successful owners do that in any model.

I apologize. I jokingly like to say, you know, hey, this isn’t Field of Dreams. You know, you don’t just get to hang your shingle and think people are going to show up, right? It’s just not quite like that. It does take work, and there’s always a performance gap in every franchise system. You know, you got the high performance, middle performance farmers and any business world and any sport and life in general. So, yeah, you’re always going to have some folks that are that are performing better than others in anything and everything you do. So that’s normal.

We like those that aspire to be at the top, whether you’re there or not, if you’ve got that mindset, that goes a long way as well. So

that’s who we’re looking for. And maybe that’s my two cents, is do it for the right reasons, and if you do, you’ll be rewarded for that good advice. Well, we’re going to go ahead and close up here. I just want to say thank you for being a guest on The Franchise Business Radio show hosted by franchise dot city. And again, to our listeners and followers, if you are considering franchise business ownership, please do not go at it all by yourself. Reach out to us at Franchise dot city for a complimentary franchise consultation call, if physical therapy and balance centers is one of the concepts you really want to learn about, let us help you do that. Let us help you navigate the process of franchise selection. Help you be more effective in doing your due diligence. Ultimately, the goal is to put you in a position to make an informed decision.

To so let’s make that happen. Thanks for tuning in. This is the franchise sisters. Signing off you.