Episode 29: How Rob & Melissa Goldring Built Vital Stretch — A Stretching Franchise Scaling Fast Nationwide

Pam Currie (00:02.52)
Thanks for tuning into another episode of the Franchise Sisters Franchise Business Radio Show powered by our company Franchise Intellect, insider knowledge for selecting and investing in a business. I’m Pam Curry, your host for today’s show. I’d like to welcome our guests Rob and Melissa Goldring, the co-founders of Vinyl Stretch. Welcome guys.

Melissa & Rob Goldring (00:23.738)
Thanks for having us, Pam.

Pam Currie (00:26.286)
Looking forward to learning more about Vital Stretch. We also have a member from your team joining us. We’ve got Torrin Otis, Director of Franchise Development. Welcome, Torrin.

Torin Otis (00:37.307)
Hi, Pam, thanks for having us.

Pam Currie (00:39.31)
Yeah, for our listeners, just want to go ahead and give a little bit of an introduction. Rob and Melissa, you have been in the healthcare field for several decades and have helped thousands of people regain their health at your multidisciplinary practice, Advanced Health Professionals. Treating injuries as a physical therapist and a chiropractor.

really is what’s giving you that expertise of how the body responds to different stretching techniques, which is now called the vital stretch method. And want to dive into that. It’s my understanding that this is the foundation for the certification for your practitioners. And I’m going to guess and say that it’s fair to say that it’s the core of the franchise opportunity. Would that be accurate?

Melissa & Rob Goldring (01:32.602)
that is 100 % spot on. is the controlling theme of what we do and how we help people.

Pam Currie (01:38.712)
Well tell us, tell us more about the story behind your brand.

Melissa & Rob Goldring (01:43.256)
Love to. So, well, you know, it’s funny, our business didn’t start as a business at all. It started, as you said, as a method. So in our clinical practice, we saw a need among our patients for those and the physicians in our group of basically people at the time were getting problem focused care, a neck, a back, a knee, a shoulder, and they weren’t getting a full body wellness solution. So Melissa and myself, we took our knowledge of pain, of injury, of various movement patterns.

And we came up with a system of progressions and techniques that we refined on our patients. And this is what eventually became the Vital Stretch and the Vital Stretch training method along with it. It was originally a source of aftercare. So we would offer it to our patients who often are limited by insurance framework. So this was a form of aftercare for full body and ongoing.

wellness and increasing their health span. And it was received really, really nicely. People just love the work that we do. Yeah, we developed it right here in our rehab practice. So over the years, our business experience includes building multidisciplinary practices across Connecticut. Currently, we have one, we maintain one, which is actually where we are now. And from there, what we did is, again, we developed this after care program.

for a patient base back in 2017, 2018. So we were lucky enough to bring that to market in March of 2020 as our first retail location immediately got shut down and frozen and then we emerged post COVID. But we were lucky enough to survive that. Again, it was a method that our patient base and really, you know, the public when we entered the market really just loved, right? And so we expanded from there.

Pam Currie (03:39.232)
Yeah, well hats off to you because that was a season where you were a business owner that needed to be able to pivot and you came out on top. Which says something for sure. Well, let’s do this. Once you’ve identified a business model, which obviously you did as the co-founders, you saw the need, the demand, define these proven methods of operations, and that’s what we’ve taken and we’re now franchising.

Melissa & Rob Goldring (03:47.406)
Thank you. Yes, it was.

Pam Currie (04:06.462)
And I want to talk a little bit more about that franchise business model. Could you give us an overview and explain that to our listeners?

Melissa & Rob Goldring (04:15.642)
Sure, well, I would say that first of all, when we built this business, just like we built our physical medicine practice, it was based around operational systems. So we built it at our first venture into healthcare was built so that the experience that people would receive would be same or similar at each one of our locations and also would be easy to scale. We took that same principle when we put it into developing and growing the vital stretch. So.

When we decided to bring it to scale, really the question in our mind was, we do it as a corporate model and expand here in the Northeast? We explored franchising and that’s the path that we chose and thank goodness we did because it’s been really, really doing very nicely overall.

Pam Currie (04:59.726)
Yeah, franchising is, in my opinion, one of the best growth strategies founders of business can decide to go down. So could you give us a little bit more of a deeper understanding, obviously, the revenue streams? mean, how does it work? Is this membership based? Is it recurring? How does all of that work?

Melissa & Rob Goldring (05:22.178)
Absolutely. So it is a recurring membership model. are month to month. We do call them monthly passes.

And actually new for 2026, we have some new service offerings in our classes. So we have guided stretch classes, really excited about that. And Outmove, Outlast, Outperform for our peak performers, as well as a move like you used to for our 50 plus crowd wanting to, yeah, wanting to increase their mobility. So we’re really excited to continue to develop and grow that additional revenue option.

Pam Currie (05:57.718)
And you are a retail storefront, is that correct?

Melissa & Rob Goldring (06:02.01)
correct.

Pam Currie (06:03.532)
and what is the recommended footprint for your locations.

Torin Otis (06:08.657)
Yeah, yeah, I’d love to work. We’re storefront, but we’re flexible on a little bit ended, right? In the sense that it’s not a cookie cutter approach, right? At the end of the day, this is a destination business. A lot of people coincide it with being similar to massage. You don’t just walk into a massage studio and say, Hey, can I get a massage? Right? You’re scheduling that.

Melissa & Rob Goldring (06:08.773)
So, Tori, what would you pick that one?

Pam Currie (06:16.504)
Hup Hup.

Torin Otis (06:34.351)
appointment, your booking time and setting side time to go specifically to that. 90 % plus of your business is going to come that way. So because of that, you got at the end of the day, a lot of different options in retail space. Typically, what we’re seeing is about a thousand square foot standard retail type of location inside of a strip mall or something similar. With that said, our only

revenue generating corporate location at this point is inside of a gym. We took over the whole room. So it’s only about 450 square feet. So there’s only two tables in there. But those two tables did about 260,000 in top line revenue. And so at the end of the day, because of the type of model that this allows, we want to work with them on finding the right location, whether it is a standalone, whether it is in a strip mall, whether it is

Pam Currie (07:08.243)
Mm-hmm. Okay.

Torin Otis (07:31.389)
bolt on in the gym. could be corporate, you know, medical office space.

Pam Currie (07:36.974)
that makes sense i i’d like to refer to that is the retrofit yeah cuz every city and every place is different in your right i can imagine your jam maybe it’s smaller footprint but your traffic is much greater

Torin Otis (07:49.767)
Yeah, and it allows us to keep our costs in check, right? At the end of the day, if people are booking time, we don’t need to be in that high-end strip mall that sure has the most foot traffic, but most of those floors are true retail clothing type models where you’re reliant on a lot of heavy foot traffic and walk-ins. That comes with a very high rent. And rent and payroll really are your two biggest expenses.

Pam Currie (08:01.07)
Mm-hmm.

Pam Currie (08:17.614)
Okay.

Torin Otis (08:17.981)
There’s a lot of controllables outside of that as far as hiring and scaling and really growing as you grow, meaning you simply add staff as demand increases, which means revenue is ideally increasing alongside that.

Pam Currie (08:32.355)
sense and I’m so this is a pretty heavily location driven business to some degree are there any other ways you encourage your franchisees to acquire customers.

Torin Otis (08:46.127)
It’s… Go ahead, Rob.

Melissa & Rob Goldring (08:46.382)
Yeah. Well, I was going to say we very much look at a multifundal approach. So first and foremost, we want to be involved in our communities. So whether that’s doing events, having different community affiliations, strategic alliances. Of course, we have a very strong digital presence that’s always going to give a constant exposure for people to come in and experience the kind of work that we’re providing.

And once what’s really nice is once a studio starts to become more mature, referrals actually becomes a very real natural source of growth within the business.

Pam Currie (09:26.51)
makes perfect sense to me. And yeah, it’s just getting the word out there about your right about your service, your offering, and then it has a little bit of a wildfire effect, I would think. Yeah, exactly. So let me kind of go to the obvious. We were talking about location, customers. Let’s talk about acquiring your employees. I mean, who are you looking for? Who are these practitioners?

Melissa & Rob Goldring (09:37.946)
That’s exactly right. Absolutely.

Melissa & Rob Goldring (09:54.798)
Yeah, that’s a good question. it’s it’s we find it’s fairly an easy grow as you grow model, right? So really in starting your studio, you can start with as little as three employees, basically two full time equivalents. Typically, we find our practitioners, a lot of them are actually students or they have background in exercise science, exercise physiology or kinesiology that might be going on to be PTs or chiropractors.

They make wonderful VSPs. However, you don’t have to be that person, right? You don’t have to have that background. The method we train to. So really, like I said, it’s that grow as you grow model. And our studios typically don’t have any difficulty finding those sort of semi-professional employees out there. I’d say where our model from a guest perspective is a higher retention model.

I think it’s very often that way from an employee perspective also. We believe very strongly in building a great team. And some folks have some great backgrounds in, as Melissa mentioned, things like in the exercise sciences, kinesiology, et cetera. Some folks are just highly empathetic. They want to help people. And they could really be a tremendous part of a good team.

Pam Currie (11:20.288)
I know that you had mentioned that the vital stretch method is the foundation, right? The foundation and a certification that’s required by all your practitioners. Could you kind of explain that certification process, what that looks like?

Melissa & Rob Goldring (11:35.822)
Absolutely. So we do have a partnership with the National Academy of Sports Medicine. So that is part of our training as well. However, there’s several other levels of training that are required. So we do have an online learning management system that houses a whole wealth of coursework for our VSPs and managers as well as our

our owners and developers. However, there is an in-person aspect to that training as well. So for BSPs at our level one and for the managers, there’s an in-person component. Yeah. I think I’m just going to, you know, one of the things that we really pride ourselves in is it’s not just getting that initial coursework where you become certified.

for example, in our method as one of our VSPs, which is our vital stretch practitioners. But we also have level two training and level three training. So it’s ongoing. We don’t want these folks to stagnate. We want to keep their minds moving. We want to keep their tool chest expanding and the type of services that we’re able to provide to our guests expanding also.

Pam Currie (12:43.79)
I got kind of my head go somewhere because anytime this is not vital stretch specific necessarily but anytime you get into a lot of different service oriented businesses sometimes in home improvement sometimes in senior care health and wellness different states have different licensing requirements are you running into that with this this business model at all.

Melissa & Rob Goldring (13:07.77)
We’re not, no, because again, you made that partnership with the National Academy of Sports Medicine, that’s a nationally recognized body. And then our certification, which lands into that as well. So we’re covered as far as that goes.

Pam Currie (13:08.824)
Wow.

Pam Currie (13:15.01)
Pam Currie (13:23.278)
That’s fabulous. And training and support, you kind of hit on that. You’ve got different layers, different levels. It sounds like very, very much so on the methodology, right? The foundation. Any other areas of training and support for the business owner? Operations. You mentioned a learning management system. Talk to us a little bit about that.

Melissa & Rob Goldring (13:46.234)
So I think one of the things that we really bring to the table, both ourselves and our team, is an understanding that folks who are getting into franchising, sometimes they’re coming out of the corporate world. Sometimes they have a niche set of knowledge that they understand, but they don’t really have all of the multi-dimensions that are involved in running a small business. So we are actually very deep in support. we have, in addition to our one-on-one sessions, we have what we call master classes.

Pam Currie (13:58.147)
Listen.

Melissa & Rob Goldring (14:14.264)
We have open office hours, master classes. They go from everything, Pam, from financial literacy, understanding your KPIs, how to manage by stats, principles of marketing, how to develop community relations. For us, Melissa and myself, it’s a passion play. We’ve had successful careers, and at this stage, there’s a lot of live and learn and pass it on.

But our team that’s with us really has just some great knowledge to work in different aspects of niche running a business. You know, it’s funny, when people first join the system, we joke, but not in a joking way, that you’re on intensive care for the first year after you open your studio. So it’s really all hands on board so that you can get a good understanding of anything and everything that you need until such time that you know the business better than we do.

Which takes a little time now.

Pam Currie (15:12.534)
Absolutely. That sums up the franchising right there, right? It really does. There’s lots of hats you have to wear as a business owner, right? It’s customer acquisition, the service part of the business, the operations, hiring and recruiting of your employees. yes, understood. And so it sounds like you’ve got all of those programs in place to put your franchisees in a position for success.

Melissa & Rob Goldring (15:16.066)
Right. That’s not right.

Pam Currie (15:38.35)
Well, you’ve had some really nice growth, especially since you just started franchising in 2022. I guess Torrin, do you want to take that one? Well, tell us a little bit about your growth as a franchise system.

Torin Otis (15:50.801)
Yeah, it’s been exciting to watch it and knock on wood on my desk here. We’re getting ready hopefully to close on a couple more in two brand new states for us. So officially we’re at 24 franchisees currently and we have awarded just over 60 territories. Great momentum. Like I said, had some folks out at Meet the Team Day last week from a couple new states that we’ll hopefully be able to announce here very shortly.

Pam Currie (16:07.63)
Wow.

Pam Currie (16:18.702)
That’s very nice. How many of your franchisees are multi-unit owners? Just a general idea. You don’t have to be exact.

Torin Otis (16:24.019)
Yeah, more than 50 % are.

Pam Currie (16:27.63)
Okay, all right, so this is definitely a strong multi-unit play, which I do see in health and wellness a lot, and that makes sense. So kind of what’s your vision here? mean, how big do we wanna get? Are we keeping it domestic? Are we going international? What’s happening?

Melissa & Rob Goldring (16:46.726)
think I’ll start this one. First of all, yes, of course, dream, dream big. Right. But we’re also, you know, into the responsible growth. Right. We we don’t want to grow so fast that we can’t support the franchise partners that we have. And that’s really important to us. So I think I think we’re on a on a.

a growth trajectory that’s steady but absolutely on the upside. So we’re happy with that. And I think as we go, again, dream big, international, who knows, maybe. Well, if international includes Canada and England, definitely will be. But in franchising, it’s funny. There’s the

Pam Currie (17:29.346)
You’re in.

Melissa & Rob Goldring (17:34.33)
sort of a buzzword out there, but it actually has very sincere meaning for us. You know, it’s responsible franchising. And our trajectory has been nice, but we also recognize that when people say, you know what, I love this vision, I love what you folks are doing, and I want to be a part of that growth, we also recognize the responsibility that comes with that. And that means making sure that we have the systems, we have the staff, we have the systems, have everything that’s needed so that we can…

make sure that we’re fulfilling all of the promises, all of the, not promises, all of the expectations that people have when they join a franchise system, any franchise system, or including one like ours. So we want to grow large, but we want to grow right.

Pam Currie (18:24.874)
I that. like that. Responsible franchising, is a big buzzword right now. So if I were to have you put on your franchisee hat, I had a franchisee on the podcast today, and I were to ask them, give me the day in the life, what would they share?

Melissa & Rob Goldring (18:47.482)
Well, I think they would start with, first of all, we love our owner operators. We do have different levels of participation. We have those that are owner operators and those that are still in a corporate position. But they’re semi-present, as we like to call them. I think every day there’s touch points with us.

Pam Currie (19:03.595)
time.

Melissa & Rob Goldring (19:13.53)
Every week there’s growth, there’s opportunity to learn, there’s opportunity for communication both with us if need be as well as with our community of peers. So that’s also really important to us. So I think each and every day, you know, they’re excited to get into the studio or they’re excited to speak to their staff and just, you know, keep the good buzz going because they’re in it.

to help people and we never want people to forget that. We never want our partners to forget that that’s what we’re in it for is to help people. Yeah, you know what we coach our developers to is your role at the top is number one to be a brand ambassador, right? You are representing. The brand ambassador is not just what you’re representing out into the community, but it’s also being a leader, you know, being inspirational to your team.

So, know, the folks that we look for are our franchise partners that join us. know, there’s always the question as well, who are you looking for, right? What kind of experiences and qualities? And certainly there is a set, a skill set and a personality set that we look for. But at the end of the day, we love people who share our vision, who share our values.

Pam Currie (20:19.917)
Yeah.

Melissa & Rob Goldring (20:33.762)
Because we feel that the secret to success in most businesses, but definitely in a business like ours, is having that sense of connection to what you’re doing. Because not only will the community read it, but the people who work for you, your teammates, what you’re developing, they’ll get it too. And they’ll work a lot harder for you and make your job and your time a whole lot better.

Pam Currie (20:59.704)
since it starts at the top and it’s contagious from there, Culture, mm-hmm.

Melissa & Rob Goldring (21:02.906)
Culture, culture, absolutely. We do a whole master class on that. Yeah, we do.

Pam Currie (21:08.62)
Yeah, that’s great. Melissa, you brought up that you do permit semi-present or somewhat some people might refer to as semi-involved or semi-absentee. I think it all kind of means the same thing. What does that look like for the person who is in corporate America? They’re looking to diversify. They’re looking for that semi-present opportunity. Does it require them to put a general manager in place?

What exactly does that look like from a time commit?

Melissa & Rob Goldring (21:40.762)
It definitely can vary. So the nice thing about being a retail location is that we have a long runway, right? So just from the beginning of the journey, you’re then looking for a space, right? So there’s not a ton of time commitment there. Basically, what we like to do is we like to take the opportunity to start educating you, start teaching you about the business, start teaching about what it means to be a business owner, all of those things leading up to the time when you’re actually open, right?

So that runway could be six, seven months. So the time commitment is in nice bite-sized chunks. It’s not that we just don’t speak to you often and then we expect you to come in for a couple of weeks of intensive training and then we set you free. We do it very incrementally so that it doesn’t feel so overwhelming.

Pam Currie (22:33.678)
I’m sorry, go ahead, Rod.

Melissa & Rob Goldring (22:36.308)
sorry, you know, I would say that there’s definitely going to be surges along the way. So if we had to sort of take an ideal, I would say the three months before you open to the three months after you open, you’re going to want to put some extra time in there. You’re going to want to know your business. You want to understand it. You’re going to want to help to develop your team, get the trust of your team. And the way I sort of couch it is to earn the right to step away because you know you have a great, great people in place when you’re when you’re not there as regularly.

Pam Currie (23:04.43)
I’m happy that you guys are also kind of painting a true timeline because anytime you have, know, a bricks and mortar storefront of any sort, site selection sort of has an unpredictable timeline. You might get lucky and get it really quick and then it might take six months or so, right?

Melissa & Rob Goldring (23:22.264)
Yeah. Right. Right.

Torin Otis (23:24.933)
Yeah, on that too, Pam, we’ve got a great partnership with a national real estate company that is very involved in the site selection process. We’d hate for somebody to sign a lease before they sign a franchise agreement, not because it couldn’t be a good space, but is it the right space? Is it accessible? Is the rent the right price? What are the terms of your lease? There’s a lot of different factors that go into that. So that

Pam Currie (23:34.766)
Thanks.

Pam Currie (23:46.51)
Yes.

Pam Currie (23:51.16)
Mm-hmm.

Torin Otis (23:51.793)
That’s a key part of our onboarding process and finding the right spaces is supporting them to make sure that it’s the right space at the right price at the right terms for the franchisee.

Pam Currie (24:03.906)
Yeah, especially since probably a lot of your new franchisees are in a custom to leasing commercial space. okay. Let’s talk about the topic that everybody likes to talk about money, right? Money matters. Torrin, do you want to kind of walk us through the item seven, the estimated initial investment and what it takes to get a location off the ground and up running?

Torin Otis (24:28.551)
Yeah, yeah. Item seven wise, you’re looking anywhere from what’s called 100,000 to 275. And that range is significant in the sense that the type of location matters, right? Like that non-traditional or that bolt-on, it’s light and tight. It’s lean and mean. It’s 400 square feet of space. There’s probably not any new construction involved. And so that’s the benefit as we think about what we call our vital stretch light model. The space is already

Pam Currie (24:41.304)
Mm-hmm.

Torin Otis (24:58.023)
vanilla, it’s already finished. All we need to do is go and furnish it and design it and brand it to represent us and put the relative number of tables in there. So that might be on the lower end versus a few franchisees that have taken a little bit longer because they were very particular about finding what they wanted the location to be to them, but it was new construction. And so some of those costs as far as the build out, the leasehold improvements and those types of things.

would tend to be maybe on the higher end of that range.

Pam Currie (25:30.506)
you. do you break it out in your FDD the light item the bolt on full is it broken out like that or?

Torin Otis (25:38.737)
So we don’t have any franchisees at this point operating in that light model. Really, we kind of have put that in within the last 12 months from corporates experience. That is the model I would say most of our multi-unit owners are most intrigued about growing with, right? Because if you do 260 off of two tables at a, we’re seeing 30 % margin on average, give or take a few percentage points.

Pam Currie (25:57.71)
Torin Otis (26:07.865)
Now I can scale that across two, three, four locations and add another 100,000 to the bottom on each of those locations. There’s the intrigue around it. So everybody has started with that standard model simply because you can do more in revenue with four tables that you can with two. And so to get, to get off to the start that they want to, to see the returns that they want, to put the infrastructure in place and generate the money that they need to invest right back into it.

Pam Currie (26:16.76)
Yeah. Yeah.

Torin Otis (26:36.357)
it naturally makes a little bit more sense to start bigger on the front end.

Pam Currie (26:40.366)
And then that also, assuming that locations are somewhat close in proximity, as they start to add on, they probably have a shared talent pool amongst those locations and that type of thing.

Torin Otis (26:51.686)
And that’s why we’ve seen probably more than 50 % of our Zs commit to doing multiple territories. Scale is, it’s simple. You can utilize the team that you already have in place, you staff it, you know, relative to the amount of table time booked and utilization, understanding that the more that both tables book time, good problem to have and that we need more and of these, but you’re doing your locations.

Pam Currie (27:13.794)
Mm-hmm. Yeah.

Torin Otis (27:17.607)
close enough where you can share those resources, but far enough apart where you’re not cannibalizing one location or the other.

Pam Currie (27:26.414)
Are you currently offering some data points in your item 19, financial performance representation?

Torin Otis (27:32.967)
We do, we do. we show four, in essence, a four table model versus a two table model. Because based on the location that they get into, it’s gonna differentiate a little bit, right? So our four tables, we saw about 440 to the top with 125 to the bottom. So you’re in that 28 % margin range there. And then as we’ve hit out a few times, those two tables.

Pam Currie (27:39.981)
Okay.

Pam Currie (27:48.11)
Mm-hmm.

Torin Otis (27:59.251)
did 257.7 to the top with about 83,400 return, which is in the 32 to 33 % range.

Pam Currie (28:08.302)
Are you are you finding and I know when you know twenty plus franchisees. What’s like a common funding approach you’re finding with most of your franchisees.

Torin Otis (28:21.575)
Seeing a little bit of everything as the industry evolves, right? The nice thing about this model, especially for being a brick and mortar is it is on the lower end, right? So funding with cash and understanding that based on the location type, I might not need to tap into a loan or an SBA, you know, or a Rob’s program. Rob’s, as I’m sure you’ve seen, have become increasing across the industry, which is great, especially with, you know,

Pam Currie (28:23.192)
thing.

Thank you.

Pam Currie (28:46.744)
Mm-hmm.

Torin Otis (28:49.083)
interest rates and SBA rates being a little bit higher than they have been in the past. So, seen a variety of options there.

Pam Currie (28:52.14)
I work here.

Pam Currie (28:57.294)
Good, good. Well, I have two very important questions left for you guys. Before I get into our closing question, I’m gonna do a catch-all question. Is there anything else that you would like to share that we have not touched upon regarding vital stretch?

Torin Otis (29:18.705)
I think Rob and Missy, the boutiquey vibe of our studio design and then the technology I think is critically important.

Melissa & Rob Goldring (29:29.978)
Absolutely. It’s a differentiator for us. have some really innovative technology that we lean into. I think just sets us apart from the rest for sure. Yeah. I think we do it right. I believe that there’s a focus on mobility. People are living longer and longer. And there’s a sense of not only performance, but also people want to improve their health span.

you it’s not just how long you live, how well you live long. We play a very important role with that and we help a lot of people and get a lot of great five-star reviews so it’s been very rewarding.

Pam Currie (30:02.03)
Bye.

Pam Currie (30:10.51)
That’s fabulous. That’s fabulous. You know, that kind of made me think one additional question. Do your customer base, are you finding that they’re at a certain age or is it just across the board?

Melissa & Rob Goldring (30:22.264)
well, that’s first of all, that’s the great thing about our modality. It’s old, it’s young, it’s sedentary, it’s active, it’s men, it’s women, it’s a very large target group that we’re able to help. Sometimes the way we help them is different. So if you’re a high school or college athlete versus you’re a

Pam Currie (30:26.808)
Mm-hmm.

Melissa & Rob Goldring (30:45.934)
you know, a graceful ager who wants to just keep living life to the fullest. The way we approach it and your goals might be different, but the message might be different, but the result is somewhat the same. You know, I think another just point to make here is we’re not a cookie cutter approach, right? So, you know, the technology that we do utilize, like I said, it’s very innovative and the…

Pam Currie (31:05.518)
Mmm. Mmm.

Melissa & Rob Goldring (31:12.78)
approach to client care that we take, we sort of flip the narrative on how we approach the experience. So we are an elevated experience with measured results, right? And that means a lot of different things. It means, you know, how do you, what is your experience when you first walk in our studio or when you first receive that phone call to, you know, understanding what your goals are in our sessions to, you know, really understanding how we can increase your

health span. Those are things we take very seriously and I think our whole experience will show to that. Pam, we’re in the business of caring for people. So, you know, it’s that confluence of finding something you love as well as earning a living at it. And the way we coach to it is if you’re always just going after the money, you will constantly be looking for it. Whereas with what we do, if you take good care of people, the money will follow you.

Pam Currie (32:10.478)
Hmm. Hmm. And I like graceful aging. I like that term.

Melissa & Rob Goldring (32:15.822)
I get it. I think we’re all in that category.

Pam Currie (32:19.374)
We’re all headed in the same direction. Some of us are just getting there a little quicker. So in closing, I think I shared that we do like to close out our podcast with a question. And we can maybe just go around the call here. And that is this. What tips would you give to budding entrepreneurs?

Who wants to go first?

Melissa & Rob Goldring (32:50.458)
Throw that one to Torrin first.

Torin Otis (32:53.239)
it’s a great one. I think that if you’re not scared, if you’re not nervous, you’re not in it for the right reasons. And I say this because we’ve had a few folks recently that get to the end and aren’t sure how they feel about it. Some, it was a no-brainer and maybe because they’ve got some entrepreneurial or business ownership background. Others that are doing it for the first time.

they get to the edge of the cliff, so to speak. And it’s like, man, do I jump? Do I not jump? And I take this from our conversation with one of our candidates earlier today. Once you do, you’re all in, right? And I think that’s critical to what Rob said is why our first year, we treat you as if you’re in intensive care, not because you jumped off the cliff and there wasn’t any water there, right? You’re not on life alert. You don’t need life support, but that’s the level of care that we want to invest in you because

their success is our success and vice versa.

Pam Currie (33:57.944)
You’re right, it’s an emotional, it’s a big decision, so it can be very emotionally charged. And yeah, I agree with you, Tori. Any other tips you would like to give to budding entrepreneurs, Melissa and Rob?

Melissa & Rob Goldring (34:12.046)
Yeah. By them? Yeah, we have lots of tips. I think just go in and keep your eyes wide open, participate in everything that you can, learn as much as you can. Just be even generous with your own knowledge that might help somebody else. We’re all in it together. And just jump into it with that mindset. Yeah.

Pam Currie (34:39.438)
created by us.

Melissa & Rob Goldring (34:40.826)
I say stay agile. Sometimes people get fixed in their thought process. Keep an open mind. Melissa said, eyes wide open and just be pivotable, be flexible, dare I say. One that I talk a lot, but I’m sure you’ve heard this one before, but it’s, think, a very strong lesson is be properly capitalized. I think a lot of times people want something and…

Pam Currie (34:55.278)
Huh?

Pam Currie (35:05.567)
Yes.

Melissa & Rob Goldring (35:09.444)
They’ve got to find the right something that fits their ability or it is the right something for it. And if I could throw one more out there, you know, I’ve heard it said that when you’re going into business, maybe when you’re speaking, you’re giving advice, it’s that a business should be able to support the average person with the average intellect, the average work ethic to make the average income.

Pam Currie (35:13.197)
Mm-hmm.

Melissa & Rob Goldring (35:38.744)
Nobody really thinks that way, but when you’re assessing an opportunity, if you think that way, but then when you actually get there, be fully determined to just blow that out of the water. Mindset.

Pam Currie (35:50.766)
mindset. Mindset. Yep. well thank you. great tips, great advice. Rob, Missy, Torrin, it was wonderful to have you as guest on the Franchise Sisters Franchise Business Radio Show. thanks for sharing about the franchise opportunity of Vital Stretch.

Melissa & Rob Goldring (36:08.034)
Thank you. Great chatting with you. Very nice.

Torin Otis (36:09.232)
and

Pam Currie (36:09.806)
Yeah, absolutely. And I do have to say for our listeners, if you’re considering franchise ownership, request a Franchise Sisters free consultation call. We also would like to send you a free ebook, Top Ten Questions to Consider Before Investing in a Franchise. Our mission is to help you navigate this process of franchise selection. We do have a client-centric align methodology that we’d like to walk you through.

Our goal is to put you in a position to make an informed decision and we do provide you with an investigate before you invest toolkit to help you make that informed decision. Again, thanks for tuning in to the Franchise Sisters Franchise Business Radio Show, signing off. Fist bump everybody. Thank you.

Melissa & Rob Goldring (36:58.586)
right, boom. Thank you.