We Bought A Franchise!
We Bought A Franchise: Matt Zastrow's Secrets to Building a Franchise Empire
Franchise mogul, Matt Zastrow, shares his journey to success in franchising. From navigating early triumphs to challenges during the 2008 crisis, he reveals the keys to seizing opportunities and fostering a high-performing team. Learn about resilience during the pandemic and the dynamics of franchise ownership in this insightful episode of We Bought a Franchise hosted by top franchise consultants Jack and Jill Johnson.
Visit www.weboughtafranchise.com to subscribe.
Send us your questions for an upcoming episode at 305-710-0050.
From your pals in franchise ownership, Jack and Jill Johnson.
Franchise mogul, Matt Zastrow, shares his journey to success in franchising. From navigating early triumphs to challenges during the 2008 crisis, he reveals the keys to seizing opportunities and fostering a high-performing team. Learn about resilience during the pandemic and the dynamics of franchise ownership in this insightful episode of We Bought a Franchise hosted by top franchise consultants Jack and Jill Johnson.
Visit www.weboughtafranchise.com to subscribe.
Send us your questions for an upcoming episode at 305-710-0050.
From your pals in franchise ownership, Jack and Jill Johnson.
Hi everyone, I'm Jack, I'm Jill, and welcome to another episode of the we Bought a Franchise podcast. Today we have a very special guest with us, probably one of our longest tenured clients. I think he was maybe client number five for us. This is Matt Zastrow. He is a multi-unit franchise owner. He's owned multiple brands. Matt, thanks for joining the show. How are you today?
Speaker 2:I'm good, you know, thanks for having me. Last night I sat down with my kids and I said I'm going to make my podcast debut tomorrow and they're like who's this with? And I said Jack Johnson. And they're like what? They're like sick dad, they started singing. They like sick dad, they started singing. They're like upside down.
Speaker 3:And I was like no, not that Jack Johnson, I was like a different Jack.
Speaker 2:Johnson no, no, no, they were stoked. They're, like he's the vibe himself, so happy to be here.
Speaker 3:Love that.
Speaker 1:I love it, yeah, and imagine maybe one day we will get Jack on the podcast. He should own franchises, for sure he should. So, matt, where to begin? You know we I think we first started working with Matt back in 2017. Matt came to us with a very interesting story. Matt had already been a franchise owner, a successful franchise owner with a yogurt franchise, before the whole self-serve yogurt craze kind of kicked in. Matt, why don't we just pop into this a little bit? What got you into franchise ownership? What appeal? How did you get into this whole thing?
Speaker 2:Wow, it was interesting. So I actually was living in Florida at the time. I was sitting in orientation at the University of South Florida. I eventually wanted to go into radiology. Halfway through orientation I got up during the lunch break and I left. I was like I'm not supposed to be here. I don't know what I'm supposed to do, just not supposed to be here.
Speaker 2:I had made a friend that was in the NFL and he gave me the book Rich Dad, poor Dad, and I hadn't even started reading it yet. But when I was confused on what to do, I started reading. It Just blew my mind open to possibilities. So then I reached out to a friend of my dad's who had done a bunch of businesses in California. I sat down with him and he's like you know what, let me take you to a yogurt store. My friend started this licensing company or franchise called Golden Spoon and I was trying to talk to him about real estate stuff and he's trying to pitch me on opening one of these yogurt stores. And next thing you knew, we ended up in Vegas and me and my brother opened four locations in three and a half years, and I was in my mid-20s, I remember Jill and I used to go to that.
Speaker 1:We lived in Las Vegas, we met in Vegas and we loved that Golden Sp? Spoon. When it came out there was nothing like it right.
Speaker 3:And there was like lines, I mean it was busy, it was amazing.
Speaker 1:That was great, Matt. Did you guys end up flipping that?
Speaker 2:Yeah, we got super lucky. My brother and I. We had negotiated the licenses basically to build out the whole valley. We thought that was going to be our retirement. We're going to do 22 locations. Then, when we had our fourth being built out, somebody approached us and said hey, we've been sitting outside your location, we're counting cars, we're estimating this, how much you're making. We want to offer you this much money for one location. And my brother and I were like we're not for sale. And then, within a week, we're like we're for sale. And then so it was a big number for four locations and opportunity to do more. And we just got lucky timing on us, as it was December of 07 that we cashed out and then the market just tanked in Vegas and we didn't see it coming.
Speaker 1:Yeah, so okay, so we cash out ahead of 2008. Then, where do you go next? What happens next?
Speaker 2:Matt, I was planning on going to Texas and kind of just rinse and repeat, do the golden spoons again there. I know how to do it, I know what works. We ended up coming back to Coeur d'Alene and just kind of sitting back and observing and trying to figure out what works. And then I was approached with Plato's Closet clothing resale franchise. It made sense. Then, during the market, the turndown, everyone was buying the blinged out jeans for 200 bucks the years before, and then at this point no one was wanting to buy them. But they still wanted to own them. Oh, jill, I saw that.
Speaker 3:I was hiding she had 50 pairs of those things. Yeah, which? They are all probably at Plato's Closet right now.
Speaker 2:Absolutely. So it made sense, the model made sense. I called around all around the country and everyone was trying to do more. So I was like, all right, I need to get in on this. So I just kind of I searched out the best area to do one. I ended up doing one in Oregon and one in Glendale, arizona and that kind of got me by and also introduced me to like the passive model. That created a win-win scenario for the partners I brought in. Once I got my money back, they had 50% equity in the company, so that was their buy-in and then both of them ended up. I ended up exiting, one after 12 years, another after like four years, but had passive mailbox money along the way and now they have awesome, successful businesses. So that was the next step.
Speaker 1:That's a really. I think this is a really important point because, matt, I don't know how much you're on LinkedIn there's a lot of talk right now about what they call responsible franchising and some of the folks on that side feel very passionately that absentee franchising is not the side that responsible franchising is coming with. Is they're saying, look, it's not impossible, but it needs to be well capitalized and it needs to have layers of management. I wonder you know, you being someone that actually has run a franchise absentee from another state what are your thoughts? Is it realistic and what advice would you have for someone who wants to do that?
Speaker 2:I mean, I think it's realistic. I think it's also important to be clear on what absentee actually is, because there's so much work front loaded and I was in a position where I had the time to work for free to get it established, to get it set up and kind of present this package to bring somebody in to say, hey, here's, I can pay you out the gate. I wasn't getting paid, I can pay you out the gate. You need to be the day-to-day person. I was doing some marketing stuff and things behind the scenes from home. But yeah, you're literally as a franchisee. You could be working for a year or a couple of years for free, and that's no different.
Speaker 2:But with Plato's Closet, I think, I got my initial investment back in 18 months to two years and so his equity immediately kicked in at 50-50. And it was a win-win from there on out till I was able to exit completely. But the front-loaded work I mean there's a lot. It's not completely just here I'm going to write a check and I'm going to start getting money, Like there is a lot of work up front, so it can be absentee and even what I'm doing right now is semi-absentee, going to be full absentee at some point. But I think you have to realize it's not immediate.
Speaker 1:Okay, I think what you said is perfect. Bill and I we run our Pinks Windows franchise what I would consider to be semi-absentee, and we're really lucky. We've got a great GM. He works hard for us. You know, just right before we fired up our podcast, I was just texting him. We're going for a monthly goal to close out the month. I pretty much have set a pretty big expectation on him, but I think he can do it. But yeah, I mean, Jill, I don't know how many, how much time do you spend on pinks a day right now?
Speaker 3:I mean, right, it's just like an hour max a day. I mean there's there's days where it's busier, but I mean we talk about it all the time.
Speaker 1:but as far as like working.
Speaker 3:Working, I mean barely, but yeah, you do have to have the right people in place. We are very fortunate to have this GM who's running the business. He's doing day-to-day and the front-loading is what you brought up, matt. I mean, that's really where all the work was. When we first started things, we were like what are we doing?
Speaker 3:Because Franchise Insiders is our baby, it's our business and so all of a sudden we're putting all work in but we you could see the light at the end of the tunnel. It was like once we were open, we got the right people in place, kind of got an understanding of how everything goes. It's really becoming more of that real like absentee type of yeah, no, I mean Jill, another perfect point.
Speaker 1:I mean I do feel like the most work that I did on Pinks was in the beginning, um's, probably about an hour a day, but the point I would make is it's not condensed into hey, I'm just going to work from 11 to 12. Your mind is always on it, and that includes weekends too. I mean I think you almost have to have the mindset of someone. That's okay, tinkering, and what I mean by that is, on a Sunday morning, I love to get up and look at QuickBooks and run P&Ls and look at where our business is and text our team, and it's not like when we were working for, when you were working for IBM or I was working for.
Speaker 1:MGM.
Speaker 3:Interesting. We want to know.
Speaker 1:We want to work on it, yeah.
Speaker 3:Our business, so it's different.
Speaker 1:And the other nuance, matt, maybe you can speak to this with all the franchises you've worked in. The thing we've seen with Pink's that we really like and maybe this fits with us being natural salespeople is we want to win right. Every week. It's like we can see where we stand versus all the other locations, and that's part of our hustle too. What have you seen in terms of franchisors? You've now been a part of multiple. Have they all whipped up competition like that? Only some. What have you experienced?
Speaker 2:Only some do that. The one I'm in right now. They do monthly sales rankings. We just got it this morning and, yeah, super, super competitive, absolutely. We're in a small market in Coeur d'Alene, you know, as far as the several hundred franchisees that we're doing right now, but we're constantly, you know, in the top 10. And for us, like that's huge, that's our metric, that's like that's our competition, my business partner and I both super, super competitive and that helps drive things for sure.
Speaker 1:I do. I think that's a really good point. And Matt, for those of you who are listening, Matt now owns a First Light Home Care franchise and you're right, you're in a really small market when you say you're ranking in the top 10,. You said top 10, right, yeah, top 10. Does that mean you're up against big markets? Like, is that you can, or are they, are they comping you to to similar markets?
Speaker 2:No, that's all in in the whole, in the whole franchise system. So a few hundred, you know however many hundred are open. So that's all single unit territories.
Speaker 3:Wow, amazing Dang.
Speaker 1:Nice work, man. Yeah, thanks, man. That's great. And so for you guys, when people buy a franchise, we do our research and Matt item 19. Do you feel like the item six and item 19 are pretty accurate? Do you feel like there's some nuance there? What's your thought?
Speaker 2:Yeah, I mean I think it's pretty accurate. But you also have to consider the locations that you're in, especially if we were in a small market so kind of have to look at everything's not apples to apples per se. So sometimes you have to take that stuff into consideration. But it's very, very helpful for sure. But it's almost more helpful to do your due diligence and make the phone calls to current franchisees and get past the salespeople per se and say what do you really experience? What's this really like? How have you done compared to what you expect? And I think that's where the gold is for sure.
Speaker 1:That's where you know what. That's excellent feedback and that's what we say to people all the time. Talk to franchise owners I really like. My advice is talk to someone that's joined in the past three years. If it's me researching a franchise, I want to talk to a high performer.
Speaker 3:You know I want to hear Well that's something that we always talk to our clients about, right, you know, your instant reaction is I want to talk to the people that are not doing well and find out why they're not doing well. But, like we always say, do you want to talk to the A student or the D student?
Speaker 3:You know go to the A student. Find out the ones that are doing well. Don't focus on the ones that are not doing well. And there's so many factors as to why it could be location, it could just be that person in general that it's just not their thing. I mean, there's so many reasons. So go to the top performers and have those calls and they'll actually, most of the time, inspire you also. I mean, hopefully they will be your. You know friendly competition soon enough when you, you know, join, and then now you're kind of working side by side but also you know, I'm going to, I'm going to beat this guy, you know. So I think it is really important to have those conversations.
Speaker 1:That's the weird existence we're in now, matt, where we're people are coming to us and they're like, hey, we hear you guys own pinks, we really like it, tell us about it and so, like we help people become franchise owners and they're like our friends. But then, when they joined the system, now we're like, yeah, we still want to kick their butts. So it's like, once we see you on that other side, we're still friends.
Speaker 3:So Matt, if you ever do.
Speaker 2:Pinks challenge is on Game on Game on, let's do it.
Speaker 1:I love it. So, matt, okay. So let's talk about First Light for a second. So how have you been able to make this business so successful in a small market? What have you guys done? That's different and what have you guys done that's the same as other high performers in your system?
Speaker 2:First Light was tricky because we joined about five years ago. We started getting rolling and then COVID hit and COVID was so hard for us to get through, especially because we service North Idaho and Spokane Washington but Washington was shut down way more than Idaho. We couldn't even go in and network, we couldn't talk to anybody. So we just focused on Idaho and still kind of are. So we're working basically out of like a quarter of our territory per se. But we established a stronghold there and I think for us, like my business partner and I, we determined from the get-go if we took on any client, we're going to make sure they get service, no matter what.
Speaker 2:So, we just did everything we needed to do. We've got a crazy good Google reviews on there. People just love us. They tend to refer us. We just have a good name and we have a really strong admin team. At this point, Once we got to the point, we hired a little bit ahead of the curve with people and everyone on my team. They do their job better than I could, and that's something I learned over the years. I'm like swallow your pride, put the ego aside and actually bring people in that are better than you at these things, which will allow me to just be happy that I can pull the strings behind the scenes and also take time away and not worry about the business. So it was a grind, for sure, but we made it through the other side and it's everything that that we hope to be.
Speaker 3:Okay.
Speaker 1:I mean that I think that's really, really great advice. You know I love about this podcast shows. Every, every time we talk to someone, we, we pick up things that I think are so important. And I love what you said about hiring ahead of the curve, because we're doing it ourselves right now. We were brought on a new what we call tech today and tech swash windows. You know we're we don't need to bring that person on Um, we've got a great team.
Speaker 1:I don't know, there's just that little thing in my gut that tells me keep building the team. Um, it just so happens right now and I don't know what you're seeing up there, but there's a lot of people looking for work. So we can start people and say, look, we'll start you at a couple hours a week and as we build um, we're about to order our second uh van Um, we'll, we'll, we'll add more hours. So we've got one guy coming out today. We've got another guy coming out tomorrow. Um, I think, if you can, it's so good to just get ahead of the curve and anticipate your growth, and it sounds like that's what you did.
Speaker 3:Yeah, I love hiring. You know people that might be better than you, I mean. I think that's really important. We've we've seen a theme with the kind of check your ego at the door seems to be a thing, and it's something that we're learning over here, to one of us more than the other. But, um, you want, you want those people working for you because you're right, they can handle it. You don't have to worry as much about it. I mean, that's who you want in your business. The people within your business are not your competitors, they're your support.
Speaker 3:So, really find those people, whether it's someone that may even be a tiny bit threatening. It's like any job. You want to hire people that could potentially take over for you if you need them to, and then you have more of that flexibility. So I love that, too, when looking for people. I think that's really important in team growth. And then also, yeah, being ahead of the curve so you can have people that kind of stick with you from the beginning. So you have a very well-established team that wants to work for you and also feels really proud that they've started.
Speaker 3:You know, at the beginning and they're way up, or even the longevity of being, you know, with you guys for a while.
Speaker 1:Well, and for the most part it's the nature. Franchises are pretty simple businesses. So with a good franchise model, they're simple to teach.
Speaker 2:Yeah, sure, yeah, I think. Another one of our benefits and why I chose First Light. We looked at several, you know, home care agencies once. We focused on that. But I was really sold because First Light focuses on our own staff and our own caregivers and knowing if we take care of our people, they'll take care of the clients. And so it kind of shifted the focus of who you're caring for and we've seen that that's just paid huge dividends and I even I was inspired. I'll share a quick story. I was inspired by God, the universe, the higher source, whatever you want to call it.
Speaker 2:About a year and a half ago, I felt like we need to leave our weekly meetings with something positive, happy, like how do I do this? And so what we do every week is we stand up around the speakerphone at the end of the meeting. We talk about who we should call. We have about 100 people on payroll at this point but we say who should we call? Who made an impact last week? Who saved our butts, who helped Whatever? Who deserves a phone call? We say, hey, we're just calling.
Speaker 2:They all expect we're going to ask them to fill a shift or do something random, because that's normally why we call them. Hey, we just want to say we saw you, we appreciate what you did last week. You mean everything to us. You make the business work. We love you. Everyone chimes in. People normally start crying. It's the highlight of my week. I love that and they just feel so good and our rule is we'll never ask them to do anything on that call. It's just pure love, appreciation and gratitude, and almost nobody has ever received a phone call from their employer like that, just out of the blue and then we just say, hey, tell us if you need anything.
Speaker 2:And they're just like, we're just so glad we love this company. And that has spread through the system. I've shared it at our franchise conferences and other people are doing it now. It's honestly something that anybody in any business franchise or not, if you're in a leadership group, if you're in any kind of meeting, I would suggest for sure. Like call a vendor, call somebody and just say, hey, thank you so much for everything you do. Like we love you, we appreciate you, we're so happy to work with you and just like end it Like and it's so powerful, it's so amazing. And just sharing that love. You know through avenues that people really don't expect, that most of the time they're just go, they're doing their job, they get their own satisfaction, but now they still feel seen and just appreciated and loved. Like that's been the biggest thing that I wish I would have been doing the last 20 years in all my businesses. It's huge.
Speaker 1:I mean, I I think that's so cool and I think gratitude as a concept, just even just every day, thinking about what all of us are, you know, grateful for, is so helpful. And to then to, to you know, show your, your, your team and your staff how much they mean to you, I think that that is it's really cool and certainly something that you know, I think every company could incorporate. We take our guys out every Monday for breakfast at the Pinks team that they this is something they did from the beginning, and Jill and I always like to kick off the meeting with how are you guys doing? How can we help you guys? What are you seeing out there? What can we do? And we love, you know, being there with them. Like I go in with the pinks uniform on, people ask me all the time If I go out and wash windows, I still don't know how to wash windows. I don't know how to to. If you put a power washer in my hand, nothing would happen.
Speaker 3:The uniform.
Speaker 1:Yeah, but, matt, maybe you can add some. I mean, I really think if you can lead a team, I think if you can have urgency to drive sales, you know it's like it's with us this week, it's like sales are great this week but we're looking at next week. Right, and you guys probably have a bit more consistency with how long you've been in business, but as a newer franchise, we're always looking at next week. So I really do think leadership, sales orientation and it's got to be customer service. Whatever your widget is whether it's you guys helping seniors stay comfortable and happy at home, it's us cleaning windows, we're all in the customer service business and I think those have got to be the key cornerstones of being a successful franchise owner.
Speaker 2:Absolutely yeah, I think, especially in what we do, people trust us with their family members.
Speaker 1:So it's a good segue, matt, because, um, I want to talk about how, when we first started with Matt, he had already done the the golden spoon yogurt franchise, um, and then we started looking at a variety of different franchises together, matt being one of our first clients and together we found this home services franchise, and this was before home services really took off right. It was a fairly new brand. We all were pretty excited about it. They had some pretty interesting things that made them different. And, matt, you know, together you chose, I recommended, we both sort of looked at it. And, matt, you know, together you, you chose, I recommended, we we both sort of looked at it and said this seems like a really good thing and I don't think it went the way that you or I hoped it would.
Speaker 1:Maybe, I don't know. Whatever you want to share on that first franchise experience we had together, I think really is helpful for potential entrepreneurs, current entrepreneurs, that I really love the concept of failing fast and what that means is we don't want to fail, but if we do, we keep going. So, matt, exactly, we keep going. We don't sit there and say, oh man, that didn't work and that sucked and that's it, life's over. No, we keep going. But Matt tell us maybe a little bit about that.
Speaker 2:Experience Shows how much I like you because I came back for take a calculated risk, and you are very clear about this. I was franchisee group number one, so I was in the first training and maybe the only training they ever had, with five, I think, other people, and it was very new. It was a roofing and solar combination company which seemed to make sense. They didn't have a lot of history, but come to find out they were kind of storm chasers and had a couple good years going around and doing that kind of stuff. We didn't know about that. And then also, the big thing that we didn't realize, and they didn't even realize at the time, was they had said that you could get solar financing, which is what everybody, how you pay for. Your solar packages are so expensive. They said you can come in under us and offer this financing.
Speaker 2:Come to find out we couldn't, until we were open for two years, and so it was very hard to kind of limp along. They didn't have the support system. They never came out to help us once. It was hard to get a hold of them. And so, yeah, at a certain point we just kind of said you know what? This is not the company we want to be attached to and let's just, you know, cut our losses and move on. But it was important that I was able to make that calculated risk and kind of went in knowing, you know that this could be really good or it could just be, you know, a struggle, and unfortunately it was a struggle, but that's life.
Speaker 1:That's the life of the entrepreneur, and I don't mean at all to sort of make that sound kind of just blasé. I mean it is. We all take calculated risks. I do think there was a teaching moment in it, though, and for franchise ownership it is. We've got to see, for Jill and I, when we work with a franchise now, we've got to see that deep bench of support. We've got to see that marketing there are things that a franchise has to deliver. We've got to know that you can handle the marketing for our clients. We've got to know that you've got a deep bench of people to support our clients. And we got to know there's a game plan and not just a couple of years of maybe it worked, maybe it didn't. Now, that said, matt, we bought into pinks and I think we're franchisee number two.
Speaker 1:Now there's like 50. But we were okay with that, Just like you, Jill and I. We have Franchise Insiders, we had the capital. If it worked, great. If it didn't, hey, you know what. We could move on to the next thing and I'm happy to say that it's really been growing and I'm happy that you have found First Light and it's going so well. For you, I mean what's remarkable to me, and thank you, by the way, for sharing that I. For you, I mean what's remarkable to me and thank you by the way for sharing that.
Speaker 1:I know it's not always easy to talk about no it's fine. No, it's good. It's part of the story, you know. Yeah, it makes you smarter and it teaches you what to look for, but you said something at the beginning of the podcast, which was.
Speaker 2:You're now operating fairly semi-absentee, Is that right? Yeah, I've peeled back some hours. For sure. I've been able to travel quite a bit over the last six months. My role now can be remote and it can be as needed basis. The key is just to get people comfortable in the spots, that they can make decisions on their own, and I fully trust, you know, my admin team and they're they're amazing people and I just get. I get the itch. You know, last summer I think I probably reached out to you. I'm like something's coming. I don't know what it is, but I'm ready to do something different.
Speaker 2:I don't know if it's. I figured this out and now I want to just completely do something different yeah. I mean 10 businesses in 20 years, like I just I just feel like, okay, I figured it out and I'm not meant to be behind a desk, I know that. And so that's kind of where I ended up behind the scenes with first light, and it's great. I would love to keep it forever. It's a long-term play, but there's something else out there for me, yeah.
Speaker 1:I mean, I think that's the fun of it is is, in all, every year there there's something you should own, own. And there's people who come to us, matt, who you know they're in a position like yours where they've made a lot of, they've done very well and now they're facing tax burden. So they say, how can we mitigate this and add another business? So you know, for example, like laundromats are are great diversification strategy because the equipment is a section 179 tax write-off. So if, if you owe Uncle Sam a bunch of money and you want to buy a boring business, that's a great avenue. Not trying to sell you on a laundry franchise, but it's just another example of how cool business ownership is, because now we can take an issue where we've made a lot of money, we want to diversify, we can solve a tax problem and we can also invest in a business that can make us another 200 grand a year. But you know it's interesting talking about, you know, selling franchises.
Speaker 1:There's this whole new sort of thing that's happening. The angle that both buyers and sellers of franchises have been taking has been this whole seller financing deal, and the reason it's becoming so sort of popular is that both sides really can win. So let's say, traditionally you had a franchise on the market. It's netting 500,000,. Owner wants three times. They want a million five. Traditionally someone would say, hey, I want my million five.
Speaker 1:Well, what's starting to happen now is this whole seller financing portion of things. People are coming out and saying wait a second, maybe give me $100,000 down and then what you can do is pay me monthly over the course of the next 10 years. So what's happening now is you can really turn that franchise, when you're reselling a franchise, into a true passive asset. You don't have to get crushed with the capital gains, right, because if you pocket a million five and you guys probably experienced this with your golden spoon you got to pay a lot of taxes. But if someone's just paying you 10 grand a month for 10 years, that's a whole other deal. So anyway, it's just an interesting sidebar and something we're seeing a lot in franchising that's creating some interesting deals. Yeah, absolutely.
Speaker 2:I got some big goals and big dreams and I got some kids to take care of, so I got to keep cranking them out and keep moving Awesome.
Speaker 1:Well, matt, I think we've covered a lot of ground. I mean, you've certainly lived a lot of different lives in franchising. If there's one message that you could leave for future franchise investors who are listening to this podcast to learn from your lessons, what would you say to them?
Speaker 2:I would say just go in expecting that it's going to take a little bit more than you think, but do everything you need to do and there's everything that you could wish and want for on the other side, and I can set it up to either exit or I could set it up to add to it, like you talked about. So, instead of trying to find the, or I could set it up to add to it, like you talked about. So, instead of trying to find the dream perfect scenario that's going to scratch all your itches for the next rest of your career, just look at it like is this a good five to 10 year play and I can either add to it or I can step away and be passive income. Whatever you want. There's always opportunity to do something different in the future, so you kind of just have to jump in.
Speaker 1:I love that. That's great advice, matt, you've been a tremendous guest and we really appreciate you spending some time with us here on the podcast and for this episode, I'm Jack.
Speaker 3:I'm Jill.
Speaker 1:And I'm Matt, and we all bought a franchise.
Speaker 3:We bought a franchise. We did.
Speaker 1:See you guys next time. Thank you, yep, you bet Bye.