{"id":380318,"date":"2024-03-20T14:16:06","date_gmt":"2024-03-20T14:16:06","guid":{"rendered":"https:\/\/caringseniorservice.com\/milwaukee\/owner-on-franchise-findings\/"},"modified":"2024-03-20T14:16:06","modified_gmt":"2024-03-20T14:16:06","slug":"owner-on-franchise-findings","status":"publish","type":"post","link":"https:\/\/caringseniorservice.com\/milwaukee\/news\/owner-on-franchise-findings\/","title":{"rendered":"Owner Brandyn Simmons on Franchise Findings Podcast"},"content":{"rendered":"<p>Our owner Brandyn Simmons has a unique background filled with experiences that pointed him to home care. He was interviewed on Franchise Findings podcast by Patrick Findaro to share his experience becoming a home care business owner. Listen to the podcast or read the full transcript below.<\/p>\n<p><!--more--><\/p>\n<div class=\"hs-embed-wrapper\" data-service=\"youtube\" data-responsive=\"true\" style=\"position: relative; overflow: hidden; width: 100%; height: auto; padding: 0px; max-width: 560px; min-width: 256px; display: block; margin: auto;\">\n<div class=\"hs-embed-content-wrapper\">\n<div style=\"position: relative; overflow: hidden; max-width: 100%; padding-bottom: 56.25%; margin: 0px;\"><iframe loading=\"lazy\" style=\"position: absolute; top: 0px; left: 0px; width: 100%; height: 100%; border: none;\" title=\"YouTube video player\" allow=\"accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share\" xml=\"lang\" src=\"https:\/\/www.youtube.com\/embed\/pxa7xrzAK-s?si=XaP-oVIMD44NHbpQ\" width=\"560\" height=\"315\" frameborder=\"0\" allowfullscreen><\/iframe><\/div>\n<\/div>\n<\/div>\n<h3>Full Transcript<\/h3>\n<p style=\"font-weight: bold;\">00:00 \u2013 Patrick<\/p>\n<p>Patrick Findaro here co-founder of Vetted Biz and Visa franchise. Brandyn Simmons, welcome to Franchise Findings. Thanks for joining.<\/p>\n<p style=\"font-weight: bold;\">00:06 \u2013 Brandyn<\/p>\n<p>Thanks Patrick. I\u2019m glad to be here.<\/p>\n<p style=\"font-weight: bold;\">00:08 \u2013 Patrick<\/p>\n<p>So you have a pretty extensive career \u2014 business brokerage, consulting, different entrepreneur ventures and now you own 2 Caring Senior Service franchises in 2 different states. How did you get here?<\/p>\n<p style=\"font-weight: bold;\">00:19 \u2013 Brandyn<\/p>\n<p>Well I like to refer to myself as a vocational mutt because I have done quite a few things. So having said that, I was in geriatrics at one point, [I] was a consult in Japan, I worked in Hospice as a chaplain. I did a number of things. It all just kind of made sense for me to enter this industry. And I wanted, well I was already in the industry, but to enter home care in particular. And as I was helping people buy and sell businesses as a broker, I started saying to myself, &#8220;Well, why am I not buying myself a business?&#8221; I get how it works, whether you\u2019re operating it, and, you know, the purchase process and whatnot, the acquisition process. So I said, &#8220;all right. Let\u2019s start looking.&#8221; So, I went out on BizBuySell like most people and found a franchise. And I was quite reticent to purchase a franchise. In my mind it was too constricting. I wanted to, had a bunch of ideas and I thought, &#8220;Well the franchise won\u2019t let me add care management as a service or they won\u2019t let me do this or do that.&#8221; And eventually I realized that Caring, like probably most franchises, has a really good system. Everything is already built. I don\u2019t have to reinvent the wheel, and just as long as I use it and accentuate on it at times that things could go really well, and so far it has.<\/p>\n<p style=\"font-weight: bold;\">01:35 \u2013 Patrick<\/p>\n<p>How do you and the franchisor Caring kind of divide and conquer? Like what are you focused on, and what are you like, &#8220;Hey, please help me with this? I need your support here.&#8221;<\/p>\n<p style=\"font-weight: bold;\">01:43 \u2013 Brandyn<\/p>\n<p>Yeah. So the franchise is really good at letting us know what KPIs we should be looking at. Even though I have an MBA, it\u2019s easy to get lost in the weeds and forget to go up into the balcony and look at the entire picture, so they are good at reminding us all of that. They have their software, the proprietary software called Tendio, that takes care of your log-ins, your log-outs, your notes, all of the client info, all of the caregiver info, your marketing information in terms of your calendar, who your top referral sources are, etc, etc. So everything is all in one place so I don\u2019t have to have, for example, the home care software, and then I need my HR software, it\u2019s all right there.<\/p>\n<p style=\"font-weight: bold;\">02:23 \u2013 Patrick<\/p>\n<p>And it seems like they go a little above and beyond compared to some of the other franchise concepts in the home care space for sourcing and initial vetting of the caregivers.<\/p>\n<p style=\"font-weight: bold;\">02:33 \u2013 Brandyn<\/p>\n<p>Yes, very much so. Trying to match caregivers with clients, the interview process, how we rank them, if you will, in the system during an interview. So that\u2019s also in the software and we can kind of check the boxes as well go and the rankings in terms of experience or all the way down to &#8216;how did they dress today, did they look professional? Do they have a demeanor of a caregiver that is going to show compassion to a client or patient?&#8221; So we look at all those things because it\u2019s in the software to remember.<\/p>\n<p style=\"font-weight: bold;\">03:05 \u2013 Patrick<\/p>\n<p>So compassion, empathy, these are words I hear a lot for the industry that you\u2019re in. Can you talk a little bit about your time as a hospice chaplain and how you kind of really cultivated those skill sets?<\/p>\n<p style=\"font-weight: bold;\">03:15 \u2013 Brandyn<\/p>\n<p>Yeah. Some of my most fruitful time was spent with the dying and their families. But those conversations with those who are nearing the veil, if you will, or preparing a transition, just amazing conversations. I had times where the person is, for example, a devout Catholic and didn\u2019t want to see me because I wasn\u2019t a priest, etc., etc. But by the time we reached the finish line together, they wanted me there and wanted me to do their funeral. Ad so I asked the spouse, &#8220;what do you mean, I\u2019m not their priest.&#8221; And they said, &#8220;He must have liked you.&#8221;<\/p>\n<p>And you know obviously it wasn\u2019t all aging people who were in hospice unfortunately. But that translates directly to our clients who are at some point going to transition, and whether we\u2019re catching them at the beginning of their Hospice phase or if we\u2019re catching them long before that. It\u2019s not only the client or the aging person that is reflecting on end-of-life issues and looking back and saying, &#8220;Did I do a good job or not? Was I a good father? a good mother?&#8221; All of these things, but also the family caregiver. I mean, you have this family caregiver who is often female. As I like to say the poster card of a family caregiver, who is this 40 to 60-year-old female who is at the height of her career and her earning potential. She is subject matter expert on everything, and she\u2019s going to burn out, quit her job, back away from her relationships and her hobbies and all these things because she wants to make life perfect for mom or dad, and it doesn\u2019t have to be that way. So my heart definitely goes out to those folks who are going through that.<\/p>\n<p style=\"font-weight: bold;\">04:55 \u2013 Patrick<\/p>\n<p>And a lot of times, it\u2019s like, at the same time you have kids that really need your support, preteens, teenage children, and kind of splitting the focus on your aging parents as well as your kids, I can imagine it can cause a lot of strain.<\/p>\n<p style=\"font-weight: bold;\">05:08 \u2013 Brandyn<\/p>\n<p>Yeah, the sandwich generation. I mean, gee, I\u2019m not dealing with that situation myself, but as an owner of a franchise in the aging industry, and I\u2019ve got my own kids 22, 18 and 11, so, it\u2019s like, I can\u2019t only be focused on this group, I have to share my bandwidth.<\/p>\n<p style=\"font-weight: bold;\">05:25 \u2013 Patrick<\/p>\n<p>And what other type of businesses did you look at exploring, and when did you make the decision that it was going to be a type of business like Caring Senior Service that you would acquire?<\/p>\n<p style=\"font-weight: bold;\">05:36 \u2013 Brandyn<\/p>\n<p>Yeah. I had looked at senior relocation services. So helping people downsize and move and things like that. I had looked at an facility assisted living facility up here in Wisconsin, and that one, I found was just too hard to justify the valuation. The valuation was mostly based on real estate. So on one side, it looks like a great deal because I was just paying for real estate and not for the business, and that\u2019s what you get when you have a real estate agent value your business. They just look at the real estate. So it seemed there was quite an allure there, but when I found this particular business, I could easily look at the financials and see that the valuation made sense. That and the intricacies were a lot more with assisted living in terms of licensure and the liability of it all. I mean you\u2019re doing a lot of medical type stuff. We\u2019re strictly non-medical so not only is the liability less but just understanding the process and the system and everything that I need to keep an eye on was much easier in this business than something with a million moving parts.<\/p>\n<p style=\"font-weight: bold;\">06:43 \u2013 Patrick<\/p>\n<p>I would imagine, correct me if I\u2018m wrong, that client tenure is longer for in-home care versus assisted living.<\/p>\n<p style=\"font-weight: bold;\">06:59 \u2013 Brandyn<\/p>\n<p>I wouldn\u2019t say that\u2019s always the case, but yeah. I mean the goal is to keep them at home with the quality of life and not have to go into a facility. So it\u2019s not that all facilities are bad or anything like that, but if you can have your autonomy in your own home that you\u2019ve lived in for who knows how long, we want to be able to help them to do that. And, we might be partnering with home health, hospice, whoever, receiving them coming out of a rehab facility, out of the hospital, but at whatever time we start care with them we want to make sure that we can keep an eye on their health and do everything that we can to keep them there at home and aging gracefully.<\/p>\n<p style=\"font-weight: bold;\">07:29 \u2013 Patrick<\/p>\n<p>Can you talk a little bit about the financials of the business, I guess what appealed to you comparing some of those different options that you had?<\/p>\n<p style=\"font-weight: bold;\">07:36 \u2013 Brandyn<\/p>\n<p>Yeah. So in terms of your fixed costs and your variable costs, I mean, the revenue is very much driven by hours. So there\u2019s not a lot of question marks. The more hours you have, the more money you make. You have your fixed costs like your SBA loan and your rent and things like that, but most of it is driven by your merchants. What am I paying my caregivers versus what are we receiving from the clients? So that was much easier to look at and be able to look at those KPIs. What are my margins? What are my hours? What are my conversion rates for marketing? Am I getting more referrals from home health and hospice? If 70% of my referrals are coming from there, why am I spending 70% of my marketing efforts on assisted living facilities? So I can see that and quickly make the shift or talk to my marketer and have them make the shift. So I would say there are a lot less moving parts and you can pretty much get a good idea that if I get to here, here\u2019s how much we\u2019re going to have at the end of the year.<\/p>\n<p style=\"font-weight: bold;\">08:38 \u2013 Patrick<\/p>\n<p>And, do you find the other franchisees in the Caring system are open to opening up their books and kind of sharing the numbers especially related to margin. Also I imagine scaling up where an organization has 50 caregivers is going to look a lot different than one that has 200 or 300 and kind of the key staff that you need each step along the cycle.<\/p>\n<p style=\"font-weight: bold;\">08:59 \u2013 Brandyn<\/p>\n<p>Yeah. And that\u2019s the neat thing about a franchise is because we have direct access to each other and we can have these conversations, and it runs the gamut. You\u2019ve got your small ones that have just started out and are doing 200 hours a week, and you\u2019ve got your well established ones that are doing in the 1000s every week for number of hours. So I think there is some reticence to open up like your PNL or your balance sheet or things like that by some parties. But we do have groups where we gather together, and we just started doing this, and mostly divided by geographical area or multi-location owners, they are divided into one group together. So there is a great openness to share those KPIs, right, to say, &#8220;Here\u2019s where my margins are at. Here\u2019s where we\u2019re exerting our efforts on marketing.&#8221; Things like that. People are very open and willing to share.<\/p>\n<p style=\"font-weight: bold;\">09:48 \u2013 Patrick<\/p>\n<p>And then so you purchased this first location in Milwaukee. How many years back was that?<\/p>\n<p style=\"font-weight: bold;\">09:52 \u2013 Brandyn<\/p>\n<p>Huh! No not years. It was September of last year.<\/p>\n<p style=\"font-weight: bold;\">09:56 \u2013 Patrick<\/p>\n<p>And then Utah, was that an acquisition or a ground development?<\/p>\n<p style=\"font-weight: bold;\">10:02 \u2013 Brandyn<\/p>\n<p>Yeah, acquisition in December so things&#8230;<\/p>\n<p style=\"font-weight: bold;\">10:05 \u2013 Patrick<\/p>\n<p>You went back and back. Why not give it more runway and make sure that you were comfortable with the caring system? Playing devil\u2019s advocate, why did you jump in on 2 different locations in 2 different states?<\/p>\n<p style=\"font-weight: bold;\">10:16 \u2013 Brandyn<\/p>\n<p>Ah Patrick, that\u2019s the question I ask myself every day.<\/p>\n<p style=\"font-weight: bold;\">10:20 \u2013 Patrick<\/p>\n<p>Your wife probably too?&nbsp;<\/p>\n<p style=\"font-weight: bold;\">10:22 \u2013 Brandyn<\/p>\n<p>Yeah. No it\u2019s been a great experience. I didn\u2019t intend to acquire again so quickly. I went to the previous owner and asked her, because I have family out in the Salt Lake area. I said, &#8220;If you ever think of selling, call me up.&#8221; And about a month later she said, &#8220;So&#8230;&#8221; and I\u2019m like oh wow this is moving fast. Ok but&#8230;<\/p>\n<p style=\"font-weight: bold;\">10:43 \u2013 Patrick<\/p>\n<p>Your dad and your brother were happy. You seem them regularly a lot more.<\/p>\n<p style=\"font-weight: bold;\">10:46 \u2013 Brandyn<\/p>\n<p>Yeah, they probably feel like we\u2019re seeing them too much.<\/p>\n<p style=\"font-weight: bold;\">10:50 \u2013 Patrick<\/p>\n<p>That\u2019s one of my favorite areas of the country to visit.<\/p>\n<p style=\"font-weight: bold;\">10:52 &#8211; Brandyn<\/p>\n<p>Oh yeah. I love it. I\u2019m not a skier, but I love to hike out there. Getting up at those peaks and looking out over the Great Salt Lake and what-not, it\u2019s just amazing.<\/p>\n<p style=\"font-weight: bold;\">11:00 \u2013 Patrick<\/p>\n<p>Any advice for would-be business owners on the business acquisition side as opposed to just opening a franchise from zero? I guess taking a step back from what I\u2019ve seen if you\u2019ve never run a business before, it can be pretty daunting and might not be the best to just go in to acquiring a business. I\u2019d be curious to hear your thoughts.<\/p>\n<p style=\"font-weight: bold;\">11:21 \u2013 Brandyn<\/p>\n<p>I am a huge proponent of acquiring an existing business if somebody doesn\u2019t have experience operating a business. Maybe they were a CFO and they have financial acumen but they\u2019ve never dealt with operations. Surround yourself by people who do, lean on headquarters. And that\u2019s a benefit of having franchise because you have those people that you can go to and seek advice from and say, &#8220;Hey I really don\u2019t get this facet of my business, help me understand.&#8221;<\/p>\n<p>The reason I would always encourage people to acquire rather than to build, and there are books on this buy then build and stuff like that, is you are buying cash flow from day one. So the way I look at it is for example if you\u2019re investing in stocks, say those stocks are traditionally trading at 15 to 17 times forward earnings eventually there\u2019s going to be a correction, and you don\u2019t know what they\u2019re going or what they\u2019re going to do. If you have a business that\u2019s been operating say for 10 years and they have been throwing off cash flow, and they\u2019re profitable, there\u2019s a pretty good chance that your survival rate is going to be pretty good, and you purchased that business for 3 to 5 times your EBITDA or your seller\u2019s discretionary earnings. So from a safety point or a risk stance, there\u2019s a lot less risk. So, I think that\u2019s one part of it. And like I said, from day one you have money coming in the door versus spending that first year or whatever just trying to get your licensing in place and your property and all that kind of stuff to even just bring a penny in the door.<\/p>\n<p style=\"font-weight: bold;\">12:49 \u2013 Patrick<\/p>\n<p>Yeah and I think mentally it\u2019s really nice to have like those easy wins right away. We\u2019ve started multiple businesses. One consistently hitting cash flow positive in 2 months, and the other one over 2 years, and it can be really a mental struggle at times if you don\u2019t have that money coming in. I\u2019ve seen it with our clients that open up a physical location where they\u2019re dealing with finding the site, negotiating the lease, construction costs, construction delays, permitting delays. And for me, you know, given the evaluations that you just mentioned and depending on the franchise system, we\u2019ve seen less than that, just buy an existing one and be patient and wait for those opportunities to come out. Obviously you need to have the cash and if you just have 100K, 150K to invest, it\u2019s going to be tough to buy an existing one or maybe you might be buying a problem business you could say.<\/p>\n<p style=\"font-weight: bold;\">13:40 \u2013 Brandyn<\/p>\n<p>Yeah. Yeah, and that\u2019s why some sense about the capital structure and things like that are very important. Are you going to take a working capital loan? Is that available? Are you going through SBA or you going through nontraditional lending, all those sorts of things. And I also think that a lot of acquirers will go in and, &#8220;Okay I just bought a business, welcome to millions here we go.&#8221; But you have to keep your eye on so much because if you take your eye off of one thing, right, everything can just fall apart very quickly. So you have to stay very astute to keeping your eye on everything.<\/p>\n<p>But the other thing that people do when they buy a business is think about their exit. All of those drivers that would increase your valuation at exit are all things that are going to drive more revenue right now. So, productizing your revenue. Having some form of recurring revenue. Building a moat around your business. What separates me from our competition? And all these different things that can really help you not having all your eggs in one basket. Are we getting all of our clients from VA? Are they all from community care? Are they all private pay? Are they all long-term care insurance? Spread it out because you never know when one is going to dry up for a period.<\/p>\n<p>And, one huge thing to keep in mind because people would be like, &#8220;Yeah, but I\u2019m not going to sell for a long time.&#8221; Okay well let\u2019s look at what causes people to sell. Retirement and financial reasons are few and far between. Mostly it\u2019s death, divorce, disaster and burnout. And, you don\u2019t know when those things are going to happen. So, you might as well be prepared that if you whether it\u2019s you who dies or somebody else and you have to go and take your eye off of things for a while when you say, &#8220;I can\u2019t run a business while I\u2019m dealing with all of this.&#8221; Be ready then. Be able to call up a broker and say, &#8220;Hey I need a <span style=\"background-color: yellow;\">v<\/span>aluation.&#8221; And have the confidence that it\u2019s going to be the best one you can get.<\/p>\n<p style=\"font-weight: bold;\">15:26 \u2013 Patrick<\/p>\n<p>And Brandyn, what I\u2019ve seen talking to franchisees is that if you\u2019re going to sell to an existing franchisee or maybe someone like you that\u2019s just coming in the system and you\u2019ve talked to some owners. It could be like a 2 or 3 month process. But if you\u2019re going to go the open market with a business broker listing it on BizBuySell or just relationships through the business broker it takes like 6 to 9 months. What do you see is that what you\u2019re seeing in acting as a business broker and talking to your fellow franchisees?<\/p>\n<p style=\"font-weight: bold;\">15:52 &#8211; Brandyn<\/p>\n<p>Yes, yes. I have a home care company that I\u2019m selling in St. Louis. I\u2019ve had it listed for about a year and we\u2019ve gone back and forth between maybe 20 potential buyers and are finally entering due diligence. So yeah&#8230;<\/p>\n<p style=\"font-weight: bold;\">16:07 \u2013 Patrick<\/p>\n<p>How many, if you don\u2019t mind me asking like how many term sheets did you receive in that year?<\/p>\n<p style=\"font-weight: bold;\">16:12 \u2013 Brandyn<\/p>\n<p>Oh gosh, probably 35, 40.<\/p>\n<p style=\"font-weight: bold;\">16:15 \u2013 Patrick<\/p>\n<p>And how can, going through this process now, how can franchisees like you whether it\u2019s in 5 years, 10 years, 15 years or whatever tenure, make sure that the business continues to grow top line as well as the earnings while you\u2019re going through a sales process? Is that the job kind of for the business broker to help them or what do you recommend?<\/p>\n<p style=\"font-weight: bold;\">16:34 \u2013 Brandyn<\/p>\n<p>No cause you never know after acquisition what\u2019s going to happen, so I think that\u2019s on the owner. It\u2019s on the acquirer to, like I said, keep their eye on the ball and say okay what\u2019s the opportunity cost? What\u2019s the actual cost? What is finding this location going to do to this location?<\/p>\n<p style=\"font-weight: bold;\">16:50 \u2013 Patrick<\/p>\n<p>I am saying from the seller perspective, when it is time to sell, how do you not get distracted on the sales process and making sure your business continues to run well. That\u2019s a very valid&#8230;<\/p>\n<p style=\"font-weight: bold;\">17:02 \u2013 Brandyn<\/p>\n<p>Yeah. Now that\u2019s hugely common that people do that. They take their eyes off of things and they\u2019re like, &#8220;Well I\u2019m getting out anyway.&#8221; And then they don\u2019t focus on marketing. Marketing is the first thing to go and yeah. So I think mostly keeping in mind that this can and most likely will be a long process. So if you want this business to be valued a year from now when likely you\u2019re really going to get the offer that you want compared to today, you\u2019re going to have to stay on it. Whether it\u2019s you operating it or your staff. Don\u2019t start slipping. Don\u2019t start losing care of your staff so that they jump ship or just develop apathy or burnout. So yeah, keep running it like just like it\u2019s day one and you\u2019ve got a lot more knowledge than you had at day one so it\u2019s not as hard, right. You\u2019re working smarter and not harder so stick with it.<\/p>\n<p style=\"font-weight: bold;\">17:48 \u2013 Patrick<\/p>\n<p>What are some reasonable expectations in terms of increasing the dollar or increasing the top line revenue like did you model this out for your acquisitions?<\/p>\n<p style=\"font-weight: bold;\">17:58 \u2013 Brandyn<\/p>\n<p>Yeah, and a lot of it goes back like I said to marketing and which referral sources or I should say pay sources you\u2019re looking at because some are. For example, our private pay rates compared to our VA reimbursement rates are double. So the VA is double what our private pay is here. But in Utah that\u2019s not the case at all. Actually our private pay is higher than our VA reimbursement rate. And then you\u2019ve got VCC and other things like that. So knowing who will pay you what. You might get a ton of community care clients for example but their reimbursement rates are considerably lower which are going to kill your margins. At what point are you willing to keep taking them and at what point are you going to say, &#8220;I can\u2019t let my margins get below this number.&#8221; So yeah, I think all that modeling is very important.<\/p>\n<p style=\"font-weight: bold;\">18:44 \u2013 Patrick<\/p>\n<p>And it seems like the net profit can be pretty wide. Like talking to franchisees in your space I\u2019ve heard anywhere from 10 to 27% depending on how they are running the business, the brand, the life cycle, how large the organization is.<\/p>\n<p style=\"font-weight: bold;\">18:59 \u2013 Brandyn<\/p>\n<p>Yeah, yeah, and I think part of that goes also to the acquisition process and your capital structure. Are you paying a loan every month for ever and ever and ever or have you structured it in a way to where that is going to go away fairly quickly, and you\u2019re looking at your personnel margins more than anything else. And so, personnel margins, we try to stay about 47% to 52% so that\u2019s great so you want to keep&#8230;<\/p>\n<p style=\"font-weight: bold;\">19:26 \u2013 Patrick<\/p>\n<p>I hear 40% for your industry so that\u2019s great.<\/p>\n<p style=\"font-weight: bold;\">19:30 \u2013 Brandyn<\/p>\n<p>Yeah so we\u2019re maintaining that both in Milwaukee and in Utah, but the fixed costs are the things that you just want to be very intentional about keeping down.<\/p>\n<p style=\"font-weight: bold;\">19:39 \u2013 Patrick<\/p>\n<p>I understand seller financing is a lot easier if you\u2019re already in the franchise system. If you\u2019re already known, and you\u2019re already known as a good operator, and that the other franchisee that you\u2019re acquiring knows you\u2019re good for it and that you\u2019re going to pay back. Can you talk a little bit about that on the acquisition side? Just kind of the different ways to structure the deal?<\/p>\n<p style=\"font-weight: bold;\">19:58 \u2013 Brandyn<\/p>\n<p>Yeah, yeah. If you\u2019ve got rapport with the franchise and the other franchisees, then it\u2019s a lot easier to find the business, right, because you\u2019ve got the word out that, &#8220;hey I\u2019m looking for my next acquisition.&#8221; And they\u2019re going to call you up and it\u2019s done. And, they are more likely to offer owner financing not only because they know you but maybe that\u2019s the only option. You know, if that particular location hasn\u2019t been for whatever reason operating at a very good profit lately, then when the banks or whomever looks at those financials, they\u2019re going to say, &#8220;I don\u2019t see how this is bankable. I don\u2019t see how what you\u2019re earning is going to support the debt.&#8221; So your only option is to get financing from a seller. I\u2019m fine with that. I don\u2019t mind a turnaround of debt. I\u2019ve got just about that much gut for it. I\u2019ll do it but I wouldn\u2019t say it\u2019s what I want. Well I guess if I find the magic bullet maybe I could make that a pattern, but most likely, you know, I want something that already has some solid cash flow.<\/p>\n<p style=\"font-weight: bold;\">20:58 \u2013 Patrick<\/p>\n<p>And how do you decide between conventional or SBA loans as an acquirer? Could you comment a little bit about your process or your process going through the sell of so many businesses over years as a business broker?<\/p>\n<p style=\"font-weight: bold;\">21:11 \u2013 Brandyn<\/p>\n<p>Yeah. There are so many different stipulations depending on which capital source you go to like SBA that might require a personal guarantee and people might be a little squeamish about that and say, &#8220;Yeah I don\u2019t want to do that.&#8221; And find a different route for their capital. But, one nice thing for example with SBA is that you can take out 5 million at a time. So if you do an acquisition say at a million, you\u2019ve still got 4 million left that as long as they deem bankable, you can keep on doing acquisitions. Now obviously you don\u2019t want to drive yourself crazy because you can\u2019t walk 5 cats at the same time. But if you can and you want to accelerate your growth, then okay, you have that availability. Where say a nontraditional lender or just bank without SBA backing isn\u2019t going to do that for you.<\/p>\n<p style=\"font-weight: bold;\">22:00 \u2013 Patrick<\/p>\n<p>And then on the SBA side, you know you\u2019re signing the personal guarantee. But compared to the people that do like a 401K rollover depending on the state, those assets should be shielded from the government, from the lender for that SBA loan, and that\u2019s not going to go toward the personal guarantee where if you deplete your retirement savings but that\u2019s kind of it. Like the business better work and especially if you\u2019re in your 40s or 50s that can be a pretty precarious situation and your spouse needs to really be on board with that.<\/p>\n<p style=\"font-weight: bold;\">22:30 \u2013 Brandyn<\/p>\n<p>Yeah, yeah absolutely. And we\u2019ve seen that with people trying to use the ROBS program and different things and it\u2019s getting those 2 partners whether they\u2019re life partners or business partners to come to agreement on that and take that big of a risk. It is much better to go a more traditional route.<\/p>\n<p style=\"font-weight: bold;\">22:46 \u2013 Patrick<\/p>\n<p>Yeah and I think there are exceptions. Like we have a client, 40s, single, and has a lot of funds and has funds in one of his 401K plans or one of his what is it now, one of his IRAs that he wanted to use that and it made sense. And he was fine with unwinding the transaction because it is kind of complicated to then sell it later on and that\u2019s great. But I think not enough people really understand the different financing mechanism that are available to them.<\/p>\n<p style=\"font-weight: bold;\">23:17 \u2013 Brandyn<\/p>\n<p>Exactly, and I don\u2019t know, yeah I don\u2019t think they understand and don\u2019t think they have any awareness that such a thing even exists whether its ROBS or whether it\u2019s rolling your 401K into an IRA and then the stipulations on that. Usually you can\u2019t take from it for a business, but you can do it to buy your first home which might be a wink-wink way into a business depending on what you\u2019re doing so there\u2019s lots of ways to skin a cat.<\/p>\n<p style=\"font-weight: bold;\">23:42 \u2013 Patrick<\/p>\n<p>Brandyn are there any items that we didn\u2019t discuss today that would be relevant to a perspective franchisee?<\/p>\n<p style=\"font-weight: bold;\">23:50 \u2013 Brandyn<\/p>\n<p>Well let\u2019s see. Good question. I think trust the system, trust the system that the franchisor has created because they have been doing it for a long time and have hit their head against the wall plenty of times so you don\u2019t have to go start finding the nearest wall and start smacking your head. And, keep your eyes open. I think the key to that process is asking the right questions, both of the franchisor and of yourself. What am I curious about right now? What am I seeing? What am I noticing about myself or those around me? Different things like that to keep that posture of curiosity and not get hardened into saying, &#8220;Oh yeah, I got it all. I know what\u2019s going on&#8221; or &#8220;I don\u2019t trust the franchisor because they just want me to make more money so they can steal my royalties.&#8221; Or whatever, right? It\u2019s like fine, if they make more money it means you\u2019re making more money so it\u2019s&#8230;<\/p>\n<p style=\"font-weight: bold;\">24:36 \u2013 Patrick<\/p>\n<p>Growing and applying to it.<\/p>\n<p style=\"font-weight: bold;\">24:38 \u2013 Brandyn<\/p>\n<p>Yeah.<\/p>\n<p style=\"font-weight: bold;\">24:39 \u2013 Patrick<\/p>\n<p>Well thanks for all that you shared today. We went through a lot, whether it\u2019s through an acquisition, the industries, what the Caring Senior Service particularly appealed to you. I really appreciate you opening up and if you don\u2019t mind we will add your LinkedIn link to the show in case people have further questions to contact you directly as well as a link to Caring Senior Service in case people are interested in exploring the franchise that you\u2019re a part of further.<\/p>\n<p style=\"font-weight: bold;\">25:05 \u2013 Brandyn<\/p>\n<p>Sounds great. I appreciate it.<\/p>\n<p style=\"font-weight: bold;\">25:06 \u2013 Patrick<\/p>\n<p>Thanks Brandyn.<\/p>\n<p style=\"font-weight: bold;\">25:08 \u2013 Brandyn<\/p>\n<p>Thanks Patrick, take care.<\/p>\n<p style=\"font-weight: bold;\">25:09 \u2013 Patrick<\/p>\n<p>Appreciate it.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Our owner Brandyn Simmons has a unique background filled with experiences that pointed him to home care. He was interviewed on Franchise Findings podcast by Patrick Findaro to share his experience becoming a home care business owner. 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