Brian wasn’t chasing independence for independence’s sake.

He was asking bigger questions:

• How do we take ourselves to a different financial level?
• How do I build an asset — not just another job?
• How do I invest capital in something that can scale and compound?

Non-Negotiables

• Strong financial fundamentals
• Clear path to scalability
• Alignment with his existing skill set
• Measurable performance and realistic ramp expectations

“Fit was critical. It had to match skill sets where I could bring value — and it had to make sense financially.”

Brian entered the process skeptical — like many executives.

He had received dozens of franchise messages before.

What changed was timing + structure.

What Stood Out Early

• The questions asked at the beginning
• The ability to rule OUT opportunities just as quickly as considering them
• A process that respected his analytical mindset

Working with Ray Fanning, the focus was not:

“Here’s what you should buy.”

But instead:

“Here’s how we pressure-test what fits you — and what doesn’t.”

Brian evaluated 6+ franchise concepts, including:

• Med spa concepts (ultimately rejected)
• Other executive-style ownership models

Why Some Didn’t Make the Cut

• High capital requirements with limited upside
• Long ramps to profitability
• Limited ability to add value as an operator
• Models that felt more like passive ownership than asset-building

“I couldn’t measure the cost with how low the return was.”

Final Selection: Temporary wall systems franchise

Why It Clicked Immediately

• Rental-based business model (deep prior experience)
• Commercial construction focus (early career background)
• Niche, unsexy industry with real demand
• Strong capital structure:
  • Depreciable assets
  • Scalable inventory
  • Clear expansion paths

“It wasn’t a pretty business — but it had great fundamentals.”

This wasn’t about passion.
It was about strategic alignment.

Where Ray added outsized value:

• Acting as a sounding board during negotiations
• Helping define what was normal vs. out-of-bounds
• Supporting aggressive territory discussions (multi-state considerations)
• Connecting Brian to:
  • SBA lenders
  • FDD reviewers
  • Legal and financial resources

“I could’ve figured it out — but I would’ve made more mistakes.”

Early Challenges

• Sales execution issues at the franchisor level
• Slow initial ramp (expected in commercial bidding cycles)
• Drinking from a fire hose by design

Wins That Mattered

• SBA loan closed
• Inventory delivered
• Hiring the right sales rep (after ~30 interviews)
• Landing the first job
• Transitioning from “idea” to a functioning business

“Those were the little wins that told me this was real.”

Brian intentionally avoided best-case benchmarks.

Instead, he asked:

• What does the range look like?
• Who’s at the top — and what are they doing differently?
• How do I improve systematically?

His growth mindset:

• First profitability
• Adding sales capacity
• Expanding territory
• Long-term asset accumulation

Current Status

• Business launched and operating
• First revenue secured
• Scaling roadmap defined

Forward Vision

• Territory expansion
• Additional locations
• Long-term equity growth

Proof of Confidence

• Referred 2–3 other executives within months
• Continues to use Ray as a strategic resource post-launch

This case study is not about finding a franchise.

It’s about:

• Making a disciplined transition from corporate
• Building a scalable asset, not buying a job
• Having a guide who helps you avoid expensive mistakes

“It’s scary the first time — even with the background I have. Having someone who’s done this before matters.”