The franchise playbook isn’t built for executives like you
After years in corporate leadership, you know how to work within — and sometimes around — a complex system. You’ve navigated layers of management, built consensus across functions, and delivered results in an environment where even simple changes can require multiple approvals.
That’s why franchising can be so appealing.
No more corporate politics. No more endless decks and cross-functional sign-offs. In theory, you get a proven business model, a playbook that’s already been tested, and the freedom to “run your own show” without having to invent every process from scratch.
But here’s the catch: the franchise playbook is not the corporate playbook — and the differences can make or break your success.
Why Franchising Feels Familiar — and Different
Corporate life and franchising share some similarities:
Both rely on systems and processes to drive consistency.
Both require you to work within rules you didn’t create.
Both expect you to deliver results using the resources you’re given.
But the differences are significant:
In corporate roles, your decision-making scope is tied to your area of expertise. Many other functions happen “behind the curtain.”
In franchising, you are the business — marketing, sales, operations, hiring, payroll, compliance, customer service. Even with a franchisor’s support, it’s on you to make it work day-to-day.
If the system is strong, you can lean on it. If it’s weak, you feel the gaps immediately — and you can’t easily change the rules or suppliers to fix them.
Where the Risk Comes In
Even experienced leaders can run into trouble when:
They assume the system is turnkey.
Some franchisors provide robust, well-tested processes. Others leave big gaps in training, marketing, or operational support.They don’t know the industry.
Without a background in the space, it’s hard to spot a flawed model until you’re already invested.They underestimate the limits on flexibility.
You’re not building your own business from the ground up — you’re running someone else’s model. That means approved vendors, approved strategies, and restricted innovation.They encounter a bad actor.
Most franchisors are legitimate, but some exploit the system’s lack of regulatory oversight to sell territories without a viable path to success.
When It Works
Corporate executives can thrive in franchising when the system is right:
Strong onboarding and training that assumes you know leadership but not the industry.
Proven marketing programs that drive leads, not just “brand awareness.”
Operational playbooks that can be executed by employees you hire and train.
Transparent financial performance data, with no cherry-picking of top locations.
When these elements are in place, your corporate management skills combine with the franchisor’s operational support to create a powerful formula.
Bottom Line
Franchising isn’t an automatic safe bet — and it’s not an automatic mismatch for corporate leaders either.
It’s a different game, with its own rules, risks, and rewards.
The key is making sure you’re joining a system that works for you, not just one that looks good on paper.
Because in franchising, if the playbook is strong, you win. If it’s flawed, you’re stuck playing it anyway.
If you’re a former executive exploring franchising, I help you assess whether the system you’re considering has the depth, support, and integrity to match your skills and goals — before you invest.
