Reputation Is Everything
In business, I’ve learned that reputation is everything.
I’ve always said, “It takes 20 years to build a reputation and five minutes to ruin it.”
That idea has guided me through every step of building Jim’s Group.
Even when I was just a young lawn mowing contractor, I was obsessed with getting it right.
I remember once, as a teenager, I was asked to take out the rubbish for a neighbor.
I accidentally spilled some on the ground, and he gently said, “If you’re going to do it so poorly, I might as well do it myself.”
That moment stuck with me.
From that point on, I was determined never to let a customer down.
I bought better tools, learned to work more carefully, and set high standards for myself—standards I later carried into my franchise.
Choosing Quality Over Quantity
When I began franchising in the late 1990s, I decided not to follow the typical model.
Most franchisors seemed to chase rapid growth, signing up as many people as possible.
That wasn’t good enough for me.
I was highly selective.
I only brought in people I believed would succeed—and more importantly, who would care about their customers.
Every potential franchisee went out on the road with one of our trainers.
If that trainer had doubts about their attitude or service standards, I wouldn’t take them on.
Yes, it slowed our growth, but it also protected our reputation.
That strategy worked.
While our competitors bragged about their numbers, we quietly grew through strong referrals and high-quality service.
I’ve always believed that if you put the right people in the system, success will follow.
Putting Franchisees First
I don’t just care about who joins Jim’s—I care about how they’re treated once they’re here.
From the start, I’ve tried to do things differently.
One of the first policies I introduced was giving every prospective franchisee a full list of our current franchisees, along with their contact details.
That was unheard of in the industry.
But I wanted people to hear the truth, not just marketing hype.
To this day, that transparency has been one of our most powerful recruitment tools.
I also gave all our franchisees my personal mobile number and email address.
If they’re in trouble or frustrated, they can reach out directly, and I respond.
I’ve never wanted to hide behind bureaucracy.
If someone needs help, I want to be the one helping.
Putting franchisees first hasn’t always been easy.
Sometimes it meant taking hits financially or making tough calls.
But I’ve never regretted it.
By supporting them, I’ve built a loyal, invested network of people who believe in Jim’s Group as much as I do.
Telling Real Stories on Social Media
As we grew, I knew we had to adapt—and that meant embracing social media.
We started using TikTok, YouTube, and LinkedIn to share the real stories of our franchisees.
No scripts.
No studio shoots.
Just handheld videos capturing our people in their element.
Those videos worked.
They outperformed professionally produced ads because they were authentic.
People connected with our franchisees’ journeys.
They saw themselves in the stories.
Nearly every new franchisee I’ve met lately has told me they watched those videos before joining.
It’s been incredible to watch how this low-tech, honest approach helped us cut through the noise and inspire others to take the leap into business ownership.
Work-Life Balance and What Really Matters
Despite everything I’ve built, I’ve always tried to stay grounded.
I’ve got 10 children, and while I haven’t been a perfect husband—I’ve been divorced three times—I’ve always worked hard to be present for my kids.
I never wanted my business success to come at the cost of my family.
Alongside Jim’s Group, I also fund my own research foundation.
A lot of my income goes toward that work because I believe deeply in trying to make a broader difference in the world.
For me, it’s not just about growing a company—it’s about living a life of purpose.
My Ongoing Mission
As I reflect on my journey—from a lawn mower to leading one of Australia’s most recognizable brands—I feel proud.
But I’m far from finished.
My mission now is to keep improving.
To keep finding better ways to serve our franchisees, our customers, and our communities.
I still believe in the power of small businesses.
I still believe that great service and a good reputation matter.
I still believe that if you do the right thing—even when it’s hard—it will pay off in the long run.
That’s the legacy I want to leave behind.