Building a scalable and sustainable business has been my mission for decades.
As the founder and CEO of the Jim’s Group—Australia’s largest franchise with over 5,500 franchisees across 50+ different brands—I’ve discovered what it really takes to scale successfully without compromising service or franchisee success.
Laying the Foundations of a Scalable Business
For me, everything starts with a solid foundation.
I always say, “You’ve got to have a business that works well in the first place.”
It’s surprising how many people approach me about launching new divisions without having a model that functions reliably.
I began as a lawn mowing contractor, and it was during those early days that I learned how to run an efficient, customer-focused operation.
Once I nailed that, I was ready to teach others.
Why I Chose Franchising
Franchising became the backbone of my business model.
I knew I had to build robust systems, processes, and a strong company culture to replicate success across industries.
I’m very particular about who I allow into the system.
I screen people carefully through interviews and by going out on the road with them.
Once they’re in, I provide intensive training.
We run a three-day course that goes beyond mechanics—it’s about mindset and how we treat our customers.
Customer Service and Charging What You’re Worth
Customer service is everything.
I constantly tell my franchisees to raise their prices, not lower them.
I won’t even consider a new division unless the average operator can make at least $70 an hour.
We’ve found that providing excellent service and presenting a professional image—uniforms, branded quoting pads, business cards—leads to much higher conversion rates.
When a franchisee responds within 10 minutes, 85% of clients confirm the job.
That drops below 50% if they wait two hours.
Servant Leadership and Staying Connected
My leadership philosophy is simple: serve your people.
I believe in servant leadership, which means my job is to support and empower our franchisees.
Each franchisee gets a monthly check-in from their franchisor, and we hold eight meetings a year to discuss challenges, share ideas, and offer more training.
I’ve learned that it’s not about massive time commitments, but consistent, ongoing support that makes the difference.
Staying Within My Expertise
I’ve always believed in staying within industries I understand.
We avoid site-based franchises or food—unless it’s something like catering, where I see potential.
The truth is, success isn’t about technical know-how; it’s about attitude and how well you communicate with your customers.
Ethics Over Earnings
At the heart of everything I do is a commitment to ethics and long-term relationships.
I don’t hard-sell the franchise.
In fact, I often urge people to slow down and do their research.
I want every franchisee to succeed.
We’ve probably created more millionaires than any other company in Australia.
But for me, it’s never just been about the money.
It’s about doing right by people and building something that lasts.