I’m exploring franchising as one of several ETA pathways and would love to learn from those who’ve actually gone through it. If you’ve purchased a franchise—recently or years ago—I’d appreciate hearing about your experience: - How did you approach the search and evaluation process? - What surprised you (good or bad) once you dug into the FDD? - How you structured funding or leveraged veteran programs? - What you wish you had known before signing? - Whether the franchisor support matched the pitch? - How the economics played out vs. expectations? I’m not looking for a sales pitch - just real-world perspective from fellow veterans who’ve walked this path. Your insights will help me make a more informed decision as I evaluate whether franchising aligns with my long-term operator and portfolio goals. Thanks in advance to anyone willing to share.

My store has really been generating me some sales so far, I can’t wait to hit more target for myself.

A business plan isn’t just for funding it’s a clarity tool that helps define your idea, audience, and finances, and prevents costly mistakes early on, so what part of building a business do you find most confusing right now?

Earlier this week I completed the Boots to Business program and it was time well spent. Even with a business background and startup experience, the class helped me pressure-test my thinking, expose knowledge gaps, and validate what I already understood. That combination alone made it worthwhile. My biggest takeaway wasn’t tactical - it was mental. There’s a real mindshift required when you move from employee to employer. Skills and experience matter, but if your thinking doesn’t evolve, you’ll cap your own success. As an employee, you focus on your role. As an owner, you focus on the entire system. You’re responsible for tone, culture, standards, and outcomes - both when you’re present and when you’re not. That’s a different level of accountability. For veterans, this shift should feel familiar. In the military, we’re trained to lead in a way that if we’re taken out of the picture, the next person steps up and the mission continues. We set standards, build trust, and create clarity so execution doesn’t depend on one individual. The civilian sector requires the same outcome - but a different approach. Instead of soldiers, you’re leading civilians (even if some are veterans). Instead of command authority, you rely more on influence, incentives, and alignment. But the objective is identical: Build an organization that performs without you in the room. Entrepreneurship isn’t just about doing the work. It’s about building something that works without you. And that starts with how you think.

I’m attending Boots to Business tomorrow (28 Jan 2026) and looking forward to it as I continue this entrepreneurial journey. For those who’ve already gone through the program: - What were your key takeaways? - What insights shifted your thinking about entrepreneurship or ownership? - Anything you wish you had paid more attention to during the sessions? I’m especially interested in perspectives from those who went on to: - Start a business - Acquire a business - Or decide not to pursue entrepreneurship (and why) Appreciate any lessons learned or advice you’re willing to share. Always value learning from those a few steps ahead. — Dennis