Every argument clarity score on this site is built from rows on this page. Each
question and answer was assessed with names hidden, the host's own answers included, on
four things from 1 to 5:
directness (does it answer the question asked), coherence (do the ideas follow),
precision (concrete details and clear references), compression (says a lot per word). The weighted
mix (30/30/25/15) is the exchange score. A person's published score averages their exchange
scores on raw tape only, at least 8 of them, shrunk toward the cohort mean.
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Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Um, so Tyler had the majority stake or the other guy?
A Tyler had the majority stake. And so as the business progressed, Um, uh, opportunities came about. I didn't immediately have the opportunity to buy into the one, a hundred got junk in Kansas city, but what we did do instead is we bought the oxy fresh carpet cleaning franchise out of the oxy fresh as a franchise or Denver, Colorado. And so him and I partnered and we did that deal together and it kind of set the stage for us working together and the future gave me the opportunity. Well, it gave us the opportunity to start the easy moves together and then get into the one, a hundred got junk where I was able to become a partner.
AI assessment note: “Tyler had the majority stake.”
Answered produced feed
D 5 · C 5 · P 5 · Cm 4 4.85
Q Interesting. So how do you... There's only so many people in Kansas City. How do you expand this? Do you go try and acquire other franchises in the same thing? Do you launch and buy up new franchises outside of 100 guy junk? What do you do?
A Well, so that's what happened with our Des Moines and our Omaha market. Those were previous existing franchise partners. And what we did is buy them out. I think we have a really good, I think we have a really good system on how to turn a franchise around that maybe they have been A bit underperforming. You know, we can look at it and see what the market can do and, and, you know, put the right people in place, put the right advertising in place to get an immediate spike. For instance, in Omaha, uh, We're up 134% over last year, which is pretty significant. I mean, there's not a lot of businesses that are seven years old that can be up that amount of money.
AI assessment note: “Those were previous existing franchise partners. And what we did is buy them out.”
Answered produced feed
D 5 · C 5 · P 4 · Cm 4 4.60
Q Why did you guys decide to buy the, the OxyClean one?
A You know, it was, we were looking for something else that, that we could do that was somewhat, you know, let me preface this that it was in 2008 and 2009 when the economy wasn't awesome. So we were looking for something that we can do that could add some more money to the bottom line for us. It seemed like something that was a natural fit. We already understood what it took, or we felt at that time we understood what it took to run, you know, uh, Some trucks in the, in the area with a lot of, with a couple guys, and we figured we could You know, if we had that business, we'd be able to make it successful by utilizing the knowledge that we had learned from one, a hundred got junk, basically taking that and applying it to the oxy fresh model.
AI assessment note: “we were looking for something that we can do that could add some more money”
Answered produced feed
D 4 · C 4 · P 4 · Cm 3 3.85
Q And so when you're telling Tyler, these numbers trying to orchestrate a deal to get out from under these two guys that couldn't work together, how was Tyler and what recommendations were you giving him in terms of what to pay for the business and how to value it?
A So, so let me preface this as saying that at that point, it wasn't doing the 20% that we were talking about. That's what it does currently to this day. At that point, it was probably in the 15% range. I mean, and the business was really immature at that time, even though it was four years at that, it had been open four years. It wasn't, um, you know, Nobody really knew about one, a hundred got junk in Kansas city and we had a lot of work to do. So it really was never about the financial obligations. It was three franchises. The city's not big enough for all three of us. So we understand that there has to be consolidation at some point for us to make it into a viable business. So everybody's family could be successful. Um, So it wasn't necessarily a dollars and cents things. It was more of a, you know, this is what's necessary for us to continue to grow and thrive in the market.
AI assessment note: “So it really was never about the financial obligations. It was three franchises.”
Answered produced feed
D 4 · C 4 · P 3 · Cm 3 3.60
Q Yeah, that's the, that's the question I get though from entrepreneurs that are debating about being a franchise owner is they go, Nathan, I can either like launch software or like, Buy franchises. How do I become a millionaire from a franchise or just pay myself a big salary? I mean, what would your answer be to them?
A Yeah, it's profitability. It's become, it becoming operationally excellent. You know, I think, you know, all the, everything's set out for you. You have all the support in the world from a franchise system. I mean, they provide a world-class support, especially the one that I know about at O-Twee. World-class support in every, every facet of the business, but then you also, I mean, you also have to put, be the boots on the ground and then take that and be operationally efficient. You can maximize your bottom line by understanding your numbers, understanding what impacts your numbers positively, and then understanding how to, you know, provoke your market to, to pick up the phone and call you. And I think that, uh, you know, there's as a franchise partner, I mean, I know myself and I have a lot of friends that are my age and, you know, Reality is, you know, they didn't start franchises. And, you know, I have the ability to do some things that they, that they may not have the ability to do at this point. And I'm relatively young, 30, 33. And, and I think we have a lot, a lot left to go.
AI assessment note: “Yeah, it's profitability. It's become, it becoming operationally excellent.”
Partly produced feed
D 2 · C 4 · P 2 · Cm 2 2.60
Q So what, when you, for people listening, because we have, Millions and millions of entrepreneurs tune in and many of them are going, should we start our own thing or should we go into a franchise? Help them understand what they should look for. What did you guys pay? And like, what terms should they look for when you're buying a franchise?
A So the thing I really love about franchises, and I'll start with that, is that not only do you have the opportunity to learn from a lot of people who've already done this for a long period of time, But I think people have this misconception that you don't have the opportunity to innovate, and you don't have the opportunity to, you know, kind of pave your own, pave your own way, which isn't, isn't completely true. Like, what you get is, you get a really great brand, you get a lot of support, a lot of knowledge from people who have been in the industry, who have kind of set, set, set you up for success by putting systems and processes in place for you to follow. That's really up to you with how you do it. So, you know, some people, you know, some people don't believe that that's the case, and they want to start their own thing, and I completely get that. But for us, I mean, it seemed like a really good roadmap to be successful. And that's why we all do it.
AI assessment note: “So the thing I really love about franchises, and I'll start with that”
