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Posted

Hey guys,

I have always appreciated this forum and not sure how I didn't think to ask this question here to begin with!

I received an unexpected phone call from a gentleman whom I've never spoken to or met before the day after Christmasz but he was aware of me and my recent achievements while managing an independent franchise of a national auto repair chain (honestly doesn't make a difference to me if you know where u can msg me if u want. Just didn't know the rules on it) 

In less than 60 seconds he was able to explain who he was, where he was from, and that he would like to move me out there for the purpose of taking over his shop and running it for him until he retires at which time I could buy it if I wanted it and I told him it is certainly a discussion we can have and would get back to him the following day. 

Our next conversation I had the chance to interview him about the shop and a little about himself to which I have no objections and went on to inform him that picking up my life and moving out of state would not be a quick decision and would require a process in which 3 things would need to take place.

1.  We would need to meet in person obviously, but also spend a decent amount of time in an environment outside of the work setting to get to know a little more of each other and assuming no red flags (very doubtful there are any to find) move forward 

2.  I would need to see the shop and be able to shadow how it's currently operated for a day or 2 and if no issues were to come up that within a few days at most I woulr let him know what it would take and the cost needed in order for me to commit to this and move. 

3. We would both have to mutually agree to or re negotiate a deal to be out in writing and signed and any upfront requirements fulfilled. 

Until late May I had spent the last 3 1/2 years as general manager for another franchise of the same chain that was nearly bankrupt when I started and lead it on to achieve new reocrds parts and labor sales . I wrote out a business plan outlining all new policies, procedures, products, and pay structure that changed everything from the ground up. 

The first year reflected an increase in more than 150k of gross sales at just shy of 1m and the second was the highest gross sales recorded at 1.29m, and I parted ways respectably in late May on track to exceed 1.5m. (sadly, they did not make this mark)

During this time my compensation was a base salary of $1000/week, 1% of gross sales, and a weekly kicker of $250 per week gross sales ended over $20k, and an additional $250 for each $5k after for that week. 2021 I grossed $109k and this year was on track to end at $150k if I had remained. 

There was nothing negative involved or that created the reason my departure. The regional manager for the 166 stores or whatever it is in the NW asked me long ago if I would ever be willing to relocate and run another "franchise store"  and I had a couple people email me that I couldnt even take seriously, but never let them go any further. 

I am scheduled to leave by train this Monday 1/9 where he has provided me with a hotel and rental car for a 3 day stay to complete the other steps needed to move forward. 

Below is a general idea of what I have in my head as far as what I expect out of a relocation package, but I've never had to hire or been hired this way before. Needless to say I could use and would appreciate any insight from anyone that has experience or any history with this process and reasonable expectations. 

1. Move in costs including first and last months rent, security deposit, and any application fees.

 (I was going to put a cap on the amounts, but the cost of living there is ridiculously higher than here and I don't feel like moving from a nice 3 bdrm house that I have here to go live in some cheap 1 bdrm apartment there is the right direction lol)

2. All personal property will be prepared and packed by myself and then loaded and delivered at owners expense. 

3. Pay structure to remain the same as previous Midas employer with a $250 increase to weekly salary. 

4. Employee discount will be all products and parts at cost.

5. One time payment of $15,000 as incentive to ease the complications that come with relocating. 

(,Thought of splitting up? 1/2 up front and other half dispersed with regular pay over next 6 mos?)

Any feedback or thoughts is welcomed and appreciated. 

 

 

 

 

 

 

 

 

 

 

 

 

 

  • Like 1


Posted
22 hours ago, Transmission Repair said:

bi0h4z4rd:

How did he get your name and phone number if you live out of state?

From the regional manager mentioned above. 

Sorry I didn't get a chance to reply to the first response, but I've been here for a day and a half and it didn't take long to determine that coming to work for this franchise would not be in my best interest. 

  • Like 2
Posted
On 1/12/2023 at 6:52 AM, Transmission Repair said:

Can you elaborate what scared you off?  The franchise or that particular franchisee?  We all can learn a lesson from your experience.

Absolutely. I will also fill in the gaps in my original post. Posting on here was a last minute thought and only had my cell phone or her tablet as options at like 1am. Actually some what impressed looking at it from my PC now lol.

I have not officially declined from the owner at this time for the record. I will offer a counter proposal. Give ma a day or so and I will update this thread. 

  • Like 1

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  • Have you checked out Joe's Latest Blog?

         0 comments
      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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