Most people don’t leave corporate because they’re unhappy.
They leave because they want ownership of decisions, outcomes, and time.
A few years ago, I reflected on my second anniversary of stepping out of a corporate executive role and into business ownership. Now, six years into that journey, I’ve had the benefit of perspective—and a much clearer view of what actually matters when making a change like this.
In the summer of 2020, I was at a crossroads. After 25 years in banking, I had just left an executive position. For the first time in a long time, I wasn’t immediately moving to the next role. Instead, I paused and asked a more important question: What do I want the next chapter of my career to give me—not just professionally, but personally?
Three things quickly became clear.
First: I wanted to be closer to clients again.
Early in my career, I spent years in client-facing roles, working directly with individuals and businesses. Later, I moved into leadership and strategy positions. While I valued those experiences, I missed being closer to the work—helping clients directly and seeing impact firsthand.
Second: I wanted to learn something genuinely new.
Over time, careers narrow. You become known for a specific skill set. In my case, that was customer experience leadership. But I realized I was most energized when I was stretching learning something I hadn’t already mastered.
Third: I wanted a more entrepreneurial environment.
I had spent my entire career inside two of the world’s largest banks. I’m grateful for those experiences and the people I worked with, but I was ready to build something where decisions—and outcomes—were more directly connected to my own effort.
That led me to explore business ownership.
In theory, it sounded great. In practice, it was less clear where to start.
I considered starting a business from scratch. I spent time developing ideas, but none felt compelling enough to justify the risk—especially during a pandemic. The failure rates of startups were sobering, and I quickly realized I wasn’t trying to build the next tech unicorn.
I also explored buying an existing business. I liked the idea of improving something that already worked, but validating what I was being told—especially financially—proved difficult. While I still see value in this path and may revisit it in the future, it wasn’t the right fit at that moment.
At one point, the leap from corporate life to ownership started to feel like trying to jump a canyon on a motorcycle. Impressive if it works—but unforgiving if it doesn’t.
What I needed was a footbridge.
That’s when I began seriously looking at franchising.
Like many people, my early perception of franchising was limited to well-known fast-food chains. What I learned instead was that there are hundreds of franchise models across nearly every industry imaginable, many operating globally. More importantly, franchising offered a structured path to ownership—allowing me to build a business while leveraging established systems, support, and transparency.
I worked closely with a franchise consultant to evaluate options that aligned with my experience and interests. I wanted a business where I could apply what I had learned over decades in corporate leadership, while also expanding into areas that were new to me.
After evaluating several opportunities, I ultimately moved forward with a technology and consulting franchise focused on automation, virtual staffing, and process optimization. These were new domains for me, and that learning curve was part of the appeal. I was also drawn to the opportunity to help grow their U.S. business within a global organization.
The years since have been both challenging and deeply rewarding.
I’ve enjoyed building a growing business and working with clients across industries, including financial services, real estate, music, and retail. Just as importantly, I’ve gained flexibility that didn’t exist before—coaching my son’s little league team, continuing to play music, and spending more time with family while working from home.
Along the way, I’ve also gained a broader perspective on franchising itself. A few years ago, I expanded my work by joining the International Franchise Professionals Group (IFPG), which allows me to help others navigate the same questions I once faced—sorting through hundreds of franchise options to find the right fit.
Over time, I also recognized that franchise consulting is connected to something I have always enjoyed—mentoring and coaching people as they think about their next step. This work allows me to do that in a practical, real-world way, helping people evaluate options and make informed decisions about ownership. I also appreciate that franchising is both local and global. I can help someone build a business in their own community while staying connected to international networks and opportunities, which fits well with my background. What I’ve learned is this: franchising isn’t about reducing ambition. It’s about choosing a model that aligns risk, learning, and ownership in a way that’s sustainable—especially for professionals entering a second or third chapter of their careers.
I feel fortunate to have made this leap. Building a business through franchising has reinvigorated my career and continues to challenge me in the best ways. If you’re in the middle of rethinking your own next move, you’re not alone. I’m always interested in hearing what others are optimizing for as they look ahead.
