Military Transition News – September/October 2016, Franchise issue by CivilianJobs.com, publisher of Military Transition News

FRANCHISE ISSUE: BE YOUR OWN BOSS CivilianJOBS.com’s

The Essential Military-to-Civilian Transition Resource September - October 2016

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Freedom in Franchising by Heidi Lynn Russell Contributing Editor

f you’ve performed your military duties to the letter, you already know the drill of adhering to a system, which makes you a perfect candidate for franchising. And franchising may be the perfect career option for you, too. After all, the “secret sauce” for franchise success is a formula of procedures dictating the creation and delivery of product and services. “My company, Edible Arrangements, gave me anything and everything – all the tools to be successful and the blueprint to be Maurice Welton successful,” says former Army SGT Maurice Welton. His business has grown to five locations in the southernmost tip of Texas since 2007. “The secret is that you listen, you follow. The formula is easy. Veterans are great for this, because you don’t ask questions. Someone tells you to hitch a plow to a mosquito and says, ‘Don’t ask me how; just hook them up. Don’t

question me. Just do it.’ And you do it,” Welton says. Veterans like Welton bring a stick-toit-iveness to their businesses and are natural growth strategists, says Robert Robert Cresanti, CEO of the International Fran- Cresanti chise Association (IFA). They also are adept at networking to solve problems, a key factor in franchising success, he says. “Military members accomplish missions. They get together and say, ‘How did that work when we took 300 trucks across the desert, and what are the things we should have thought about?’ That’s how

the franchisee network works,” Cresanti says. “You talk to dozens, if not hundreds, of others that have the same business you do, except maybe they’re in another state with a similar-sized city that has two high schools and a minor league baseball stadium.” Of the 750,000-plus franchises in the United States, veterans owned about 66,000 of them in 2007, the latest data available, Cresanti says. A veteran is 30 percent more likely to hire another veteran. Veteran-owned franchises see average annual sales of $2.1 million each. Like any military mission, franchise ownership requires detailed planning and shoring

support before you see successes like Welton’s, however. Here are some lessons that veteran franchise owners have learned along the way, plus tips from companies that are actively recruiting and helping military members buy and operate franchise businesses. You can still launch a business even if you’ve already taken a fulltime job. Many veterans worry they’ll land in a full-time civilian job they hate after they leave the service. And Welton had had “one of those days” when he discovered that it wasn’t too late for him to make a change. He had exited the Army in 2003 after serving six years as a cook and

food inspector. At home after a tough day at work in 2006, he flipped on a Donny Deutsch show and saw a report about Edible Arrangements. “I never had an ambition to open my own business originally. I’m a traditional guy who thought I would work for somebody and get a pension. That was my mindset. But I had that one day at work that made me want to get off the corporate treadmill,” Welton says. continues page 4

Your Career in Good Hands by Janet Farley Contributing Editor

t’s a well-known fact. Finding a post-uniform job is far from easy. The Good Hands® people at Allstate Insurance Company, however, are doing their best to change that. The company recently launched the Allstate Military Veterans and Spouses Program, a unique initiative designed to help veterans and military spouses become Licensed Sales Professionals (LSPs) and work for one of more than 10,000 Allstate agency owners across

the United States. LSPs are employees of Allstate agency owners, and work closely with Allstate customers while supporting day-to-day business operations. They also work to build strong community relationships while providing insurance and financial products to customers wishing to protect their homes, cars, motorcycles, lives and retirement incomes. Ideal candidates are able to demonstrate initiative and ownership and are able to work under tight deadlines. They have a proven ability to learn new skills quickly

and can effectively communicate with others. Candidates desiring employment as an LSP should also be able and willing to obtain a property and casualty state insurance license once they are hired. Qualified LSPs who want to advance may have that possibility. “Our licensed sales professionals may also go on to become agency owners, too,” said Justin Herndon, a representative from Allstate’s Media Relations and Issues Management Team. continues page 6

INSIDE THIS ISSUE Transition Talk: Salary negotiation ....................page 3

Finance: Tips from entrepreneurs .....................page 10

Feature: Fitness Careers ......... page 14

Career Coach’s Corner: BYOB ..... page 17

Job Fairs: Find one near you ...........page 18

Sep/Oct 2016

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Find your Career Match www.GEOGroup.com/HiringHeroes The GEO Group, Inc. (GEO) is the world’s leading provider of correctional, detention, and community reentry services.

Spouse Series: Post-Transition Tips by Janet Farley, Contributing Editor

t doesn’t take an advanced degree to understand that the pursuit of higher education can lead to bigger paychecks, expanded employment opportunities and elevated levels of self-actualization. Moving sucks. I’m sorry. There is just no nice way to say it. Moving, however, is inevitable in this military lifestyle. Whether you and your family are nowhere near transitioning out of the military lifestyle or you are making the Big and Final Move on Uncle Sam, moving has its challenges and you have to deal with them, like it or not. Some of us pull out our hair. Others practice unhealthy excesses (drinking, eating, shopping … pick your poison). Some of us simply cope by creating detailed lists of all the things we have yet to accomplish. The experienced among us know all too well that the illusion of control is possible with a simple one-subject, widerule notebook. One can conquer so much pre-move, during-move and post-move planning with such a tool. I have one of those. Months ago, I began scribbling copious “must do” notes for our family’s OCONUS to America move. I naively titled it “The New House Plus!” (Cute in a 3rd grade way, don’t you think?) Fast forward to now and I am just truly amazed at how much we have accomplished in a few short months. Sell old house. Check. Sell old cars. Check. Close out local accounts. Check. Ship old family dog to America. Check. Cry tears as we leave a place we have grown to love. Check. Enroll teenager in college. Check. Buy new cars. Check. Open local accounts. Check. Shop for new house. Check. Shop for new high school for other teenager. Check. Enroll said teenager in new school. Check. Begin exploring new area. Check. Make an offer on new house. Check. Wait to move into new house. Pending.

It’s not like we haven’t done this before, but it has been a while. Those who have no clue will tell you it gets easier each time you do it. They’re wrong. You may get more skilled at moving, but it NEVER gets easier. If you and your family have endured another PCS move or even The Big and Final Move, then take some degree of comfort in knowing that others out there share in your pain. While this list of post-transition tips is far from exhaustive, you may find these suggestions helpful nonetheless: • To-do lists do help. Make them. • Don’t sweat the little things. You have bigger issues to concern yourself with. • Continue to safeguard hand-carried paperwork and irreplaceable jewelry. • Don’t forget to pay your bills while you’re living life in limbo. • If you have kids of any age, get a routine set in place. • Create opportunities for everyone around you to have a real life again as quickly as possible. • Breathe. Things will not go as planned, but breathing definitely helps. • Know that you can cook meals in a hotel room with only one pan and no oven. • Know how to turn off the fire alarm in said hotel room when you do cook. • Try to be upbeat. The mob you call your own depends on your sanity. • Tap into any semblance of an existing network in your new digs. Grow it. • Connect with transportation to find out if your stuff made it and if you owe money on excess weight charges. • Find a place to call home as soon as possible. • Don’t forget to update your driver’s license. • Hope you don’t have to repeat this process anytime soon again. Janet Farley is a noted career transition expert and the author of several guidebooks including her newest titled Military Life 101: Basic Training for New Military Families (Rowman and Littlefield, July 2016).

To apply online, or see how your skills translate to a job at GEO, visit: www.GEOGroup.com/HiringHeroes

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Transition Talk Publisher Jake Hutchings Managing Editor Kathy Scott Art Director Alec Trapheagen Contributing Editors Janet Farley Heidi Lynn Russell Tom Wolfe Director of Technology Don Nowak Executive Consultant Brett Comerford Consultant Tucker Harrell Consultant Glen Nelson Account Representative Erin Feeley Account Representative Jillian LeBlanc Account Representative Deltria Lee Account Representative Robert Mulvihill Account Representative John Skinner Account Representative Ivy Williams Military Transition News is published by: CivilianJobs.com 1825 Barrett Lakes Blvd., Suite 300 Kennesaw, GA 30144 1-866-801-4418 Reproduction or use without permission of any editorial or graphic content in any manner is prohibited. The inclusion of advertising is considered a service to our readers and is not an endorsement of products or advertising claims. Opinions expressed in articles are the opinions of the contributors and do not necessarily express the opinions of Military Transition News or its staff. Subscription rate: $12 per year (6 issues). To subscribe, call 1-866-801-4418. ©2007-2016 Civilian Jobs, LLC. All rights reserved. Military Transition News and CivilianJobs.com are wholly-owned subsidiaries of Bradley-Morris, Inc. (BMI), the largest military-focused placement firm in the U.S.

by Mike Arsenault Vice President of Candidate Services

Bradley-Morris answers questions from transitioning military job seekers.

Q: I will be transitioning out in 12 months and I’m

working on my resume. My biggest challenge is understanding pay scales and which industries pay higher or lower for my skills. Are there tools or tips for negotiating salary?

A: Great question – this is a frequent one for military job

seekers. As you transition, you’re more than likely worried about getting a job and while that is your focus right now, it’s crucial not to lose sight of the fact that we work so that we can provide for ourselves and our families. You’re right to assume that your job skills translate differently in certain industries. The first thing you need to assess is what you have to offer a potential company. If you don’t have a profile set up on LinkedIn, do this as soon as possible. Then spend some time researching the careers of people who have similar experience as you. Next, use an online resource such as Salary.com to research pay ranges for some of the positions for which you believe you are qualified. Note that pay ranges vary greatly for the same position depending on location and on industry. A production supervisor will have a higher salary range in Los Angeles than in Boise, for instance. And a production supervisor in the medical device industry would likely have a higher salary range than a production supervisor in the food service industry. Doing this research will help set your expectations in terms of salary for a variety of different civilian roles. If you are working with a military recruiting firm such as Bradley-Morris, Inc. (BMI), your candidate recruiter will be able to offer valuable feedback in terms of what candidates of your rank/rate and military occupational specialty have earned in the civilian world as well. In fact, BMI publishes a quarterly summary of what your military peers earn in their civilian jobs. So now that you have an idea of some salary ranges, when do you bring up salary and/or when should you negotiate? Employers should always provide a range before you apply for a job. If the range is acceptable to you and you believe your background to be a match, consider that a green light to apply.

From here on out, there is an expectation that if offered the job in the advertised salary range, you will accept. This is essentially a good faith agreement between the company and job seeker. If offered the job and you suddenly ask for a salary outside the advertised range, many employers will take this as a warning signal of a risky character and rescind the job offer. Similarly, if the company offers you the job at a salary range lower than advertised, you can likewise consider this as a dubious sign and you should consider declining the offer. Don’t talk salary or benefits specifics in the middle of the interview, either. Until the offer stage, any questions you ask the employer should be about the role or the company itself, and your responses should be about how you can make a difference for their business. In most cases, finalization of your salary and benefits package won’t happen until you have been extended an offer. An important note: be sure to ask for your offer in writing! No offer is official until you receive it in writing (or via email) and you haven’t officially accepted the offer until you sign and return the offer letter (or accept via email). Also, make sure you understand the benefits associated with your new job. Benefits do play a role in determining your overall financial compensation. Some roles, especially those that involve travel, include a company car, mobile phone, computer, etc. That can make a big difference. Is there some wiggle room with salary offers? It depends on the company. But let’s just say for example that you’ve been offered at the lower end of the salary range of the position. It is acceptable for you to ask for a bit higher salary (as long as it is still within the salary range), but you must continue to express interest in the role and have a reason for the higher number. For instance, your reason might be that you are bringing eight years of team management experience to the role that would make you a good candidate for promotion down the line, and that might not have been something that was clear from your resume. However, if they match your request, be prepared to accept the position! Mike Arsenault is Vice President of Candidate Services at military placement firm Bradley-Morris, Inc. He can be reached at (800) 330-4950 ext. 2105 or by email at marsenault (at) bradley-morris.com.

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“Freedom in Franchising” continued from page 1 “After I saw Edible Arrangements on Donny Deutsch, I thought, ‘I can do that!’ I went on the Internet, did my homework, and one year later, I opened my first one.” Veterans can be put off by franchising fees and other start-up costs, and Welton agrees that financing was a challenge. “Everything has to be in line with your credit score and history,” he says, adding that the franchise company itself must be a known entity to lending institutions. He was eligible to put down 10 percent for his loan due to his veteran status. Edible Arrangements is a member of the IFA’s VetFran program (http://www.vetfran. com), in which about 650 companies offer special incentives and financial aid to veterans. Through its “Hero’s Welcome” program, Edible Arrangements offers veterans specialized training, a franchise fee discount and mentoring from existing franchisees in the system who are also veterans, says Edible Arrangements President Rob Price. “We work closely with prospects to make sure they not only meet all our specific financial qualifications to become a franchisee, but that they also have the right personality profile to be a successful business owner,” Price says. In addition to the aid from Edible Arrangements, Welton reinvested profits back into the company. “Originally, I wanted three stores, but as I was strategizing, I scrapped my old plan and put new plans out and created five stores so that I would have saturation domination of the local market,” he says. His five locations are all within 20 minutes’ drive of one another, and his business strategy paid off. “My attitude was to ensure I was the best franchisee Edible had and to work hard. I’m not afraid of working hard. When you look at management, whether you’re military or not, you study the giants.” You might make more money on your business idea with a franchise team than going it alone. At the North Pole, Alaska (yes, the North Pole), the roads are covered in gravel. “Salt doesn’t work up here,” says former Air Force SMSgt Kevin Tennant. “Everywhere you look, there are broken windshields. No one was repairing them.” So Tennant and his wife Tamera opened their own glass repair business in 1998. He was on active duty until 2004. She handled service calls for the business, and by the time he retired from the Air Force, they were doing about $250,000 in annual sales. “I never had

a moment to rest. I was working 14-to-16hour days until I was retired,” Tennant says. However, after he was out of the Air Force and doing the glass repair business full time, Tennant was frustrated that he couldn’t push past the $250,000 sales mark. “I had outgrown my knowledge, and I outgrew myself. I needed training to take things to the next level,” he says. He found Glass Doctor, a franchise owned by The Dwyer Group (which actually launched the VetFran program). “They had a marketing and legal team, buying power, vendors, nationwide contracts, teaching me to do payroll, keeping the books. These are things the Air Force doesn’t teach you,” Tennant says. His sales have grown to more than $1 million annually. That growth would not have been possible without the franchise fees that Tennant pays into the system for the extra “experts” who are at his disposal, he says. “When you pay the fees, it’s the cost of hiring another person, but that one person is the VP and President of Glass Doctor,” he says. Cresanti at the IFA says another benefit to franchise ownership is that customers will recognize the name. In essence, you belong to a recognized club of experts. “As a franchise owner, you pay into a national advertising fund, so your brand gets built. A customer opts for the known name and for someone who has a guarantee. That’s the stuff that we see over and over again,” he says. You can spin a “date night” into a fulltime business partnership with your spouse. It was literally a date night in 2014 that inspired Waylon White and his wife, Victoria, to open Pinot’s Palette in Lawrence, KS. Victoria had been to an event at a Pinot’s Palette, and she dragged Waylon there for their night out. “I shuffled my feet into the door, but a few minutes into it, I loved it,” he says. Waylon White was medically discharged from the Marines as a Capt in 2008, after suffering injuries and burns during a truck bombing attack in Iraq. The Whites have found the enjoyment they give others in their franchise business infuses their own lives with beauty and peace. They opened their location in May 2015, and Waylon is the franchisor’s first veteran owner. Pinot’s Palette is a “paint-and-sip experience.” People drink wine while receiving a painting lesson from an in-house artist. “What motivated me was the effect it had on me. Everyone has a creative niche, and for me, it was that achievement feeling. I wanted to share that with others,” Victoria

says. “It’s something different for a night out. You go in, and for ours, it’s a BYOB. We provide plate and utensils, and an artist walks you through the painting. We listen to music and have fun, walking around and talking.” Today, Victoria runs the day-to-day business, and Waylon handles back-office issues while simultaneously working as a full-time software engineer. “I’m the numbers guy, and it’s a perfect partnership, because we each have our own strengths,” he says. Most important, he advises that you find an idea that sparks excitement or enjoyment – like a date night. “Entrepreneurship in and of itself is not for the faint of heart. It really is feast or famine. One day, you’re jumping up and down, the next day, it’s, ‘What are we going to do?’ It really is a roller coaster ride, so it has to be a passion,” White says. You can “trade up” to another franchise if the first isn’t a good fit. Navy LCDR Ed Vargas was a surface warfare officer and exited after a 22 year career in 2010. He and his wife Amy initially ran a painting franchise from 2014 to 2015, but the business model didn’t suit them. “What I was looking at with the painting franchise was the project management side of it, but I didn’t have employees. The company was using a subcontracted model. Things are different in the civilian world vs. the military. With subcontractors, you can’t tell them how to dress, and there are a lot of rules you can’t do, because they’re not your employees. Nowadays, anyone can pick up a brush and call themselves a painter,” Vargas says. It just so happened that the painting franchise was bought out by The Dwyer Group, a holding company of 11 servicebased franchise companies. Vargas was watching an episode of “Undercover Boss” in which one of Dwyer’s companies, Mr. Appliance, was profiled. He was excited about the changes under Dwyer. He also liked what he saw in the Mr. Appliance way of doing business. “That opened up one avenue for us. We started talking to the Mr. Appliance people, and they were trying to find a solution for the painting franchise for us. They gave us money for our franchise, and we bought a Mr. Appliance franchise,” he says. He and Amy opened the new business in May 2016. “It’s an employee-run model instead of subcontractors. They’re part of the company, we can hire, and there is a certain way we do things. We have more control,” Vargas says. Mary Thompson is COO of The Dwyer

Group and a veteran Marine Corps Capt who exited in 1992. She is also former president of Mr. Rooter, another Dwyer company. A corporation’s values will set the tone for your Mary overall franchising experience, Thompson she says. “We breathe values. It’s about operating in a responsible manner above the line, treating others as you want to be treated, listening to intent and doing something about it. We tend to bring people to us who are drawn to the same values. So before you say, ‘This is a cool concept,’ get to know the people and their values. That’s more important,” she says. Heidi Lynn Russell writes about employment and business issues.

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“Your Career in Good Hands” continued from page 1 A Good Fit for Veterans and Military Spouses Allstate agency owners know that veterans and military spouses have a lot to offer and they do more than just say so. They hire them time and time again and with good reasons. Rusty Creed is one of those people. He has worked for Allstate since he was 16 years old and he is now the owner of two Allstate agencies based near Mesa, Ariz. “What I thought was just going to be a summer job turned into my career,” he said. “Working at Allstate has always been a good fit for me. I like meeting people and helping them. I like to make a difference for them in their time of real need. It’s rewarding,” said Creed. Creed served in the Army Reserves himself, transitioning out as an E6, Staff Sergeant after 12 years of service, so he understands what it’s like to enter or re-enter the civilian workforce. “Veterans show up on time. They work a full

day on the job and they don’t get easily distracted,” said Creed. Creed likes to hire veterans because of those qualities and much more. “When some service members get out, they may not have any relevant civilian job experience to speak of because they joined the military at a young age. Being in the military might have been the only job they ever held,” he said. “By enrolling in the Allstate Veterans and Military Spouses Program, they can learn a new trade, get hired and start to build a civilian work history,” he said. “If they excel, there are often opportunities to advance or they can position themselves better for other jobs elsewhere,” said Creed. A Happy Beginning Creed has hired a number of veterans himself. One in particular is Sean Heisey, who served on active duty with him. The two met at Fort Bragg, North Carolina during pre-deployment training. They ultimately deployed to Afghanistan together, shared a tent and became good friends. Heisey transitioned out of the National

Guard after serving four years on active duty as an enlisted infantryman. “I joined the Guard in 2006 and spent a long year in Afghanistan. When it was time for me to get out, I really wasn’t sure what I wanted to do next. I was also experiencing post traumatic stress disorder (PTSD) and that complicated my transition out,” said Heisey. Heisey moved in with his mother who he credits as being very supportive of him during that difficult time in his life. “I initially worked as a bartender at P. F. Chang’s but after a while, I got tired of the food service industry in general and wanted a change,” he said. “I was pretty stubborn. Most people who have PTSD are. We don’t want to ask for help and then we can find ourselves in a real selfdestructive cycle,” said Heisey. “Eventually, I came to the realization that I needed to get a handle on things and I reached out to the Veterans Administration (VA). Sometimes the VA gets a bad rap, but they really helped me and I am grateful to this day,” he said. “I was able to get the help I needed and I encourage others who are going through tough times to do the same,” he said. In February 2010, Creed hired Heisey and both veterans have been pleased with the results. “Sean is dedicated to his craft. If he doesn’t understand something, he’ll figure it out and he’ll do that on his own,” said Creed. “On a daily basis, I legitimately look out for the best interests of others, helping them through whatever crisis that they may be facing,” said Heisey who initially worked in one Allstate office and now works with Creed in his two Arizona offices.

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Sep/Oct 2016 “It’s a good feeling to be able to help someone in need,” said Heisey who is also planning to get married soon. Heisey not only enjoys working with Allstate but he also likes working with his old friend Creed, too. “Rusty sets such a great example for others to follow. He is a good friend and a big mentor to me,” said Heisey. “You learn a lot about someone with whom you spent a great deal of time with in less than ideal circumstances,” said Creed. “Once I got to know Sean, I knew he would be a good fit for Allstate, too,” said Creed. Maybe you are a good fit, too. For More Information about the Program Veterans and military spouses interested in participating in the Allstate Military Veterans and Spouses Program should first apply online at http://www.AllstateVeterans.com and complete the application and skills assessment. Also, Allstate has produced a series of veteran videos that can be found at http://www.AllStateVeterans.com/testimonials. After the application is processed, applicants may then enroll in a virtual education course where they will learn what they need to know for a career in the insurance business. Participants in the program also get a healthy dose of job search assistance as they learn how to build a strong resume and prepare for professional interviews. Janet Farley is a noted career transition expert and the author of several guidebooks including her newest titled Military Life 101: Basic Training for New Military Families (Rowman and Littlefield, July 2016).

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Sep/Oct 2016

Franchise Facts: Q & A by Military Transition News Staff Brian Crawford is Director of Franchising and Real Estate for Kilwins Chocolates and Ice Cream. He has more than 20 years of experience as a franchise executive and has held executive Brian level positions with franchisors Crawford Homes & Land and Milliken & Company. Brian and his wife have been franchisees in the SportClips Haircuts system for six years and counting. Below, he answers questions from Military Transition News: Q: What makes a good franchise? A: A number of elements must be present for a good franchise: • Experienced executives and team members with a history of in franchising • A proven system; the franchise has a history of success or a clear path to success • Market demand for the product or service; anything trendy or something that could be a fad should be avoided • Financially stable • Growing same store sales year over year • Growing the number of franchisees into the system Also, the franchisee’s profile is obviously very important. They should be someone who can believe in and execute the operating system provided by the franchisor. Passion in the brand and themselves goes a long way

toward success. They shouldn’t join a system and try to change it to fit their specifications. If you don’t believe in the brand or the people, stay away. Q: What are some red flags? A: Some questions for a franchisee to ask that might reveal red flags include: • Do franchisees stay in the brand a long time or do they sell or exit quickly? If they are leaving there is a reason; find out why. • Do franchisees give a positive endorsement of the franchisor? If not, stay away. • How many lawsuits does the franchisor have against them? The Franchise Disclosure Document (FDD) should reveal a synopsis of issues on this front. If you can talk to the franchisees involved, do so. However, also understand that not all lawsuits are credible. • Does the franchisor interview you, ask difficult questions and almost try to talk you out of the business? If they are not vetting you, be wary. You do not want to be associated with a franchisor that lets anyone and everyone into their system. You want to be associated with high quality business partners. • Does the franchisor oversell the franchise model? This should be in a discovery and exploration of the business and how you fit into the system. You are not buying a car or a piece of furniture but making a major

life change. Take your time! If you feel like you are being pressured, back away. Find the good, the bad and the ugly in each business. No business is perfect and never will be. Just find the one that is perfect for you. Conversely, red flags for a franchisor when they are evaluating a potential franchisee include: • Candidates who try to change or improve the franchisor’s system, services or product mix before ever becoming a franchisee. Franchisors are looking for people to follow the system, not invent or modify it. If a candidate gives the impression they know better than the franchisor what the market needs, they will likely be removed from consideration. Franchisors spend an enormous amount of time, energy and money in continuing to build and perfect their model. Someone giving business advice before even being part of the franchise is a turnoff to the franchisor. • Candidates who deflect financial questions. The franchisor needs to know if you can afford the business. They do not want to waste your time or theirs. Good franchisors want to ensure you are set for success and not underfunded. Q: Why do veterans make such good franchisees? A: They understand the need for executing a plan to perfection and will follow a system to success. If you have a solid business model,

location and franchisee, success should come. Q: What should a franchisee expect in the first year of business? A: Sleepless nights and lots of second guessing their decision; excitement and enthusiasm interrupted by moments of fear and panic. It can be a roller coaster ride of emotions early on. Stay the course and believe in the system you invested in. Follow direction and trust the folks who have done it before. You will work harder and longer than you ever anticipated but will love doing it! Q: What is the success rate? Is it based on a certain demographic/region/person? A: You must have a need in the market for the product and service, and obviously there has to be a population base to support the model. Demographics and location are critical. Don’t settle on these criteria. Q: What advice would you give to veterans transitioning into the civilian workforce in terms of job opportunities both for ownership and as an employee of a franchisor? A: Do your research and take your time. Don’t rush it. Take the time to make business plans and financial models and talk to current and past franchisees. Learn what works and what mistakes they made. Can you see yourself doing this for the next ten to twenty years? Try to take the emotion out of the decision and base it on sound business logic.

Sep/Oct 2016

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Sep/Oct 2016

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What It Takes to Be Your Own Boss

by Ashley Feinstein Gerstley Contributing Writer

etting to call the shots, making your own schedule and having unlimited financial upside are just some of the things that attract people to starting a business or purchasing a franchise. It sounds flexible, powerful and extremely exciting, but what does it really take to start your own business? Are you cut out for it? What makes a small business or franchise successful? I had the opportunity to interview successful business owners on what it took to be their own boss, how they struggled and what they wish they knew before they started. What inspired you to start your own business? Business ideas can manifest in a variety of ways. You often hear of an “aha” moment that kicks off an entrepreneurial journey. This was the case for Shannon Battle. She was a guidance counselor helping soldiers transition to civilian life while her husband was on active duty. She wanted to make her husband’s financial responsibility lighter and was inspired by the impact that his side business, ICAN Clothes Company (http:// icanclothes.com/), had on those around them. She began exploring opportunities to help children, had a “divine encounter,” and Family Services of America (http://www. familiesofusa.com/) was born. Family Services of America provides a structured living environment and community-based programs for individuals with developmental disabilities, mental illness, social/behavioral dysfunction or substance abuse disorders. Other businesses start with a personal need for a product or service. As a mother of two, this is how Grainne Kelly came up with the BubbleBum (http://www. bubblebum.co/) inflatable car booster seat. “My primary goal was to offer travelers a safe way to transport their kids,” she says. “I was frequently traveling between my native Ireland and England to visit a sick relative, and I always had to transport cumbersome fixed booster seats back and forth on the plane due to the lack of car booster seats available from car rental desks. I came up with the simple idea for an inflatable car booster seat and invented BubbleBum as an affordable, lightweight car booster seat that could travel easier than a child does. It weighs less than one pound and can deflate in minutes, making it easy to throw in a backpack when not in use.”

What do you wish you knew then that you know now? Often, entrepreneurs wish they knew the things that would have prevented or lessened their biggest challenges. Battle would have liked to have been more prepared for the financial management side of her business. “I wished we knew more about financial management and how to use the company earnings to our advantage,” she says. “I also wish we knew how to estimate our risks and not make foolish business decisions based on pride and emotions.” Kelly learned one of her most valuable business lessons from her father. “My father said, ‘It’s all up to you; don’t blame anyone else for you not making it.’ From a family of seven kids, we needed to be dying to have a day off from school and we were not allowed to get out of bed or do fun things if we were sick.” This taught her to work hard and be resilient. He would encourage her to figure things out rather than answering her questions directly. This made her resourceful and she started thinking for herself. What advice would you give someone about franchising or owning their own business? When it comes to starting a business, we don’t have to reinvent the wheel. Those who have been there before are full of wonderful advice and guidance, and it’s important to build a team of mentors and advisors that

it takes for as long as it takes. 3. Don’t let “no” or an obstacle stop you. Adversity cultivates inner strength, so don’t throw a pity party when life gets tough. Instead, look for the inner lessons to be learned and apply them to your life. Character isn’t born from an easy life - it’s forged through pushing through trials and being persistent. If you are starting out on the road to become your own boss, understand that it will come with challenges and adversity but that it’s also an extremely meaningful and exciting journey. Don’t be afraid to learn from other entrepreneurs. And like those who have mentored and advised you, pass down your wisdom and experience to those following in your footsteps.

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What were the biggest challenges? It takes a lot to go from an idea to a successful business. Small business and franchise owners experience significant challenges and setbacks along the way. For Battle, the toughest aspect was financial. “The biggest challenges were wondering where the money would come from,” she says. “My husband partnered with me in my business and we used the resources around us. We didn’t have good credit and couldn’t qualify for loans. We never missed a meal thanks to my grandma. We worked during the week, and I hired someone to work the 12-8 shift and payed them from my work check. This lasted about three months.” Kelly’s biggest challenge was around trust, intellectual property and expectations. “The biggest mistake I ever made was expecting that others would have the same degree of integrity as I do,” she says. “I visited a Chinese factory with my original design and did not ask them to sign the confidentiality agreement before sharing my design. While I was sitting in their office, the manager drove to Shanghai, three hours away, and applied for a utility patent. Now, I don’t talk to anyone about anything without first signing a confidentiality agreement. It has cost us tens of thousands of dollars, but I have learned so much about intellectual property along the way.” She advises, “Don’t expect anything from anyone and you won’t be disappointed.”

we can turn to for help along the way. “Get a team that will help you be accountable to your business,” Battle advises. “Get involved in your business and learn every position so you can eventually pull back to be the visionary to grow it. Never take on more you can handle because your reputation is valuable.” Kelly shares the following three pieces of advice: 1. Maintain a positive attitude, because that is essential for success. Energy is the fuel that feeds our attitude and it needs to be replenished on a daily basis. Having a positive attitude is a conscious choice, so when negative thoughts creep in, stop them in their tracks and replace them with positive self-talk. Repeat words or phrases that focus on affirming truths about you. Surround yourself with like-minded people who are an inspiration and who will provide encouragement. Positivity allows you to see the potential that lies within you and gives you the faith to step outside of the box to achieve your dreams. 2. Have a motto that you believe in and live by, as it will motivate you when the work gets difficult. The one question I always ask myself is: What is the worst that can happen? Every day, I also always tell myself: If you do things for the right reasons, only the right thing can happen. Do whatever

Ashley Feinstein Gerstley is a money coach demystifying the world of money and personal finance. Get her exclusive how-to guide “30 Days to Financial Bliss” (http://unbouncepages. com/30-days-to-financial-bliss-militarytransition/), free for Military Transition News readers.

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Veterans Like Franchise Ownership Because It Lets Them Lead and Follow

Joel Vance, Liberty Tax franchisee Provided by our sponsor

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hat’s Next?” It’s a question Andrea Burns pondered as she entered her last year of active duty as a Marine. The options were many because, as a Lieutenant Colonel, Burns had Andrea Burns much-desired leadership and management experience. Burns knew she wanted to own a business, and she knew she wanted flexibility. She researched franchise opportunities because she thought the franchise model would provide the training and guidance she needed as a new business owner. Burns was introduced to Liberty Tax Service by a family friend. His success and her conversations with other franchisees helped her make her decision. There was one other thing, too.

“I liked the fact that you work really hard for 3½ months,” Burns said. “Then you get a break. That drew me in.” Liberty Tax Service has more than 2,000 franchisees like Burns who enjoy the seasonal nature of the tax preparation business. They put in long hours during the early part of the year, but find the remaining months flexible and much less stressful. For Burns, the flexibility allows her to spend more time with her three children. She can attend school functions and do things a regular 9-to-5 job would not allow. A Smooth Transition Ownership has worked so well for Burns that she now has four Liberty Tax locations in California and is planning to expand in the next tax season. She said the switch from being a full-time Marine to a full-time business owner was smooth, especially because there are similarities between the two. “In the Marine Corps, everything has a procedure that you follow,” she said. “With Liberty, you buy into a system, and if you follow it you will have success.” One part of that system is the Tax Course (https://www.libertytax.com/taxeducation/). Burns and other Liberty franchisees offer the course in the fall to help Americans learn how to do their taxes. The

course is typically offered over a 10-week period. The course is free, but in some states students pay a small fee for books. Students can attend classes in the daytime or evenings. While in class, they learn about all kinds of tax rules. Refundable tax credits, student loan deductions, military service and filing status are just a sample of the curriculum. Some of the best students in the course are former military, said Joel Vance, a Liberty Tax franchisee in Tennessee. Many are offered positions as tax preparers after they complete the class. They make great tax preparers, Vance said, because you can count on them. “They’re disciplined and reliable,” he continued. “If they say they’re going to be there at 5, they’ll be there.” Many who take jobs as tax preparers come back year after year to earn extra income. Several move from tax preparer to owner. Buying a Franchise That move to owner is easier with Liberty because a Liberty Tax franchise is affordable. Start-up costs begin at about $59,000. Ownership is also appealing because those in the industry know how reliable taxes can be. Each year millions of individuals file taxes, and each year more than half of them use a paid, professional,

like those at more than 4,400 Liberty Tax locations across the United States and Canada. Franchisees like the training that goes along with ownership. They don’t have to have tax experience. Liberty teaches franchisees all they need to know. And, leadership is responsive. CEO John Hewitt hosts conference calls just about every other day during tax season to help and encourage franchisees. “Liberty is by far the best,” said Vance. “They are here for you. Help is just a phone call away.” Vance was an enlisted Marine and Naval Officer before trying his hand at business ownership. He opened a mail company first, then a moving company. Vance found Liberty while he was an adjunct professor at a college in Tennessee. One of his students was a Liberty Tax owner. “She told me some of her numbers, and I said, ‘Really?’“ Vance recalled. “She brought her books and showed me. Next thing I know I was at the meet and greet, then EOT (Effective Operations Training).” Vance now owns three Liberty Tax locations. He is pleased with his Liberty Tax business, but he said he does have one regret. “I wish I took the plunge with Liberty way before I did.”

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• Startup costs begin at $59,000 • Tax experience is a plus, but not needed • IRS projects yearly increase in taxpayers • Special incentives for veterans For more information call: 866-324-9208 or visit: libertytaxfranchise.com Minnesota state franchise registration number F-4418 and F-3918.

“Follow the Liberty system and you should be successful” Joel Vance, Liberty Tax franchisee USMC / Navy Veteran

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Sep/Oct 2016

Fitness: A Combo of Health and Heart by Heidi Lynn Russell Contributing Editor

idowed after her husband’s servicerelated death in Alaska and facing life ahead with two young sons, Rachael Hill found solace in physical fitness classes. Working through her grief as a fitness instructor helped her to see that she wanted Rachael Hill that for other people, too. “Teaching those classes in a lot of ways saved me after my husband’s death. It was that one hour where I could focus on class, surrounded by people. You release endorphins and you feel better,” says Hill, a former Air Force SSgt. Today, Hill is working as a group fitness instructor at the Twin Cities YMCA in Minnesota while going back to school at Marian University for a Master’s in Thanatology, which is the study of death, dying and bereavement. Her sons are now ages 9 and 11. Hill’s goal: To create a fitness business model for the bereaved. “I want to combine those two things, to use fitness as a way to help people who are grieving and going through difficult experiences,” she says. She has hit on a fundamental reason that a lot of people go into the fitness industry: compassion for others. While many people assume that fitness is all about achieving a master physique, Hill and others say it’s so much more than that – giving people the tools to have healthy lifestyles and cope with their life circumstances. Sean Kershaw, a former Marine Cpl, today is the Compliance Officer for Fit Body Boot Camp and also is a fitness trainer on the side. Although his main job involves handling legal matters for the Sean Kershaw company, he, too, got into fitness for similar reasons as Hill. “Compassion is more important than physical results,” he says. “A lot of people take exercise as more than getting in shape. This can be their outlet. They may have problems at home. This is their only getaway. When they come in, the trainer has to be somebody they can confide in, be a friend to. This place has nothing to do with their situation that they’re escaping for an hour. It matters more than the results. The results will come, because a good trainer will know how to get them. But the personal touch weighs more.” If this sounds like a field for you, read on about how to discover the best employer who fits your personal fitness philosophy and how to best break in.

Fitness Industry Current Trends “Niche” is the key word when thinking of future career trends in the fitness industry, says Bedros Keuilian, founder and CEO of the world’s fastest growing indoor fitness boot camp franchise, Fit Body Boot Camp. “Everything in the fitness industry is moving towards more and more specific niches. Big box gyms aren’t going to suddenly disappear, but they aren’t exactly thriving, and the turbulence they’re going through tends to roll downhill onto their employees,” he says. “If you’re looking for stability, I recommend finding a company that has clearly identified and mastered their niche and joining up with them. Sure, there are plenty of niches left to be discovered, but the life of an entrepreneur is difficult and chaotic.” Those who want to become full-time trainers should also know that an ever-growing trend is group training, not one-on-one training, says Mike Urti Mike Urti, VP of Personal Training Operations for Retro Fitness. “This means training with four to 10 people and guiding them through a workout, like a coach leading a practice,” he says. “There are different fitness goals in the class and tweaking for each person. For veterans who have been through boot camp, this is a nice niche.” Finding Your Calling To find your niche within the industry, think about which community you personally want to serve through fitness, and then find the company serving them, Keuilian says. “It’s important to keep in mind that every fitness company has a different approach to fitness, because they are each working to serve a different community. In some ways, it’s really the audience that decides each business’s approach, because the audience has specific needs they need met,” he says. For example, at Fit Body Boot Camp, the entire program is designed around fat loss, because the audience is women between the ages of 30 and 50 who want to boost their confidence, fit in their old clothes, and in many cases get back to their pre-pregnancy body. “We’ll tell our prospective clients honestly that if they’re looking for performance training, they should go to CrossFit, which is designed for that,” Keuilian says. Also decide how much of a value you place on individual training style versus a company’s standard regimen, Kershaw says. “When you have a boxed gym like LA Fitness, they have a protocol, and you’re not utilizing individualism. You’re doing the

exercises they want you do. With a smaller facility, you can be more creative and exhibit that with your training regimens. And with a boot camp, we have set workouts, but you can be creative in how you run the program. So do research to see how you like to train. When you interview for a job, you’re interviewing the company as well,” Kershaw says. The client experience is unique at Savage Race, where people sign up to run in events on the company’s website. They train independently, and show up on race day ready to dominate 25 obstacles and up to seven miles of rugged terrain. Savage Race hires skilled carpenters and event set-up crew personnel, as well as project managers, digital advertising specialists and business management personnel. Depending on background and experience, a veteran could qualify for any of these positions, says Sam Abbitt, CEO and cofounder. Certifications to Train Civilians Yes, you may have been through the most rigorous military boot camp experiences and military training schools, but the civilian world still expects you to be certified with a nationally recognized fitness authority. The National Authority of Sports Medicine (NASM) and the American Council on Exercise (ACE) are good places to start, say Keuilian and Urti. Urti also recommends certifications from the National Strength and Conditioning Association and the American College of Sports Medicine. The knowledge required to obtain certification means that you understand not only the science of the physical body, but also the emotional needs of your future clients, Urti says. As a trainer, you will be interacting with people who have never seen the inside of a military installation, much less a boot camp in real time. “To us, certification means we’re getting a much more qualified trainer,” Urti says. “We have a percentage of conditioned athletes, but for most part, you’ll be seeing Mrs. Jones with a knee replacement, Mr. Smith with high blood pressure and who is a diabetic. These are conditions that don’t always translate into training.”

Many clients come into a facility with apprehension, lacking self-confidence. These clients will be looking to you not only to help them get back into shape but also to provide emotional support, he says. “We joke internally that training is really coaching. It’s a big element of what we do, to coach them into a healthier lifestyle. You have to see the world through their eyes to get through to them. The best trainers are the best people persons, and you have to communicate on a different level. What is getting Mrs. Jones down today? She’s not her usual spunky self. You have to see more in clients than they see in themselves. This is a job to change people’s lives,” Urti says. Resume and Interviewing Tips Identify in your resume that you’re a veteran, Abbitt says. It helps you stand apart from the crowd. Approximately 10 percent of the workforce at Savage Race is former military. “Don’t just submit a resume and pray like everyone else does. Be unique and be persistent!” he says. Keuilian notes that when you’re called in for an interview, just do what you do best. “For you veterans, I say show up on time, dress well, smile, and remember that you possess a skill set and level of physical prowess that 90 percent of the population doesn’t have. You have every right to walk in with an elite mindset and get the job you want,” he says. For her part, Hill says she had to learn to be patient while searching for her ideal, and while she is a fitness instructor at the YMCA, she is still working towards her goal. She hopes other veterans will remember the civilian world is different. It may take a while before you’re comfortable and at ease outside your military comfort zone. “One of the biggest things for me is that it’s scary interviewing and finding a job and worrying if your skill set fits. My biggest piece of advice is to try it and give it a little bit of time. The civilian world is different, the way they operate and communicate. Give it time. It took me a long time before I felt comfortable and that this was my place and what I wanted to do,” she says. Heidi Lynn Russell writes about employment and business issues.

Sep/Oct 2016

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Anytime Fitness: A Healthy Fit for Entrepreneurial Vets by Sarah Whitman Contributing Writer

nytime Fitness has a simple mission: “To help entrepreneurs realize their dreams of owning their own businesses, while contributing positively to their communities, and to help our gym members get to a healthier place.” Founded in 2002, Anytime Fitness now has more than 3,000 gyms operating in all 50 U.S. states and 30 countries. And it’s added an average of 300 gyms a year each year for the past eight years. Furthermore, approximately 10 percent of the Anytime Fitness gyms in the United States are owned by military veterans - and the company would like to see that percentage rise. That’s great news for health-minded veterans who are hoping to transition into a fitness-related career or aspire to own a franchise. At Anytime, veterans hold positions as franchisees, managers and personal trainers. The company also participates in VetFran (http://www.vetfran. com/, offering veterans a 20 percent discount on its franchise fee) and has partnered with Tee It Up for the Troops on “Operation HeartFirst” (http://www.teeitupforthetroops. org/blog/tag/operation-heartfirst/), a grant designed to help military veterans open their own gyms and provide additional employment opportunities for fellow veterans. Mark Daly, National Media Director of Anytime Fitness, says veterans’ military skill sets serve them well in fitness-related positions. “They typically are uniquely qualified to simultaneously lead, follow directions and work well as part of a team,” he says. “They also work well under pressure and demonstrate resourcefulness in rapidly evolving situations.” Today’s fitness consumers are demanding

more than simply “a space to exercise” these days, Daly adds. “Among other things, consumers want tracking devices and measurement tools, quantifiable results; virtual coaching, support and information from trainers; nutritional guidance and personalized ‘get started’ plans.” Sgt Aaron Spears is the owner of an Anytime Fitness franchise in Webster Groves, MO. He served as a Scout Sniper in the United States Marine Corps Reserves from 2003-2009. “My wife and I became interested in buying a franchise in 2012 after talking to a colleague who owned an Anytime Fitness in San Antonio, TX. Our friend spoke so highly about the company and gave us an insight to how we would run our future gym. The military discount and low monthly franchise fee is one of the main things that appealed to us at first, along with the flexibility of owning and operating a franchise that has a proven success record with limited staff.” If you are interested in a fitness-related career, many of Anytime’s 2,200 U.S. locations are currently hiring managers and personal trainers. To find contact information for the nearest gym, visit www.anytimefitness.com. Sarah Whitman is a freelance writer and editor specializing in design, creativity and career advice. You can find her portfolio online and connect with her via LinkedIn and on Twitter @SarahMWhitman.

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Sep/Oct 2016

career coach’s corner by Tom Wolfe Career Coach and Contributing Editor

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uring my 30-year career assisting military service members in career transition, I developed a wealth of knowledge and experienced many surprises. Perhaps the biggest surprise of all was discovering that many of those people end up working for companies about which they had no knowledge and/or in positions with which they were unfamiliar at the start of the transition process. Does that surprise you too? When civilians change jobs, they already have a manual, a road map and the standard operating procedures. They know the terminology, the titles, the language, the rules of the road and the appropriate game plan to get to the desired result. Military personnel, on the other hand, are at a disadvantage. They have to become familiar with those best practices and rules of engagement before they can even launch the primary mission - finding the right job, the first time. How are you supposed to do that when you may not even be aware of your options? And even if you are aware of some of those options, what about those that are available to you that fall into that unknown category? Throughout my career, my advice to my candidates and my advice to you now, is to treat your career transition - at least at the initial stage - as more of an informationgathering process and less of a job search. Interview for everything for which you are qualified or trainable, regardless of your initial level of interest, knowledge or awareness. This approach allows you to discover new options, comparison shop, narrow down the field and eventually prioritize positions for which you are not only qualified, but in which you also have a high degree of interest. You just might find yourself focusing on one of those surprise opportunities I mentioned in the first paragraph. This edition of Military Transition News focuses on an option frequently overlooked by separating military personnel: ownership. Most of you are pre-disposed to going to work for an organization as an employee. That’s what you’re used to doing, and it pretty much sums up your military experience and

Celebrate Your Career Transition - BYOB? career. Maybe it’s time for a change. Instead of being the employee, could you be the employer? Small-business owner? Franchisee? Are you cut out to BYOB - Be Your Own Boss? Consider the following. Have any of these thoughts ever crossed your mind? When I leave the military and start my civilian career, I would like to: • • • • • • • • • • • • •

Control my own destiny Sink or swim based on my own merits Call my own shots Get my hands dirty Work hard and get paid for it Not have to relocate Be home most nights for dinner Pick where I want to live Wear what I want to work Associate with people of my choosing Determine my own working hours Hire and fire according to my standards Reap the rewards of my success

If many or all of those bullets apply to you, then ask yourself how many of the following traits and attributes apply to you. • • • • • • • • • •

Risk-tolerant Self-motivated Customer-focused Strong work ethic Financial savvy Highly organized Resilient Independent Competitive Can-do attitude

If you’re still with me, the BYOB option might just be for you. However, before you get too excited about going down that path, there is more to consider. In my book Out of Uniform: Your Guide to a Successful Military-to-Civilian Career Transition, I dedicate an entire chapter to the BYOB option. The following includes excerpts from that chapter. Before considering self-employment, whether as a small business owner or as a franchisee, you must first take an honest look in the mirror and have the selfawareness to know how you measure up against the following factors: Expertise: What do you bring to the table? Will you be able to produce a product or

provide a service for a price that the customer is willing to pay, while also maintaining quality, reliability and service? Are you already the subject-matter expert or is training necessary? How steep is the learning curve? Where does that training come from? Risk: The Small Business Administration reports that 70 percent of self-employment business ventures fail in the first two years. Can you afford the risk? Accountability: There is a scoreboard up there with only one name on it - yours. The numbers next to your name are your numbers. Yes, nobody can take credit for your success, but nobody will cover up your failures, either. Investment/financing/credit/cash flow: Starting your own business requires seed money. Do you have it? If you have to borrow it, how is your credit rating? Some franchising opportunities require an up-front investment of $5000 to $100,000. Many business failures can be attributed to running out of cash in the first year. Time off: How important is it to you? Have you been using those 30 days of annual leave? Being off work on those federal holidays is nice. Guess what? Self-employment often means no vacation, no holidays and no weekends. This can be true until your business is well-established and you can hand the keys to trusted employees when you’re out of town. Working hours: Your military experience has you very familiar with 12 to 14 hour days. Were you thinking about cutting back a little? Forget it. BYOB is 24/7/365. Employees: As much as you relish the thought of not having a boss, do you really want to be one? If so, how many employees and what kind of talent will you need? Will you be able to find them? Most business owners will tell you that their number one problem is finding and retaining good employees. Preparation: Although your management expertise may be impressive in the areas of personnel, administration and materiel resources, you likely have little or no direct business management experience. You are used to the bottom line called readiness or war fighting, but you will succeed or fail in business based on one called profit? Do you know how to write a business plan, specifically one that will pass muster with

a lending officer or a franchisor? Have you taken an accounting course? You may need professional guidance from accountants and lawyers. Are those fees in your budget? Your paycheck: How much will you make? When you work for yourself, you pay yourself last. Pay your overhead, service your debt, pay your employees, and give the federal, state and local government their shares, and you get anything that remains. Considering all of the above, why do people choose self-employment? Independence, self-determination, the lifestyle associated with picking where you want to live or working out of your home, the possibility of earning a living by doing something about which you are passionate - these are just a few of the reasons. I recommend you gather additional information and seek guidance on this subject. In addition to the resources I have listed below, get out in the field and talk to franchise operators, especially those who also happen to be veterans. Focus on military-friendly franchisors. Where to start? That’s easy. Just take a look at the ones who are featured and/or advertise in this issue of MTN. They understand the value of a veteran as a potential franchisee, and their programs are designed to help mitigate many of the potential pitfalls listed above. Additional Resources: • www.entrepreneur.com/franchise500 • www.sba.gov/starting-business • www.franchise.org • www.usahomebusiness.com • Small Time Operator: How to Start Your Own Business, Keep Your Books, Pay Your Taxes and Stay Out of Trouble (paperback, 13th edition), by Bernard B. Kamoroff • The Prior-Service Entrepreneur: The Fundamentals of Veteran Entrepreneurship, by Michael I. Kaplan Tom Wolfe is a career coach, columnist, author and veteran, and can be found at www.out-of-uniform.com.

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Sep/Oct 2016

Job Fair Calendar Date: Location: Sponsor:

September 14, 2016 Huntsville, AL - 10 a.m. - 2 p.m. Holiday Inn Research Park, 5903 University Dr. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

September 21, 2016 Ft. Bliss - 10 a.m. - 2 p.m. The Centennial Conference Center, 11199 Sergeant E. Churchill St. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

September 22, 2016 Dahlgren, VA - 3 p.m. - 7 p.m. Univ. of Mary Washington Dahlgren Campus, 4224 University Dr., University Hall/Room 110 POC: Janet Giles, www.JobZoneOnline.com Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473

Date: Location: Sponsor:

September 27, 2016 Reston, VA - 3 p.m. - 7 p.m. Bechtel Conference Center, 1801 Alexander Bell Dr. POC: Janet Giles, www.JobZoneOnline.com Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473

Date: Location: Sponsor:

September 27, 2016 Camp Pendleton 10 a.m. - 2 p.m./ Pacific Views, San Jacinto Rd., Bldg. 202850 POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

November 2, 2016 Colorado Springs, CO 10 a.m. - 2 p.m. DoubleTree by Hilton, 1775 East Cheyenne Mountain Blvd. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

November 8, 2016 Ft. Bragg, NC - 10 a.m. - 2 p.m. Ft. Bragg Conference & Catering Center, Building 5-5348, 2658 Reilly Rd. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

November 9, 2016 Ft. Bragg, NC - 10 a.m. - 2 p.m. Ft. Bragg Conference & Catering Center, Building 5-5348, 2658 Reilly Rd. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

November 15, 2016 Patuxent River NAS, MD 3 p.m. - 7 p.m./ Bay District Vol Fire Dept. Social Hall, 46900 S. Shangri-La Dr., Lexington Park, MD POC: Janet Giles, www.JobZoneOnline.com Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473

September 29, 2016 North Las Vegas, NV 10 a.m. - 2 p.m. Cannery Hotel & Casino, 2121 East Craig Rd. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

December 1, 2016 Fredericksburg, VA 3 p.m. - 7 p.m. Fredericksburg Expo Center and Conference Center, 2371 Carl D. Silver Pkwy. POC: Janet Giles, www.JobZoneOnline.com Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473

Date: Location: Sponsor:

October 5, 2016 San Antonio, TX - 10 a.m. - 2 p.m. Norris Conference Center, 618 NW Loop 410, Suite 207 POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

December 6, 2016 Lawton, OK - 10 a.m. - 2 p.m. Hilton Garden Inn, 135 Northwest 2nd St. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

October 13, 2016 Columbus, GA - 10 a.m. - 2 p.m. Columbus Convention & Trade Center, 801 Front Ave. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

December 7, 2016 Ft. Hood, TX - 10 a.m. - 2 p.m. Phantom Warrior Center, 37th St., Building 194 POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

October 19, 2016 Ft. Lee, VA - 10 a.m. - 2 p.m. Regimental Club and HideAway, 2609 C Ave. POC: Janet Giles, www.JobZoneOnline.com Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473

Date: Location: Sponsor:

December 7, 2016 Ft. Campbell, KY - 9 a.m. - 3 p.m. Cole Park Commons, 101st Airborne Division Rd. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

October 20, 2016 Joint Base Lewis-McChord, WA - 10 a.m. - 2 p.m. American Lake Club, 8085 NCO Beach Rd. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

December 8, 2016 Ft. Hood, TX - 10 a.m. - 2 p.m. Club Hood, Bldg. 5764, 24th St. POC: CivilianJobs.com (866) 801-4418

Date: Location: Sponsor:

October 27, 2016 Joint Base Andrews AFB, MD - 10 a.m. - 2 p.m. 1889 Arnold Ave. POC: Janet Giles, www.JobZoneOnline.com Janet.Giles@JobZoneOnline.com (434) 263-5102 or (540) 226-1473

Date: Location: Sponsor:

December 14, 2016 Ft. Knox, KY - 10 a.m. - 2 p.m. Saber & Quill, 1118 Chaffee Ave. POC: CivilianJobs.com (866) 801-4418

For more job fair dates and locations, go to CivilianJobs.com

Join CivilianJobs.com on...

Bradley-Morris, Inc. (BMI) is the largest military-focused recruiting firm in the U.S. that for over 25 years has specialized in placing prior military job seekers with Fortune 1000 companies.

CivilianJobs.com helps military-friendly companies who actively recruit candidates from the military by offering cost-effective and customized solutions to meet their hiring needs.

NEWS Military Transition News is a bi-monthly publication providing military job seekers with relevant career and transition advice. It is distributed in print and online to over 500 military bases.

MilitaryResumes.com provides professional resume writing and consulting services for transitioning military, veterans, and their spouses seeking a civilian or federal career.

Essential Events and Travel, Inc. provides expert event planning services for corporate events and meetings. We excel in managing specialized events.

HireMilitaryBlog.com is a blog dedicated to educating and assisting employers (HR Recruiters) with sourcing and hiring candidates with prior-military experience.

MilitaryTransition.com is a blog devoted to providing transition assistance information and tools to service members transitioning from the military to a civilian career.

LARGEST MILITARY FOOTPRINT

Sep/Oct 2016

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Military Couple Share Insights into Franchising Provided by our sponsor

ranchising is a popular career opportunity for military veterans. In fact, one in seven franchises are owned and operated by military veterans, according to a recent study conducted for the International Franchise Association Educational Foundation based on U.S. Census data. Military veterans often become successful franchise owners because of the similarities between franchising and the military. In addition to the strong support system and working toward a common goal, in both they make tough decisions in difficult situations, follow set procedures and complete continuous training. Here is a Q&A with Dream Vacations’ military franchise owners - married couple Cory Shackelton and Shellee Morris: Names and Ranks: Cory Shackelton, Marine Corps Veteran and Shellee Morris, Active Duty Navy Cory Shackelton & Location: Shellee Morris Virginia Beach, Va. How long have you been a franchise owner? “We bought a CruiseOne franchise

2 ½ years ago. In April 2016 we rebranded our business as Dream Vacations.” Where did you hear about Dream Vacations? “I (Cory) booked a cruise on the Norwegian Epic. In the process of researching vacation details including ports and excursions, I stumbled upon this travel franchise opportunity. Next thing I knew, I was attending a webinar and applying to win a free franchise through the company’s annual Operation Vetrepreneur contest for military veterans. I was named a finalist and decided to purchase a franchise. My wife Shellee joined a year later.” How would you describe your job? “We help our clients find vacations that meet their needs, desires, interests, schedules and budgets. We remove the stress of trying to research and plan a vacation.” What is your advice for those in the military who are transitioning into the civilian workforce? “Be patient. Civilians think differently than we do, regardless if you spent four years or 30 years in the military. As an example, the civilian workplace isn’t as concerned about being on time (if you’re on time, you’re late) in the military. We often arrive 10-15 minutes early and are always among the first to arrive.

Time is more “fluid” on the civilian side. That was the biggest adjustment for us. Also, be patient when discussing your military experience. Civilians have no idea what MRE, TBS, MIDRATS, HESCO, Phrog, GQ, or any of the countless terms or acronyms mean.” How did your military training and experience prepare you for your civilian job? “The single most important thing learned was time management. Both in the military and in franchising, it’s not uncommon to be given a task when you least expect it, and at the worst possible time, and have to accomplish it. You must have the ability to switch gears, which those of us in the military are very accustomed to. One minute, I’m getting ready to go to bed and the next minute a client who I previously quoted a cruise is ready to book - and he’s working the swing shift at a hospital and the website is going through upgrades. What do you do? Get out of bed, answer his call, and make sure you keep him a client for the long haul.” Would you recommend owning travel franchise to other veterans? “Absolutely! You don’t realize where you’ve been and what you’ve seen until you get out. This is

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FRANCHISE Gain the tactical advantage as you conquer a home-based travel business • Discounts for U.S. military veterans & spouses • Access to special room blocks, rates and packages • Comprehensive marketing program, websites and national branding • Affiliation with one of the largest and most respected brands in travel • World-class training & on-going support

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immensely helpful when recommending vacations to your clients – you may have actually been where they want to go!” What is on your bucket list? “Our bucket list is huge. Fiji/Tahiti, the Great Wall, Vietnam, a River Cruise, Italy, Cuba … the list is never ending, especially since we constantly add to it based on the dream vacations we book.” There are many resources available for military veterans transitioning back to civilian life. Veterans with an entrepreneurial spirit who want to be in business for themselves but not by themselves should consult with the International Franchise Association’s VetFran initiative, consisting of companies offering financial incentives, training and mentoring to veterans interested in small business ownership and/ or franchising. When researching for homebased franchise opportunities, ask the franchise development team about their veteran incentives, programs and support systems. For more information on owning a CruiseOne/Dream Vacations travel franchise, please visit www.DreamVacationsFranchise. com or call 888-249-8235.

Sep/Oct 2016

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