Nick Sheehan, Rob Cambruzzi and Jason Ryan Share their Vision for Sustainable Growth, Integrity and Success in Franchising
Responsible franchising may be a fun buzzword to some people, but it’s everything to the team at the REP’M Group. “Franchising is not just about selling a dream,” says REP’M CEO and founder Rob Cambruzzi. “It’s about backing it up.”
Since Cambruzzi founded REP’M Group in 2017, he has been laser-focused on doing the right thing for both franchisors and franchisees. In fact, he first founded the company to solve an issue plaguing some retail franchise brands: SNO, an acronym for “sold, not open.”
SNO refers to a situation when retail franchises sell too quickly but don’t have the bandwidth to open locations on time. REP’M was created to offer a solution. Its BUILD’M division specializes in real estate and construction project management. BUILD’M’s experts guide franchisees through every step of the construction process, steering them clear of common obstacles that slow the process. “Our primary objective has been and continues to be getting franchise locations open on time and on budget for the mutual benefit of the franchisee and the franchisor. This is quite different than other groups who are good at selling licenses but aren’t involved in the opening process,” says Cambruzzi.
For us, everything comes down to making the franchisee successful.
Franchise Sales and Development
After identifying flaws in franchise sales and development processes during his early involvement in construction management, Cambruzzi expanded his approach. In 2019, he partnered with franchise pros Jason Ryan and Nick Sheehan and developed four business pillars that provide a comprehensive process. These include marketing (BRAND’M); franchise development (GROW’M); real estate and construction project management (BUILD’M); and operations (SCALE’M). These four pillars are the foundation of the REP’M Group. “New franchisors are smart at their businesses but don’t know franchising. We developed these four pillars to help guide them through every step of the process. We enable them to be good franchisors and put franchisees first. For us, everything comes down to making the franchisee successful,” says Sheehan.
Sheehan describes responsible franchising as a lead-by-example scenario where the goal is sustainable growth. “We are good stewards of what we stand for. We treat our employees well. We sacrifice some of what we can gain by making it better for brands and franchising as a whole. We put franchising first. We don’t make selfishly motivated decisions for short-term goals. If you look at the finance world, you can see that Berkshire Hathaway and Warren Buffet shine in a business climate that is plagued with unscrupulous behavior. Why? Because they always do the right thing. That has always been the example I follow,” Sheehan says. “That’s the kind of business we strive to be. We are in this for the long haul.”
From the minute a brand signs on with us, we teach them to do franchising the right way — with integrity.
The Evolution of REP’M Group
REP’M has grown into a sophisticated operation with more than 60 employees, gaining a stellar reputation in franchising. The partners attribute their success to many factors, including an amazing leadership team with tremendous operational, marketing and sales experience. They have specialized in working with brands that have industry-leading ideas. Ellie Mental Health may be the most prominent example. With a goal to destigmatize mental health services and make them more accessible, the emerging mental health concept was the first of its kind in franchising. “We have opened 200 locations since Ellie started franchising in 2022. We pride ourselves on results like this,” says Cambruzzi.
Being nimble and knowing marketing and sales has also helped REP’M excel. “We know how to get out there and drive business. We understand what an emerging brand needs,” says Sheehan. “From the minute a brand signs on with us, we teach them to do franchising the right way — with integrity.”
Even though it’s possible for an emerging franchisor to do it all themselves, going from business owner to franchisor is hard. REP’M helps emerging brands mitigate risk and save time and money. “Emerging brands always experience a time of bleeding. We offer a bridge where we support them, and they don’t have to hire a big staff to grow,” says Cambruzzi.
Responsible Franchising
The team at REP’M understands that a franchisee cannot survive without making money, and a franchisor needs royalties to grow. REP’M prides itself on helping both parties get there in the best way possible. For the partners, responsible franchising is not just about selling licenses; it is about scaling a concept and having an internal team and operating plan to support it. “We work with brands and new franchisees to understand what makes sense for both parties and make sure development timelines can be successfully achieved,” says Ryan.
Even though REP’M has made a significant mark on franchising, the partners feel like they are just getting started. “I believe we are in the Golden Age of franchising,” says Sheehan. “There has never been a more entrepreneurial time. People aren’t looking at getting a job anymore. They want more, and franchising offers that. We’re here to foster its growth.”
The REP’M Group Partners
