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What’s Next in Franchising is a podcast for leaders scaling home and commercial services franchises, where growth puts real pressure on operations, teams, and culture.
Each episode explores what changes as franchise systems grow—across labor, technology, training, and field execution—through a weekly franchise news review and in-depth conversations with operators and executives actively building service brands.
The show is hosted by Leighton Healey, CEO of KnowHow, who has led from every seat in franchising: franchisee, franchisor, and now a technology founder. This vantage point shapes grounded, practical conversations focused on how to scale without losing quality, consistency, or trust in the field.
Travis Parker Martin: Welcome everybody to what's Next in franchising. We have a very special episode today and it could not be more timely. I'm here with my co-host, good friend, CEO of KnowHow, and seasoned expert in the franchise industry, latent, Healey, and latent. Today we are doing. Steep dive into franchise conferences.
We know that Fran franchise conferences, they're one of the most critical aspects of the calendar and a super high leverage point. Leighton, I wanna start high level, give me a rough idea of how many franchise conferences you have been to in your career.
Leighton: If we talk about, let's just say total volume, um, it's a big number. If we're talking about, let's, I think the more interesting number is how many events from [00:01:00] different brands have I been to, because.
Travis Parker Martin: Oh, okay.
Leighton: when you're a franchisor, you only go to your brand's franchise conference. And so in, in, in a sense, you only go to your family reunion, you don't go to other people's family reunions, right.
And see like, do, how do other people. Do their family reunions. So, I mean, I've been to dozens of brands, uh, conventions, conferences, um, you know, they go by different names, but effectively they're all the same thing. Is it is an, it is an annual cadence, sometimes biannual, but sometimes it's, it's sometimes it's, it's it every second year supported by annual, regional events.
Sometimes, you know, it manifests in different ways. Functionally, you know, it is a practice of bringing the whole franchise network together or big portfolio based. Um, organizations will bring all of their, their, their brands together under one roof, and it creates an opportunity for culture and cohesion and, and, and clear messaging and uh, and, you know, energy and whatnot.
And, and it's, for many brands, it's one of the [00:02:00] largest outlays of capital on an annual basis. And, um, and there are some brands I know that, that, that. Don't do it. And, and there are other brands that do do it. But, but to put it plainly, um, yeah, I've been able to play different roles either as a speaker or a trainer or, um, a sponsor or, or the organizer or, uh, kind of, or, or a, or a committee participant organizing for, dozens of brands events.
And I like it. They're fun. And I've seen some that I think were. Amazing, inspiring, creative, really leveraged, uh, the opportunity and I've seen some that were a total train wreck.
Travis Parker Martin: Well, we're gonna do a deep dive into how franchisors can get the most out of their annual. Instance here when it comes to relationships, when it comes to rolling out change, when it comes to shoring up enthusiasm and aligning the team around the brand. But [00:03:00] first you can't just sprinkle a train wreck story and not go more in depth.
So Leighton, I want to hear, give me just a crazy franchise conference story before we talk about what companies actually should do.
Leighton: Well, I cannot share brands, right?
Travis Parker Martin: That's okay with me. Although it might be fun to guess based on the story, but you're right. Yes, absolutely.
Leighton: yeah. A conference speaker never kisses and tells as they say. Right? But, but I never heard anyone say that. But maybe, maybe someone should say that. But you know what? I think that, uh, I mean, at the end of the day, um, you know, there's that old adage, which is, um, you know, you, you you know, you reap what you, so. Right. And, uh, in a year of sowing, I would say, uh, subpar, uh, franchise support and experience, um, stoking politics, um, you know, all of that comes to bear at the, at the [00:04:00] convention. um, and so probably the one that I would say there's probably, uh, in my mind, come, come to mind. I mean, I'll, I'll just, I'll give you, I'll give you three quick. headlines,
Travis Parker Martin: Incredible.
Leighton: Um, I was involved in organizing a conference years ago where we held it at Disney World and it was. It was, it did not go well. Franchisees did not behave well. We had, we had to, we had to, uh, bail, uh, someone outta jail. Uh, we had more than one trip to the emergency room. Um, I think my understanding, we had, I was involved at a conference where, uh, it was at an all inclusive, uh, in the Caribbean and, um, the Fran, franchisees, um. In the middle of the night, robbed the pool bar and to hide their loot. Um, removed art from their hotel room, [00:05:00] smashed in the wall, filled the wall with booze, and then tried to just like play it cool while they held, held like late night parties in their room. so in both cases, banned from the resort. Um, so yeah, between bailing people outta jail, between like, um, you know, I, I'll, I'll, I'll, I'll save some of the, like, the, the romantic layers that sometimes emerge. Um, uh, maybe that'll be our late night episode. Um, but, uh, yeah, anytime like a franchise gets banned from a, a conference. anytime you're like putting a franchise's bail on your credit card, anytime, uh, you are in a new, a different country than your own and you are paying for stitches because you know that that franchisee didn't have, uh, healthcare average, you know, then, you know, you're like, I'm gonna remember this. And, um, [00:06:00] you know, I was involved with an event where, um, one time there was a, a, a charity marathon or half marathon and it just, I don't think that we accounted for how hot it was gonna get. And, uh, I think like a third of the executives who are also the conference speakers collapsed from heat exhaustion and ended up being hospitalized.
And so. I put a third of the agenda cut scratch because the speakers were in like medical distress. So And then I, you know, and then I've been at conferences where, um, like I said before you seek, you, you reap what you sow. And, and after a year of, uh, and probably an ongoing practice of. Not listening to franchisee concerns. Um, it was like palatable, like it was like there was a lot of tension between Z and Zo and, um. It, uh, it boiled over, you know, it boiled over in, in, you know, [00:07:00] reception of award speeches. Um, you know, it boiled over in little jabs from the stage, from senior leaders. Um, and it was, uh, yeah, downright toxic and I've seen amazing, inspiring events, but always
Travis Parker Martin: awesome.
Leighton: it's always fun to click on that little reel that's like, you know, disastrous
Travis Parker Martin: Yeah, grab your popcorn. Watch from a distance. Yeah.
so
that, that, that establishes the floor. That's good. All right. So let's, let's all be resolved. Everyone listening to this podcast. We're gonna aim for a better conference than that. No one billed out of jail this year is, uh, is, you know, let's, let's shoot for higher than that.
As far as successful conference goes, le, let's talk about those conferences where you've said. Hey, this is an example of a franchisor that takes this seriously and is getting maximum leverage out of their [00:08:00] conference. So I'm gonna start with a pretty hard hitting question, but I think this is the right time for franchisors to be thinking about that.
What is the number one? Opportunity that you would say franchisors miss when it comes to their conferences, what's the number one thing they leave on the table? Just 'cause they're not thinking about it going into their conference.
Leighton: It would be, um, the, the focus is on these broad shotgun messaging, and it's not, there's not a lot of focus on, let's call it those sniper one-on-one conversations. So all the focus is on the presentation, the slides, the, the, the hype video, um, the big, the main stage stuff, then. You tax your, your, your, your corporate team so much that really when they are in those very relaxed. One-on-one, hanging out at the resort, hanging out at the [00:09:00] conference center, exchanges with their franchisees. They haven't really had time to contemplate how to leverage those shoulder to shoulder moments, they just, um, talk about sports or something that was presented the prior day. And it's a huge miss. Um, no question. Uh, I would say and, and typically, um. I would say an area of, of the event that's, that in a sense kind of goes below the surface, but when I was, uh, when I was leading, um. A large cohort of, you know, you know, you got your regional business consultants or your, you know, FBCs or, you know, everyone uses different terms. Um, or you have, um, you know, um, you know, high, uh, let's call it high brand alignment franchisees and, you know, you, you a very close relationship with them. You know, my practice was because let's, let's, let's just say if. If a person, if their conference is in a month or a week or whatnot, I mean, it's hard to make any material structural [00:10:00] changes, but the good news is, is that the opportunity that is most often missed, it's still available to them, and this is what it looks like. What it looks like is I would have. This was an annual thing I would do, I'd have all my regional business consultants or your RBCs or, you know, different brands, call 'em different terms, but essentially that, that kind of coach support layer between the franchisee and the franchisor. Right. And, and I would say, Hey, do it on a spreadsheet.
Right. All the franchisees under your charge. Right. And you know, and what I would say is gimme a column where, um. you get 10 minutes with them one-on-one, what is one message you wanna reinforce? On the next column? Give me one thing you want to encourage them about. So, because it's so much better when you could look 'em in the eyes and say, Hey, there's a lot of moving parts here at this event, so I wanna make sure this doesn't get missed Six months ago when you did this, or you made this change, or I know you had to have this one-on-one conversation with your [00:11:00] office manager or whatever. I want
to let you know, I thought that was real, you know? And so, I mean, identify, you know, one thing that you want to really push on them for the year. One thing you want to encourage them, and then one kind of chiropractic type thing, right? Being like, Hey, I know it's New Year, new cycle here. And I, I've just, I really love you to consider just taking that weekly, you know. Ar review meeting more seriously with your team or whatever. Right. Because, you know, there's something about, um, know, there's something about those moments where we celebrate, you know, prom Christmas, thanks. You know, there's like where we just, where we're all just a little bit more. Flexible, accommodating, you know, and, uh, we're a little bit, you know, we've kind of let down our guard a bit.
We've relaxed a bit and there's those, those moments where I would say receptivity is sometimes a little bit higher. And, um. that's the leverage point. The leverage point is that, you know, two weeks [00:12:00] out, one week out, whatever, I would get time with each of my kind of key operators at the franchisor level, and I would look through those conversations and we'd talk through them.
Sometimes we'd role play them on the ones that they say, ah, I just, I just, I, I have, I have a hard time really getting through to this particular franchisee. And so, um, and, and, and we go armed with those lists and you say, well, that sounds very mechanical and very this, and, and it's, and very inauthentic.
But the fact is, I think it's the opposite. It's very intentional, right? I mean, to say, Hey, this is gonna be the highest FaceTime that you might have with this, this, these franchisees, um, in a given year, you know. Each of them individually, take 15 minutes and think about each person. What is something that only you, having spent as much time as you have, can encourage them on, can acknowledge them on, can, can, can recognize them for, because not everyone gets on the big stage, but, but everyone can have. [00:13:00] A 10 minute exchange at the lobby bar or, you know, uh, walking to an activity or whatnot where you can just lean over and use that moment intentionally. You know, you can talk about sports later. You can talk about, you know, um, you know, your, you know, your kids' sport, your kids' music recital later, right?
Those things matter. this is one of those few opportunities where you can, uh, arm your team to be able to have, um, very targeted. High intention, high leverage conversations. And again, I, I subscribe to the difference between being manipulative and being someone who is persu is persuasive is what is your intention.
And if your intention is because you're trying to somehow, you know, sneakily, then. This is the wrong tactic for you, it really, if the intent, which I think the intent of most people who get into the, that kind of franchise or RBC kinda FBC role is they have a deep care and concern for their franchisees. [00:14:00] And so thinking at a very, um, level across those three categories. Uh, is is a huge, um, uh, unlock for, for events like this. And then if I was to add a fourth column, it would be, who. I connect that person with, at the event I think would strengthen them, refine them, sharpen them, or create an opportunity for cross pollination on something important. Be it a value, be it a brand point, be it a business concept, whatever that is. But, um, to me, you know, when, when I went into that, that conference.
for the franchisees. It should and, and it should feel like, and it, I think it's appropriate that it should feel fun. It should feel like they are the center of attention.
It should feel like we have, have really put in a lot of work to make this special and memorable and impactful for you. The franchisee is the customer, [00:15:00] you know, uh, and so it should feel like we have put you at the center of this for the corporate team, for the franchisor. This is work, right? Like this is work. And, and, and it should feel, it should feel like work, not, not for tedious, but more of like an effort outlay. And so this is the opportunity. To be able to, you know, grab that franchisee from another region, um, who, who has made progress in something that your franchisee, uh, is really considering, and, and how do you, how do you make sure that they're at the same table together?
Right. Or, you know, how, how do you kind of create and curate those connections? Or how do you use your influence? As a leader to maybe get them in front of for 15 minutes with say, the CEO of the franchise network. Um, you know, whatever that looks like. I really think that that is a high leverage opportunity. And again, whether your conference is next week in three days or in three months, um, you have time for this, right? [00:16:00] This is something that's very practical and uh, and I've seen it to be a very effective. Uh, and then here's the key. The key is, is that if you have that, uh, if you, if you take that tactic, then you need to plan time, say a week after the event, to then circle back be able to debrief on those conversations to be able to get a sense of, okay, what was the reaction, what's the follow through?
What did we commit to? How do we maintain any momentum that that was the result of unsticking, something that may have been stuck.
Travis Parker Martin: Leighton, you have such a unique perspective on this because you started your career. As one of the highest performing franchisees in your network, and then you went over to the franchisor side where you really thought about, Hey, how do we. How do we hit all of these goals that you just talked about, and then now for the last decade, you've been on the vendor side and you get to go to dozens of events in a year.
You know most people listening to this, [00:17:00] they will not have the luxury of attending their competitors. Conferences, you, you have that ability. You see it from all angles. You've seen it from the attendee, from the organizer, and now from the sponsor. Seeing how everyone does it and the different approaches in the industry.
What works, what doesn't work. Give me some of those characteristics of the, the best conferences that you've. Been to like the ones where you're like, Hey, they have thought about this. They came to play, and they are gonna hit their outcomes and they're gonna be higher performing on the other side of this conference.
What are some of the characteristics that you've seen in those?
Leighton: I, think that, in all of the, the fog of. War that is preparing for a franchise conference. a missed opportunity at the franchisor level to lean over to their vendors, especially the, the, the primary sponsor vendors who they know [00:18:00] are involved with all their competitors and just asking, Hey, can you tell me? Um, from my. You know, my, my peers in the industry, right? What are you, what can you tell me that doesn't betray any confidence with your client, um, that they are doing that seems to be working perhaps better than, than what we're doing at this conference. Right. Would you, would you consider my conference? Both from the lens of reinforcing your value proposition and you know, whatever your outcomes are, no question, right? It's gotta be a good business outcome for you. But would you also commit to just catch 15 minutes with me at the close of every day or perhaps an hour after the conference and just offer me some candid feedback around, you know what, what?
You know, at the end of the day, franchise networks can become. this is, this is maybe a bit of a sharp word, but they can be a bit, let's call it intellectually and sensuous, like in, [00:19:00] in incestuous. Like, you know, you know, in the sense that like their ideas only breed with their own ideas, if that makes sense. so like their ideas reinforce their ideas. And so I don't know if like, you know, you know, intellectual incestuous is like maybe a term that's applied to something else in psychology, but that's the first thing that came to my
Travis Parker Martin: I, I, I don't think that term's ever been applied anywhere, but I I, I, I'm picking up what you're putting down. An echo chamber would be another, uh, less creepy way of describing it, but yeah. yeah.
Leighton: Yeah.
yeah, yeah. Right. And so at the end of the day, I, I, you know, I, I know what it's like to be in an echo chamber where, you know, we just keep, um, rolling around the same concepts we've had year after year and making what we believe to be iterative improvements. Um, in fact, we don't really have a lot of, like, off the island. Feedback. Right. And, and how would you get that feedback, right? Like, you're not gonna like, [00:20:00] pretend to be a franchisee and sneak into your competitor's event, right? But your vendors are there, right? so, again, important to ask it in a way that doesn't ask them to betray any confidence that they have with a, with a, with a, with another client. But I don't think there's anything inappropriate of just saying. Um, could you highlight a few areas that you observe from our event that you think, um, perhaps some of our peers in the industry, uh, have just taken a, a creative, innovative, different route approach and you thought it really created a great experience or great outcome for that network or for their franchisees um. I think it's important that you don't just put them on the spot, but you actually ask them in advance of your event and catch some time after your event so they can kind of stew on it and think about it. Right? And I think it's helpful if you also help the FraNChiS or under, or the, the, the vendor understand, so what are your goals?
Like, what are you trying to drive? Because something that they might think. [00:21:00] improvement might just be reflective of something that you've deprioritized or something you've prioritized. So that's a long way of saying, you know, what are some of the things that, some of these franchise conferences that I think just really punch above the rest, what do they bring to the table? Um, I would say off the top of my head, three things come to mind. First is the best events Um. Full network activities that create cohesion, and enthusiasm. And yet they balance that with individual touches that makes sure that each owner, partner, depending on what lingo they use, feels cared for. Feels seen and feels, uh, like they matter. Um, so what does that look like? Well, tangibly that often looks like, um, [00:22:00] being able to do activities that create a sense of enthusiasm. I think that especially con conferences that leverage a lot of. Um, uh, multimedia that I think evokes a lot of, uh, emotion, uh, around shared themes around shared messaging that have been a red thread since when they first, uh, went through, Let's call it franchise discovery days and determined that this network was the right fit for them.
So, I mean, there's been this red thread of reinforcing themes and so I think multimedia, uh, within main stage general session. You know, it com industries that, or, or, or brands that really invest in that and in this whole world of generative AI and stuff like that, I think that the cost and the, and the restrictiveness of that has really come down. And so on the, on the big scale, I would say the multimedia can be a big tool that evokes emotion and togetherness, A little bit of tribalism, all that's healthy. But then on the, on the individual level, uh, what I've seen, I'll give you just, just a couple examples. One is. [00:23:00] know, uh, I've seen things done in, in the hotel rooms, right.
You know, personalized messages, perhaps from their franchise business coach. Perhaps something that was, you know, that was done with enough advanced notice that say a senior leader was able to actually per perhaps do a, a, a handwritten card, you know, a. Passes, passes the lick test. You know what I mean? Um, uh, or sometimes I've seen things where, um, you know, some events, uh, you know, make it possible for, for, for families to bring children and they've taken steps to be able to also create, uh, opportunities or activities for those children. I mean, when, when I've seen, I won't say which brands, but. Uh, man, I was at an event and, and they encouraged their franchisees rather than detracting from their families, leaving their families at home, but to bring their families and then they had a, an entire of the conference geared towards making sure the families had a great time. They had daycare, they had [00:24:00] activities, they had stuff like, they had things so that, you know, the, the, the spouse who wasn't as involved in the conference could also, you know, do some touristy things. It was amazing, right? at the end of the day, um, those types of personal touches consider for the fact that I'm often away from my family, consider for the fact that, um, you know, uh, you know, I, I, as an individual. Um, you know, signed up for this franchise, and yet I'm part of the whole, so the balance, I would say the balance between the high level and the individual. Um, conferences that do that well are no question, uh, uh, they punch above the rest. Um, and I can get into a couple other things.
Travis Parker Martin: Let's do it. Let's hit those. You know, you've got such a unique vantage point. Let's take a minute or two on, you know, those points. Two and three, and then I, I'll, I wanna leave you with a question that every franchisor should be asking themselves as they go into [00:25:00] their conference. But let's, let's, you know.
Let's go deeper. What are some of those unique characteristics among those top performing franchisors that you've seen them uniquely leverage their conference in order to get the most out of their franchisees?
Leighton: Hmm. So the first one is, you know, the first one would be franchise events that balance, you know, these, these broad scale, you know, cohesion, building connectivity, building themes and activities and experiences. Balancing that with the individual touch. The second one. No question would definitely be, um, franchise conferences that, that respond to the reality of the world around them. so, um, what I mean by that is franchise, franchise conferences that acknowledge that. For example, right now we're living in this, uh, world of, of explosive and rapid acceleration of, of AI technology. And so. [00:26:00] Conferences that, uh, that speak to that and speak to that, uh, or they've arranged for individuals to come to the event and speak to that. Um, I think that, that, uh, otherwise it, it can feel kind of like, um, you know, the franchise is, is deaf or blind to, let's call it just obvious. Trends or patterns or macro events. And it doesn't mean that you respond to every kind of buzz trend or knickknack, but I think that there are some big macro events that I think need to be considered for, and so that often looks like a senior leader speaking to it that often looks like perhaps a panel of.
Really high brand, uh, aligned franchise owners and operators on stage, you know, speaking to kind of their reaction to it or how they're acting upon it. Um, and sometimes that's, that's required, you know, a bit of a, an off stage alignment around, um, again, you know, what is the intent of that message. And so we make sure that we are in [00:27:00] fact, uh, driving that forward. So I would say, um, that's probably the second thing. And then if I had to pick a third, I mean, I could, the list is long in terms of those who really outperform. But um, I think if those, I, if I would say the, the, the conferences that really stand out be those that plan for Monday. So what I mean by Monday the Monday following the conference is always the day where, um, the magic dissipates and the reality of the, of running the business, uh, comes back online. The inbox, uh, is overgrown. Um, the staff issues that you, you left are still there. Um, you know, and now it's all the work of, let's call it, uh, implementing operationalizing. Bringing to life all this inspiration and all this tactical stuff. So conferences [00:28:00] that from the outset design for how are we going to. Address the Monday after the conference, meaning ensure that everything from the training, from the messaging, from the interactions is, is, is approached and presented in such a way that it solves for implementation. Opera, you know, the, the, the, the, the, the bringing to life of, of these, of these kind of key things is the big difference between what I would say, uh, is all that capital time and energy washing out, uh, and just draining through the reality of a busy franchisee's business or it actually sticking and catching traction and having an impact. I think that's, you know, I mean that, I think that's one of the areas where I particularly, I mean, ha having been in that position, I mean that some of the genesis of KnowHow, you know, one little thread of the genesis of KnowHow is, is [00:29:00] experiencing that the outlay of energy time, just like heart and soul and then. Three, four weeks after, um, a conference, really not seeing any measurable impact in the numbers, right? And feeling that disappointment that did, we just have a ton of fun and just burn a bunch of cash just to have a big hurrah. But it actually didn't really move the organization forward from a performance standpoint. And so, you know, some, some of what that looks like is, uh, you know, when we, when we partner with a franchise brand, we really become the AI knowledge infrastructure. That, um, that there. Their playbook, you know, their, how their system kind of really lives in very securely. so you can imagine, um, the, how different it is when you walk into a workshop and the person is presenting some type of a, a, a sales or some type of a, um, project management or some type of a leadership type activity or course or skill and uh, or they're introducing a new software partner or whatever, [00:30:00] whatever it is. And then for them to be able to say, and before we get into this, remember that the, the. the, the how to that we're gonna cover today. It already lives inside our company's playbook, which is often how they refer to KnowHow. Right. And so and so people in the class are being, you know, trained.
They're, they're, they're, they're getting excited and then they're on their device, bringing it up and looking at the processes, the workflows, the how to, the training, the, the, the work, you know, everything involved in being able to move this concept. action within their teams. And sometimes you'll see them like sending it to their teams and say, I'm in a workshop right now, buckle up.
Like, here is a system. Here's a process, here's a new training, here's a new something. how, you know, location x uh, has, has, has built this whole playbook and now we have access to it. And it's coming to, you know, a device near you. So brands that solve for Monday, [00:31:00] um, and I think that technology can play a great role in terms of, you know, uh, kind of breaking up.
Um, anything that can be kind of ca calcified following a conference. I think that they definitely punch above their weight class because they get great ROI for the conference.
Travis Parker Martin: Yeah. Well, speaking of getting great ROI for the conference, that tees me up for our final question. And you know, you've, I know you are a big questions guy. The right question can unlock a lot of leverage, and so what is the one question. That you would encourage anyone who works for a franchisor going into their conference to be asking themselves, what's the one question that should be in their brain going into such a unique opportunity for high impact with their franchisees?
Leighton: Hmm. Yeah. If I was a CEO of a brand and I was on an all hands with all of my franchise staff going into a conference, [00:32:00] I mean, probably the, the question I would ask them is, I would say, as you go into this event, a question I want you to hold in your mind is before you open your mouth. In every interaction of this conference, you to ask yourself, what if the question you're gonna ask, the word of encouragement you're gonna provide, the insight you're going to at their feet? What if that is the only you get to have with them that year? What would you say? So if that was, if that was the, the just the norm. The norm is actually, this is the only time. You get to speak to this person. Um, considering for the priorities of the organization, uh, the need for them to be successful as an individual business owner, um, considering for, let's call it just the, the, the complexities and the hardship of business ownership, [00:33:00] what would you say, and how would you use that time intentionally? Uh, if you could only if the next time you're gonna talk to them is next year. So that's probably what I'd say.
Travis Parker Martin: Great question. It's a great question, and I bet it's gonna redefine a lot of interactions between franchisor and franchisee if they have that front of their mind. Leighton as always, really pre. Your expertise, you lending your decades of experience in this area. With us and the listeners, if you are listening to this, and this has been valuable for you, we've got a lot of other great topics coming up.
There's always news to talk about. We've got interviews with the top franchisors in the industry coming up as well, so make sure that you are subscribed. To this podcast wherever you are listening to this right now. And if you want a weekly summary of the biggest headlines in franchising, head to what's next in [00:34:00] franchising.com.
What's next? In franchising.com. That's where you can subscribe to this newsletter. You're also gonna get alerts when we have new podcast episodes, so you'll be the first in line to listen to the expertise of some of our top peers. Industry. Thanks everyone for tuning in to this episode. Thanks, Leighton, and hey, all the best for your upcoming franchise conference.
Hope that it's been helpful. See you everyone