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<a href="https://www.linkedin.com/in/pallanyoung/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-military-officer-to-franchisor-how-allan-young-built-art-of-drawers-2727234" target="_blank" rel="nofollow">Allan Young</a>, CEO of&nbsp;<a href="https://artofdrawers.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-military-officer-to-franchisor-how-allan-young-built-art-of-drawers-2727234" target="_blank" rel="nofollow">Art of Drawers</a>, began his career in the U.S. Army, where he honed his leadership and problem-solving skills as an officer. After completing his military service, Young’s entrepreneurial spirit drove him to explore various business ventures, ultimately leading him to the world of franchising.In a recent episode of the “<a href="https://www.youtube.com/watch?v=0WV_ur3GXNA&utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-military-officer-to-franchisor-how-allan-young-built-art-of-drawers-2727234" target="_blank" rel="nofollow">Meet the Zor</a>” podcast, Young shared with&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-military-officer-to-franchisor-how-allan-young-built-art-of-drawers-2727234" target="_blank" rel="nofollow">Nick Powills</a>, founder and publisher of 1851 Franchise, how his military background and early entrepreneurial experiences shaped his approach to building successful franchises. Young also discussed the challenges he faced in the custom shelving industry, the lessons learned from his previous businesses, and how those experiences have driven the rapid growth of Art of Drawers.A summarized transcript of Young’s interview with Powills has been included below. It has been edited for clarity, brevity and style.Nick Powills: First, we’re talking Allan, then we’ll get into the brand stuff. I like the people side. So, Allan, tell me your franchise story. How did you accidentally fall into franchising?Allan Young:&nbsp;I accidentally fell into franchising. Most people don’t grow up wanting to go into franchising unless they have a parent in it. I never thought I’d be involved in wooden shelving. I was a serial entrepreneur, having started 14 businesses before high school. My guidance counselor told me, “You can’t be an entrepreneur; you need to work for big companies.” This was in 1988 when “entrepreneur” wasn’t a cool word.I ended up joining the Army, got an ROTC scholarship, and became an officer. The Army, especially as an officer, is very entrepreneurial. They give you a mission, and it's up to you to figure out how to get there. All the planning you do can go out the window once you get to the battlefield, which is a lot like business—plans can be disrupted by external factors.After leaving active duty, I returned to starting businesses. I launched a home automation company after 9/11, which did well, but I sold it after a couple of years because it wasn’t something I was passionate about. Then I started an indoor air quality company, which I was passionate about. I did $1.3 million in my first year with 37% net profit. But then I got deployed. I sold the business, but I learned the hard lesson that I was the business. When I went to sell, I got an earn-out instead of upfront cash, and the buyer went out of business in four months.Before deployment, I did some consulting. A small company in Richmond with five employees hired me to create a plan for expansion. They wanted to franchise, but I talked them into a dealer model instead. After deployment, I joined the company and helped them open new cities like Chicago, Milwaukee and Atlanta. We implemented systems and processes and, after about a year and a half, I realized we had developed a franchise model. So, in the fall of 2008, we began franchising.Powills: Tons to unpack here. One is the lessons you’ve learned in life. They weren’t failures — they were roadblocks — but you recognized them and that helps you coach first-time franchisees through the same roadblocks. Like, “I’ve been there, trust me, I know what I’m talking about.” Is that your superpower?Young:&nbsp;Yeah, I think — and I would call them failures. I’m a big fan of failures. One of our core values is “celebrate failure when we learn from it.” I either learn from my failures or by observing others. I think I fail better than most, and I’m good at adjusting. In the military, I learned: plan, rehearse, execute, then review what went well and what didn’t, and adjust. It’s a continuous cycle of plan, execute and adjust.That’s huge for coaching franchise partners. The systems are there — it’s about following them. But the real challenge is the fear of failure. That’s what makes people freeze. Most failures in life are private — if you don’t get into law school, no one has to know. But failing in business is public. The fear of failing publicly is a big struggle. So, I coach a lot on what’s happening mentally. That’s the most important thing when starting any business.Powills: I hear September 11th, 2008, deployment — major shifts. You talk about your plan being worthless, no one caring about it. Does knowing what those events felt like change your perception going into COVID? And obviously, your business probably skyrocketed during COVID. Did that change your approach?Young:&nbsp;Yeah, I think you have to adjust quickly. Starting a franchise in Fall 2008 was fantastic because we grew. We were an Inc. 500 company in 2009, ‘10, ‘11, and the number one fastest-growing home service franchise. We thrived for two reasons: When the economy gets difficult, more people franchise because they’ve lost their six-figure job and are figuring out what to do. Also, during a recession, people stop gutting their kitchens and do smaller, affordable upgrades, which worked in our favor.We did well during that recession. Pivoting was essential because the only world we knew was a recession. Companies that got comfortable in easier times struggled more. Going into COVID, or any difficult time, we’ve learned to adapt. Right now, AI is huge. We’re doing the hard work to adopt it because five years from now, if you're not embracing AI, you're going to struggle.Powills: You see Art of Drawers as a business, but when unpacking your journey, we’re talking about an entrepreneur and a leader. Do you think about what’s next and how many extensions of this you could have?Young:&nbsp;No, because I’ve done that before. I started too many companies. Focus is critical now. Part of the story is that this is what’s next. Art of Drawers has been franchised for less than a year. I started franchising ShelfGenie in 2008, and we grew it rapidly. By 2016, we had 250 locations and thousands of people in the field, but innovation slowed to a crawl. Rolling out even a simple product addition took six months, which frustrated me.I looked at Toyota — they started Lexus by upscaling the brand, taking the same car and making it better. That was the playbook for Art of Drawers. We planned to take the top-performing ShelfGenie franchise partners and award them Art of Drawers, like how top Toyota dealers got Lexus dealerships. But a couple of years into this, Neighborly wanted to buy ShelfGenie. My partners and investors had been in for over a decade and wanted to exit, so selling was the right thing to do.We had spent $5 million on a tech package, a CRM [customer relationship management] system that runs everything and allows us to scale quickly and efficiently, letting franchise partners focus on growing their business. We licensed that technology to Neighborly, but we own and continue developing it. We’ve upgraded everything since then.Powills: I looked at your website, and your story is phenomenal. I’ve always believed that people sell brands, not the brands themselves. I would bet on you, the jockey, not just the business, which could change many times. When I see “Bring Art of Drawers to your area,” it doesn’t say “why you” or “why now.” It feels much bigger than that. You’ve invested in a tech stack to make it impossible for someone to enter this business category. And look at what you're offering for the same royalty percentage that others charge — your support structure stands out.When I watched the franchisee video, they talk about the support, but it's just first names, even yours. I want more of their stories. I want to connect with them online, to see their journey. Also, your website says “How We Work: Our Customer Journey.” But is that also a franchisee journey? From deciding to leave a job, to designing a new life and business plan, going to Discovery Day, and enjoying the business — that’s the franchise process. You could use that customer journey as the franchise journey. Any feedback on these observations?Young:&nbsp;That’s good feedback. Our franchise opportunity page could definitely improve. We outsource our franchise sales to a company I trust — I did the same with ShelfGenie. I believe that when you start franchising, you can only be great at either selling franchises or supporting them. We focus a lot on working with consultants.But those are good points for people early in their franchise journey. I talk to them on a founder’s call, but that’s later in the process. One thing we stress is that when you start a business, your first problem is always a sales problem. I love solving that. Then, the next day, you wake up with an operations problem. It’s a pendulum swinging between sales and operations.We handle all media buying, ad placements, digital marketing and creative work. We track everything down to the penny in our CRM, so we know exactly where leads come from. We can dial in and out of marketing campaigns. When leads come in, our sales support center schedules appointments for franchise partners and assigns them to installers. We train the installers, and they handle the job. Franchise partners only need to focus on recruiting, training and coaching their designers, who are commission-only contractors. If you want to handle all operations, we’re not for you. But if you want to grow your business with backend support, that’s where we shine.Powills: I love what you said about choosing either to sell or support. You outsource the sales side, and that’s a message worth highlighting. Many high-growth accelerator brands in the last two or three years have focused on sales but lacked the infrastructure behind it. When that happens, you put people’s life savings at risk.Young:&nbsp;Yeah, that’s a big problem. The ones that struggle most with that are brick-and-mortar brands. They sell a lot, but they can’t get locations opened because of a lack of infrastructure. Our average time to open is 32 days. We help franchisees find a small store space quickly without signing long-term leases. Their only capital expense is building a home show display, and we help with that.The key is getting people open quickly, successful quickly and cash flowing quickly. We can do this at scale, whether it's one or 10 franchise partners a month. The goal is not to outpace our ability to support, and we’ve been careful about that. We’re building out our team to make sure we don’t fall into that trap.Powills: I keep listening to you and looking at your title. You use "founder," but I don’t like that title for you. I think of something bigger, like "Chief of Scale," because "founder" doesn’t seem to match how your brain works. Does the word "founder" connect with you, or is it bigger than that?Young:&nbsp;I think founders have a lot wrong with them that becomes their superpower. We’re difficult to work with and extremely driven, so it resonates a little. My official title in the company is CTO — Chief Troublemaker. But I do like "founder." I have three roles in my company:Culture — I spend a lot of time on it. We hire and fire based on culture and values. I talk to every new employee for 30 minutes about our culture and values. If they align, it’s great; if not, it won’t last. The same applies to franchise partners.Vision — I talk a lot about where we’re going and what we’re doing. No one else will do this for you as the leader.Ideas — I come up with 20 ideas a day, but only one is usually good. My team, especially my COO, figures out which ideas are worth pursuing.Powills: Maybe that’s your “why you” right now. If I landed on your website and it said, “We built the plane, we’re going to show you how to fly it,” I think that’s an interesting place.Young:&nbsp;So, I’m hiring you to do my website. Good.Powills: So, let’s end on this. If a candidate’s watching this to this point, what else do you want them to know about?Young:&nbsp;Like I said, we’re looking for a very specific person. Every time you buy a franchise, you have to consider what your day-to-day will look like. It’s not about cutting hair, grooming dogs or custom drawers. It’s about what your life will be like. We’ve built a system where, if you focus on recruiting and training designers, we handle the sales process. You’ll be recruiting people who don’t do this full time — interior designers, professional organizers — they self-generate sales and run some of yours. That’s the main focus.If you can do that and let us handle everything else, a day in the life looks like: “I’ve built a great team, and I’m going on vacation for two weeks.” We can approve your sales and assign them to your install partners who handle everything. When you come back, you won’t have an inbox full of dread. That’s the lifestyle we’re offering. We’re looking for empire builders — people who want to build a large system with the territories we provide, not buy a job.Powills: The magic in your statement is that with many franchisors, you buy into the brand, but then you have to become an expert in HR, supply chain management, build-out, real estate — it just keeps going. But you’re saying, “Let’s keep you focused on where you can impact your outcomes and financial dreams as much as possible, and let us build the scaffolding around you.” That’s part of the magic of your business, and I think it’s awesome.Watch the full episode above or on&nbsp;<a href="https://www.youtube.com/watch?v=0WV_ur3GXNA&utm_source=1851franchise.com&utm_medium=article&utm_campaign=from-military-officer-to-franchisor-how-allan-young-built-art-of-drawers-2727234" target="_blank" rel="nofollow">YouTube</a>.

How Allan Young Built Art of Drawers | Meet the Zor

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https://www.youtube.com/embed/0WV_ur3GXNA

Transitioning from a military career to entrepreneurship, Allan Young’s journey led him to revolutionize the custom shelving industry through franchising.


From Military Officer to Franchisor: How Allan Young Built Art of Drawers

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

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Is franchising better than starting a business from scratch? For many&nbsp;<a href="https://1851franchise.com/a-beginners-guide-to-franchising-how-the-model-works-2724686">prospective entrepreneurs</a> weighing the idea of ownership, the answer to that question can be both yes and no. Franchising offers a proven system and built-in support. Starting from scratch allows greater flexibility and control. And a proper understanding of the trade-offs can help potential owners decide which path is most aligned with their business goals.According to&nbsp;<a href="https://drymedicfranchise.com/">DRYmedic Restoration</a> franchisee&nbsp;<a href="https://www.linkedin.com/in/keith-carlson-29b0a930/">Keith Carlson</a>, the appeal of franchising often starts with structure. “The yes is that you have an automatic blueprint,” he said. “You’re in. You don’t have to think of everything. You don’t have to come up with your business plan or your marketing plan.”As Carloson noted, franchisors generally provide detailed guidance on everything from licensing and certifications to business structure. “All of those things are done. Or they’re in a list or part of a large checklist,” he said. “From that perspective, it’s simpler on the back end.”<h2>Franchising Vs. Starting From Scratch: Key Considerations</h2>So,&nbsp;<a href="https://1851franchise.com/buying-a-franchise-vs-starting-from-scratch-2725815">is franchising better than starting a business from scratch</a>? Here are five areas to consider:1. Built-In Systems Vs. Total Control Franchising provides a tested playbook. But it comes with rules. “If you’re in a franchise, every time you want to do something that’s outside their playbook, you have to ask permission,” Carlson reminds. Independent owners, on the other hand, can pivot freely but must build systems from the ground up (which takes time and resources).2. Fees and Royalties Franchise fees and royalties are part of the deal. It’s important to both understand and plan for them accordingly.3. Experience and Support One of franchising’s biggest advantages is access to experienced operators. Carlson recalled his first job after signing his initial work order: “I was nervous. But I had somebody on the phone within 10 minutes saying, ‘You’ve got to do this, this and that,’” he said. “It was so easy to get through that first job because there was no guesswork.”4. Following The System (With Local Flexibility) While local nuances aren’t always captured in a national system, the strength of a proven system remains a franchising hallmark.5. Long-Term Upside Starting a business from scratch can be more lucrative. “But it depends on the level of effort you want to put in,” Carlson reminds potential zees.<h2>The Bottom Line</h2>So, is franchising better than starting a business from scratch?&nbsp;<a href="https://1851franchise.com/franchising-and-the-american-dream-2730380">Franchising</a> can reduce risk, shorten the learning curve and provide critical support (especially early). Independent startups can offer more autonomy and, potentially, greater long-term rewards. Therefore, an honest assessment of tolerance for structure, fees and self-direction can help those considering entrepreneurship to properly assess the ownership situation best aligned with one’s goals for success in the business opportunity.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

Is franchising better than starting a business from scratch?

Is franchising better than starting a business from scratch? Franchising offers a proven system and support. Starting from scratch provides flexibility and control. Here’s how to assess the tradeoffs.

Is Franchising Better than Starting a Business from Scratch? A Guide

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When evaluating a franchise opportunity, there’s an important early step: how do I research franchise complaints? Understanding the issues both current and former franchise owners have experienced can help prospective franchisees make better-informed decisions that increase the likelihood of selecting a brand aligned with their business goals.Franchise consultant&nbsp;<a href="https://www.linkedin.com/in/franchise-guru/">Lisa Welko</a> of&nbsp;<a href="https://integrityfranchisegroup.com/">Integrity Franchise Group</a> emphasizes the importance of validating information through direct research. “The most important thing about researching any franchise is the opportunity to validate with franchise owners personally,” Welko said. “Use the reviews to formulate your questions and opinions. And then validate those findings with actual owners in the system.”<h2>Start With The Basics: Public Records And Online Tools</h2>How do I research franchise complaints?&nbsp;It starts with sources that are accessible and objective.<ul><li>Franchise Disclosure Document (FDD):&nbsp;<a href="https://1851franchise.com/understanding-item-3-of-the-franchise-disclosure-document-litigation-history-2703061">FDD Item 3</a>, litigation history, lists pending litigation or past legal issues involving franchisees that can be potential&nbsp;<a href="https://1851franchise.com/red-flags-to-look-out-for-when-doing-franchise-research-2723769#stories">red flags</a>. &nbsp;</li><li>State Regulatory Agencies: Many states publish franchise or business complaints (including the Attorney General’s office). &nbsp;</li><li>Online Reviews and Forums: While helpful for providing additional context, they should not be used as the only source of research. “Just like anything on the internet, we need to remember ‘Buyer Beware,’” said Welko. “Online reviews can be a helpful tool. But we need to remember that it’s one tool in the arsenal. So, don’t let one bad review torpedo your research.”</li></ul><h2>Speak Directly With Franchise Owners</h2>Nothing replaces firsthand insights. Contacting current – and former – franchise owners to ask about their experience with franchisor support, operations and growth potential is a critical part of the validation process. It’s essential to pay attention to recurring themes in their feedback, both positive and negative, to identify potential risks (or opportunities) correctly.&nbsp;<h2>Practical Takeaways For Evaluating Franchise Complaints</h2><ol><li>Verify Patterns, Not One-Offs – A single complaint may be an isolated incident. Look for repeated issues that may indicate systemic challenges. &nbsp;</li><li>Check The Age Of Complaints – Older complaints may reflect resolved issues or changes in leadership (while recent complaints can indicate ongoing issues). &nbsp;</li><li>Ask Specific Questions – When speaking with franchisees, ask about areas like training, corporate support and general operational challenges. &nbsp;</li><li>Evaluate The Brand’s Response – How a franchisor addresses complaints can reveal the level of transparency, responsiveness and commitment provided to franchise owners. &nbsp;</li><li>Integrate Findings Within Decision-Making – Use complaint research as part of a larger due diligence process (along with financials, market analysis and personal goals).</li></ol><h2>The Takeaway</h2>So, how do I research franchise complaints?&nbsp;Doing so is essential. Utilizing a combination of public records, online insights and&nbsp;<a href="https://1851franchise.com/what-is-the-value-of-franchisee-validation-in-the-franchise-sales-process-2703208">direct validation with franchisees</a> (past and present), potential franchise owners can better evaluate both risk and opportunity. By following a structured approach, actionable insights that build confidence in the franchise decision-making process can be identified.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How do I research franchise complaints? In this guide with expert tips, learn how to uncover patterns, validate insights with franchisees and make informed franchise investment decisions.

From Military Officer to Franchisor: How Allan Young Built Art of Drawers

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