When Brett and Nicole Myhre first launched their Griswold business in the Greater Twin Cities, they weren’t thinking about six territories. They were focused on doing everything themselves and doing it well.

“We were doing everything and wearing multiple hats,” Brett said. “As we continued to steadily grow, we started to add more people to the team to be able to keep up with the demand.”

That demand came quickly. Within just two years, the couple had already outgrown their initial setup, moving into a larger office and expanding their team with key roles like case managers and recruitment coordinators. 

Scaling With Purpose, Not Just Speed

Today, the Myhres own six territories across the Twin Cities, which is a milestone that didn’t happen by accident. “Part of that is the fact that there weren’t really any Griswold locations in the Twin Cities area, so when we brought it here, it was kind of a double-edged sword because no one had ever heard of the brand, but we also had room to grow,” Brett said.

That lack of brand recognition meant the Myhres had to build trust from the ground up by educating families, establishing credibility, and proving their commitment to high-quality care.

As their reputation grew, so did demand, often beyond the boundaries of their initial territories. Expanding into adjacent areas became both a natural next step and a way to better serve Clients already seeking their care.

“We were getting Clients in different areas, and now that we have purchased those, we are locked in,” Brett said. “We had to work really hard to build that brand recognition in the area. That has really paid off.”

Leveraging the Griswold System to Grow

While much of their growth has been driven by local execution, Brett credits the Griswold system with helping them scale effectively. 

“When we first bought our first territory, their branding was already great,” he said. “We had only been in business for maybe a year, and they decided to do a big rebrand update. We were really on board for it. When they did the rebrand, it really helped support our growth by making it more recognizable. The timing really worked out well for us because it set us up on a new path with all new branding and recognition.”

Combined with Griswold’s established systems and tools, the refreshed brand gave the Myhres a stronger platform to expand into new territories with consistency.

“We are at well over 100 Caregivers at this point,” Brett said. “And that is a big responsibility — that is a lot of people relying on us to provide opportunities for them.”

That responsibility shapes how they lead. “I think it’s very important that you treat everybody fairly,” he said. “Our whole branding is about Living Assured. For Clients, we are going to show up and do a good job. For Caregivers, we can give you the consistent hours you need to take care of your families. We want to ensure they know that we can’t do this without them.”

By prioritizing Caregiver support and stability, the Myhres have built a culture that supports both employee retention and consistent Client care.

“It’s been so rewarding — this career and this business is not easy by any means,” Brett said. “You are dealing with people. Sometimes it can be tough because there is a lot of unknown.”

Providing reassurance during those moments is what makes the work meaningful. “For us, being part of people’s care plan and giving that reassurance is great,” he said. “When you have those days when the family reaches back out to you, it really feels great. That’s the reason we do it.”

Growing Without Losing What Matters

Even with six territories and two office locations now in operation, the Myhres are intentional about how they approach the future.

“About a year ago, we opened another office location,” Brett said. “We now have two offices open that manage the six territories. Our focus right now, for this year especially, is to focus on providing high-quality care.”

As they look ahead, the Myhres are spending as much time improving the business they already have as they are thinking about the next territory. Growth is still on the table, but only if they can maintain the standard of care that got them this far.

“As far as long-term growth, we plan to continue expanding, but at a pace that aligns with the quality too,” Brett said. “We aren’t going to keep growing just to grow. We are going to do it the right way.”

From a single territory to six in just six years, the Myhres have built a scalable business by combining operational discipline, community trust, and a clear sense of purpose.

To find out more information steps to owning a Griswold franchise, please visit https://1851franchise.com/griswold/info.