Matt Cook, Director of Business Development at HomeTeam Inspection Service, found his path to franchising after serving in the U.S. Marine Corps and working in manufacturing and sales. Transitioning into a sales role broadened his opportunities to better support his family financially, eventually leading him to join the family business, HomeTeam, where everything came together.

Since joining HomeTeam in 2017 within the Franchise Development Department, Cook has risen to a leadership position. His daily focus is on streamlining operations and driving business development efforts across the nation. In this role, he’s committed to supporting franchise owners, helping them take control of their future and empowering them to build something valuable for their families.

1851 Franchise spoke with Cook to learn more about his story, as well as to learn about some common mistakes he sees franchisors making in today’s industry.

A transcript of Cook’s interview with 1851 has been provided below. It has been edited for clarity, brevity and style.

1851 Franchise: Tell us about your brand.

Matt Cook: HomeTeam has been franchising for over 30 years and provides the highest quality customer service and experience the industry has to offer. We use a team approach on every inspection, which allows us to do inspections in an average of 90 minutes or less, subsequently allowing our teams to do multiple inspections per day. Our model is centered around our owners building something bigger than themselves.

1851: How did you get into franchising? 

Cook: HomeTeam is actually a family company for me. My father-in-law started HomeTeam in 1992, and I started dating his daughter in the mid-2000s. In some ways, I’ve been around HomeTeam for almost 20 years. Prior to coming to HomeTeam, I was a Regional Sales Manager in the wide-format printing industry. In late 2017, the President of HomeTeam reached out to me about a sales opportunity within the company. 

At that time, I had a conversation with my father-in-law, very similar to the ones we have with our owners. That discussion completely shifted my perspective from thinking like an employee to adopting a more business-focused mindset. He helped me understand that every hour spent away from my family should be viewed as an investment in our family's future. Even if I earned less working for HomeTeam, the long-term impact I could have on the next generation would far surpass any temporary income I might make elsewhere.

1851: Did you always intend to work in sales and business development?

Cook: No. Right after high school, I joined the Marine Corps, where I held a variety of roles — truck driving, combat operations, medical work and more. But when I left the military, I quickly realized that the U.S. government doesn’t necessarily prepare you for success the way they claim. I transitioned out without a degree and with few transferable skills. That lack of direction is a big reason why I’m so passionate today about helping veterans pursue entrepreneurship.

I soon realized that I needed to make a change. I was earning $12 an hour in manufacturing, supporting a one-income household with two young babies. That’s when it hit me: if I went into sales, the harder I worked, the more I could earn. Knowing I had the work ethic, I transitioned into sales in the printing industry, where I spent three years before joining HomeTeam.

1851: Are there any keys to consistent franchise growth? 

Cook: The words that come to mind are “discipline” and “stability.” These apply not only to our franchise owners but also to our internal staff. We consistently coach our franchisees to take full ownership of their situations and avoid making excuses. Discipline — doing what needs to be done, even when it’s difficult — is crucial. Stability is equally important. Whether you're a franchise owner or part of the home office, you can't constantly change your business practices based on fleeting trends. We know what works and how to achieve our goals, so staying disciplined leads to steady growth.

When you take ownership of your life, work and home, everything else falls into place. This mindset has resonated with our franchise owners, which is why nearly 70% of them have seen revenue growth this year, while much of the industry has remained relatively flat.

1851: What are the biggest hurdles to successful franchise growth right now? 

Cook: For us, it's the real estate economy. The housing inventory is not nearly as robust as it was just a few years ago. No one is talking about it, but this is currently one of the most difficult real estate markets this country has seen in decades. The biggest hurdle for our owners right now is fear. I call them limiting beliefs. When the economy is uncertain, an election is looming and you’re feeling financial pressure personally, it is easy to become afraid. When, in reality, you must charge into that storm of fear and make your business decisions on principle, not emotion.

I talk to our owners, and our staff, about “limiting beliefs” a lot. There may be some shred of validity to the evidence that drives your fear, but you always have the ability and tools at your disposal to overcome it. The reality in 2024 is that HomeTeam is the biggest brand in the home inspection industry, yet we only have 1.5% market share. That means we could double our current business and still only capture approximately 3% of the market. The opportunity available to our owners is not the concern; the limiting beliefs are.

1851: Are there any common mistakes you see franchisors making when trying to grow? 

Cook: Absolutely. A common mistake I see is franchisors selling franchises to anyone who shows interest. While franchising is profitable and enables rapid growth, it often leads to poor decisions driven by the desire for quick financial gains. Many franchisors focus on selling a large number of franchises, compromising the quality of their franchisees.

At HomeTeam, our profit comes solely from a tiered 6% royalty that decreases to 4% as revenue grows, encouraging owners to reinvest in their business rather than paying us more.

The key issue for many brands is prioritizing the number of franchises sold over the quality of the franchisees. Setting growth targets based solely on financial goals is a mistake. Instead, franchisors should focus on how many new owners they can genuinely support with full commitment from the home office.

Growing too quickly with too many franchisees can be a major pitfall. Franchisors often overlook that each franchise represents a family whose future is shaped by their decisions.

1851: What is your number one goal at the moment?

Cook: I've spoken a lot about fear, and right now my main focus with both our staff and franchise owners is helping them understand that what truly matters is how they respond. Whether it’s an economic shift, a natural disaster, or any other challenge, they have control over their reactions. Many people react emotionally and quickly, but when you can manage that and prevent fear from driving your decisions, it allows you to grow your business. My goal is to help our owners build mental resilience so they feel more in control of their own success.

Every great franchisee had help buying a franchise. Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit www.1851growthclub.com and start your journey.