• Mold Medics

  • EXECUTIVE Q&A

As the emerging mold treatment brand establishes new franchise units, Swackhammer shares insights from his experience as both CEO and franchisee.

Tim Swackhammer has taken franchise ownership to new heights during his time as CEO for Mold Medics. His past and present duties as a franchisee give him a grounded approach for executive leadership, all while developing key insights the brand needs to succeed.

As Mold Medics continues to push the limits of quality mold service, Swackhammer is adjusting and fine-tuning the executive strategy of the brand with direct insights, ensuring the needs of each franchisee are met with immediate feedback.

It’s difficult for any brand to develop the hands-on approach that Swackhammer has with his company. He sat down with 1851 Franchise to discuss the impact the brand continues to make, and how the brand is bringing premier treatment to consumers and franchises alike.

1851 Franchise: What void does Mold Medics fill? 

Tim Swackhammer: We have found that our industry is highly fragmented, and nobody in our field is committed to improving quality like a consumer is truly looking for. We focus on mold remediation and mold removal, but our comprehensive service with air duct cleaning, mold testing and environmental testing is something that has drawn in all sorts of business opportunities. We’ve even added radon testing to our regime, which is something that has shown a lot of potential for both consumers and franchises alike.

We’re looking to fill the void between service provider and consumer, all without the standard restrictions of insurance adjusters. For a truly comprehensive consumer treatment, we feel it’s essential that a brand exists that can fill all of these consumer needs.

1851: What is your vision that you want your brand to fulfill, realistically or ideal state?

Swackhammer: We have a goal to fulfill the needs of our franchisees just as much as the needs of our clients. Our brand holds a lot of lifestyle advantages, and it is far from a 24/7 business; it’s a company that allows franchisees the freedom to live their life and dedicate their time to the things that matter the most. Our plan as a franchisor is to market ourselves as a flexible brand, and one that puts the well-being of our franchisees first.

1851: What was missing in the space of this brand before? 

Swackhammer: There really wasn’t an existing service provider that could provide all of the in-house treatment that we do now. This was causing a lot of people to have to reach out to multiple companies in order to get the attention they were looking for, and it was just as hard to coordinate insurance figures with so much outreach needed.

If a client had underlying health issues and needed a full-service treatment, they would often have to make all of these phone calls or risk going without the attention they needed and deserved. This was a prime reason our brand decided to enter this industry, because there were people who truly needed help and were unable to find it like they needed.

1851: What is the brand doing well right now?

Swackhammer: We feature a low-overhead investment model and a franchise model that can open for business within 60 days of signing. This is something that we’ve seen many franchisees catch on quickly with, and it goes to show how an ambitious franchisee can quickly find what they are looking for under our brand. It took a lot of attention to detail in order for us to even generate that 60-day turnaround, and it’s shown franchisees that we’re clear, concise and committed to their needs.

1851: What are your growth goals? 

Swackhammer: We’re hoping to take on 10 additional franchisees by the end of 2022. We’ve made adjustments to our Franchise Disclosure Documents, we’ve revised our advertising strategy and we’ve already engaged with broker networks to ensure we’re on the right track for all this industry has to offer. Our plan is to generate more business and lock down our investment figures even further, ensuring that our margins are in line with the exact specifications of particular markets and franchise footprints. We’ve seen a lot of success in planning for territory sizes of around 300,000 people, and we’re eager to throw ourselves into those markets.

1851: What were some learning opportunities that the brand has leveraged to get where it is now?

Swackhammer: When I started in the industry, I started as the ‘man in the van’ who was working out the kinks on the ground level. I am still working as a franchisee in addition to my corporate duties, but those initial experiences were filled with learning opportunities that had a direct impact on the franchise model we now have in place. We were able to leverage a streamlined training process as we continued to encounter new strategies and outcomes for our services, and we’ve been able to foster a hands-on approach to our business because we haven’t been afraid to get our hands dirty on the executive level. This has allowed us to see sustained growth and to learn in ways we wouldn’t be able to if we were simply working as overseers.

1851: What does an ideal franchisee look like?

Swackhammer: We offer a service that is truly open to any kind of franchisee, as long as they are committed to their craft and have a spirit of helping others. We’ve seen people with blue or white collar backgrounds have success under our business model, and our training process is designed to be picked up quickly by all kinds of people.

Self-starters are the ideal franchisees that our brand is looking for; if somebody is looking to get started on their own and find a profession where they don’t have to make somebody else's money, this is an opportunity that fits their exact needs.

For more information on franchising with Mold Medics, visit https://www.moldmedics.com/franchising.

MAKE IT TREND
MORE BRAND INFO
  • NAME

    Mold Medics

  • NO. OF UNITS CURRENTLY OPEN:

    2

  • start-up costs

    $83,049-$158,999

  • FRANCHISE FEE:

    $29,999

INQUIRE ABOUT SERVICES
  • Mold Medics

  • EXECUTIVE Q&A

As the emerging mold treatment brand establishes new franchise units, Swackhammer shares insights from his experience as both CEO and franchisee.

Tim Swackhammer has taken franchise ownership to new heights during his time as CEO for Mold Medics. His past and present duties as a franchisee give him a grounded approach for executive leadership, all while developing key insights the brand needs to succeed.

As Mold Medics continues to push the limits of quality mold service, Swackhammer is adjusting and fine-tuning the executive strategy of the brand with direct insights, ensuring the needs of each franchisee are met with immediate feedback.

It’s difficult for any brand to develop the hands-on approach that Swackhammer has with his company. He sat down with 1851 Franchise to discuss the impact the brand continues to make, and how the brand is bringing premier treatment to consumers and franchises alike.

1851 Franchise: What void does Mold Medics fill? 

Tim Swackhammer: We have found that our industry is highly fragmented, and nobody in our field is committed to improving quality like a consumer is truly looking for. We focus on mold remediation and mold removal, but our comprehensive service with air duct cleaning, mold testing and environmental testing is something that has drawn in all sorts of business opportunities. We’ve even added radon testing to our regime, which is something that has shown a lot of potential for both consumers and franchises alike.

We’re looking to fill the void between service provider and consumer, all without the standard restrictions of insurance adjusters. For a truly comprehensive consumer treatment, we feel it’s essential that a brand exists that can fill all of these consumer needs.

1851: What is your vision that you want your brand to fulfill, realistically or ideal state?

Swackhammer: We have a goal to fulfill the needs of our franchisees just as much as the needs of our clients. Our brand holds a lot of lifestyle advantages, and it is far from a 24/7 business; it’s a company that allows franchisees the freedom to live their life and dedicate their time to the things that matter the most. Our plan as a franchisor is to market ourselves as a flexible brand, and one that puts the well-being of our franchisees first.

1851: What was missing in the space of this brand before? 

Swackhammer: There really wasn’t an existing service provider that could provide all of the in-house treatment that we do now. This was causing a lot of people to have to reach out to multiple companies in order to get the attention they were looking for, and it was just as hard to coordinate insurance figures with so much outreach needed.

If a client had underlying health issues and needed a full-service treatment, they would often have to make all of these phone calls or risk going without the attention they needed and deserved. This was a prime reason our brand decided to enter this industry, because there were people who truly needed help and were unable to find it like they needed.

1851: What is the brand doing well right now?

Swackhammer: We feature a low-overhead investment model and a franchise model that can open for business within 60 days of signing. This is something that we’ve seen many franchisees catch on quickly with, and it goes to show how an ambitious franchisee can quickly find what they are looking for under our brand. It took a lot of attention to detail in order for us to even generate that 60-day turnaround, and it’s shown franchisees that we’re clear, concise and committed to their needs.

1851: What are your growth goals? 

Swackhammer: We’re hoping to take on 10 additional franchisees by the end of 2022. We’ve made adjustments to our Franchise Disclosure Documents, we’ve revised our advertising strategy and we’ve already engaged with broker networks to ensure we’re on the right track for all this industry has to offer. Our plan is to generate more business and lock down our investment figures even further, ensuring that our margins are in line with the exact specifications of particular markets and franchise footprints. We’ve seen a lot of success in planning for territory sizes of around 300,000 people, and we’re eager to throw ourselves into those markets.

1851: What were some learning opportunities that the brand has leveraged to get where it is now?

Swackhammer: When I started in the industry, I started as the ‘man in the van’ who was working out the kinks on the ground level. I am still working as a franchisee in addition to my corporate duties, but those initial experiences were filled with learning opportunities that had a direct impact on the franchise model we now have in place. We were able to leverage a streamlined training process as we continued to encounter new strategies and outcomes for our services, and we’ve been able to foster a hands-on approach to our business because we haven’t been afraid to get our hands dirty on the executive level. This has allowed us to see sustained growth and to learn in ways we wouldn’t be able to if we were simply working as overseers.

1851: What does an ideal franchisee look like?

Swackhammer: We offer a service that is truly open to any kind of franchisee, as long as they are committed to their craft and have a spirit of helping others. We’ve seen people with blue or white collar backgrounds have success under our business model, and our training process is designed to be picked up quickly by all kinds of people.

Self-starters are the ideal franchisees that our brand is looking for; if somebody is looking to get started on their own and find a profession where they don’t have to make somebody else's money, this is an opportunity that fits their exact needs.

For more information on franchising with Mold Medics, visit https://www.moldmedics.com/franchising.

MAKE IT TREND
MORE BRAND INFO
  • NAME

    Mold Medics

  • NO. OF UNITS CURRENTLY OPEN:

    2

  • start-up costs

    $83,049-$158,999

  • FRANCHISE FEE:

    $29,999

INQUIRE ABOUT SERVICES
  • Mold Medics

  • EXECUTIVE Q&A

As the emerging mold treatment brand establishes new franchise units, Swackhammer shares insights from his experience as both CEO and franchisee.

Tim Swackhammer has taken franchise ownership to new heights during his time as CEO for Mold Medics. His past and present duties as a franchisee give him a grounded approach for executive leadership, all while developing key insights the brand needs to succeed.

As Mold Medics continues to push the limits of quality mold service, Swackhammer is adjusting and fine-tuning the executive strategy of the brand with direct insights, ensuring the needs of each franchisee are met with immediate feedback.

It’s difficult for any brand to develop the hands-on approach that Swackhammer has with his company. He sat down with 1851 Franchise to discuss the impact the brand continues to make, and how the brand is bringing premier treatment to consumers and franchises alike.

1851 Franchise: What void does Mold Medics fill? 

Tim Swackhammer: We have found that our industry is highly fragmented, and nobody in our field is committed to improving quality like a consumer is truly looking for. We focus on mold remediation and mold removal, but our comprehensive service with air duct cleaning, mold testing and environmental testing is something that has drawn in all sorts of business opportunities. We’ve even added radon testing to our regime, which is something that has shown a lot of potential for both consumers and franchises alike.

We’re looking to fill the void between service provider and consumer, all without the standard restrictions of insurance adjusters. For a truly comprehensive consumer treatment, we feel it’s essential that a brand exists that can fill all of these consumer needs.

1851: What is your vision that you want your brand to fulfill, realistically or ideal state?

Swackhammer: We have a goal to fulfill the needs of our franchisees just as much as the needs of our clients. Our brand holds a lot of lifestyle advantages, and it is far from a 24/7 business; it’s a company that allows franchisees the freedom to live their life and dedicate their time to the things that matter the most. Our plan as a franchisor is to market ourselves as a flexible brand, and one that puts the well-being of our franchisees first.

1851: What was missing in the space of this brand before? 

Swackhammer: There really wasn’t an existing service provider that could provide all of the in-house treatment that we do now. This was causing a lot of people to have to reach out to multiple companies in order to get the attention they were looking for, and it was just as hard to coordinate insurance figures with so much outreach needed.

If a client had underlying health issues and needed a full-service treatment, they would often have to make all of these phone calls or risk going without the attention they needed and deserved. This was a prime reason our brand decided to enter this industry, because there were people who truly needed help and were unable to find it like they needed.

1851: What is the brand doing well right now?

Swackhammer: We feature a low-overhead investment model and a franchise model that can open for business within 60 days of signing. This is something that we’ve seen many franchisees catch on quickly with, and it goes to show how an ambitious franchisee can quickly find what they are looking for under our brand. It took a lot of attention to detail in order for us to even generate that 60-day turnaround, and it’s shown franchisees that we’re clear, concise and committed to their needs.

1851: What are your growth goals? 

Swackhammer: We’re hoping to take on 10 additional franchisees by the end of 2022. We’ve made adjustments to our Franchise Disclosure Documents, we’ve revised our advertising strategy and we’ve already engaged with broker networks to ensure we’re on the right track for all this industry has to offer. Our plan is to generate more business and lock down our investment figures even further, ensuring that our margins are in line with the exact specifications of particular markets and franchise footprints. We’ve seen a lot of success in planning for territory sizes of around 300,000 people, and we’re eager to throw ourselves into those markets.

1851: What were some learning opportunities that the brand has leveraged to get where it is now?

Swackhammer: When I started in the industry, I started as the ‘man in the van’ who was working out the kinks on the ground level. I am still working as a franchisee in addition to my corporate duties, but those initial experiences were filled with learning opportunities that had a direct impact on the franchise model we now have in place. We were able to leverage a streamlined training process as we continued to encounter new strategies and outcomes for our services, and we’ve been able to foster a hands-on approach to our business because we haven’t been afraid to get our hands dirty on the executive level. This has allowed us to see sustained growth and to learn in ways we wouldn’t be able to if we were simply working as overseers.

1851: What does an ideal franchisee look like?

Swackhammer: We offer a service that is truly open to any kind of franchisee, as long as they are committed to their craft and have a spirit of helping others. We’ve seen people with blue or white collar backgrounds have success under our business model, and our training process is designed to be picked up quickly by all kinds of people.

Self-starters are the ideal franchisees that our brand is looking for; if somebody is looking to get started on their own and find a profession where they don’t have to make somebody else's money, this is an opportunity that fits their exact needs.

For more information on franchising with Mold Medics, visit https://www.moldmedics.com/franchising.

MAKE IT TREND
MORE BRAND INFO
  • NAME

    Mold Medics

  • NO. OF UNITS CURRENTLY OPEN:

    2

  • start-up costs

    $83,049-$158,999

  • FRANCHISE FEE:

    $29,999

INQUIRE ABOUT SERVICES
  • Mold Medics

  • EXECUTIVE Q&A

As the emerging mold treatment brand establishes new franchise units, Swackhammer shares insights from his experience as both CEO and franchisee.

Tim Swackhammer has taken franchise ownership to new heights during his time as CEO for Mold Medics. His past and present duties as a franchisee give him a grounded approach for executive leadership, all while developing key insights the brand needs to succeed.

As Mold Medics continues to push the limits of quality mold service, Swackhammer is adjusting and fine-tuning the executive strategy of the brand with direct insights, ensuring the needs of each franchisee are met with immediate feedback.

It’s difficult for any brand to develop the hands-on approach that Swackhammer has with his company. He sat down with 1851 Franchise to discuss the impact the brand continues to make, and how the brand is bringing premier treatment to consumers and franchises alike.

1851 Franchise: What void does Mold Medics fill? 

Tim Swackhammer: We have found that our industry is highly fragmented, and nobody in our field is committed to improving quality like a consumer is truly looking for. We focus on mold remediation and mold removal, but our comprehensive service with air duct cleaning, mold testing and environmental testing is something that has drawn in all sorts of business opportunities. We’ve even added radon testing to our regime, which is something that has shown a lot of potential for both consumers and franchises alike.

We’re looking to fill the void between service provider and consumer, all without the standard restrictions of insurance adjusters. For a truly comprehensive consumer treatment, we feel it’s essential that a brand exists that can fill all of these consumer needs.

1851: What is your vision that you want your brand to fulfill, realistically or ideal state?

Swackhammer: We have a goal to fulfill the needs of our franchisees just as much as the needs of our clients. Our brand holds a lot of lifestyle advantages, and it is far from a 24/7 business; it’s a company that allows franchisees the freedom to live their life and dedicate their time to the things that matter the most. Our plan as a franchisor is to market ourselves as a flexible brand, and one that puts the well-being of our franchisees first.

1851: What was missing in the space of this brand before? 

Swackhammer: There really wasn’t an existing service provider that could provide all of the in-house treatment that we do now. This was causing a lot of people to have to reach out to multiple companies in order to get the attention they were looking for, and it was just as hard to coordinate insurance figures with so much outreach needed.

If a client had underlying health issues and needed a full-service treatment, they would often have to make all of these phone calls or risk going without the attention they needed and deserved. This was a prime reason our brand decided to enter this industry, because there were people who truly needed help and were unable to find it like they needed.

1851: What is the brand doing well right now?

Swackhammer: We feature a low-overhead investment model and a franchise model that can open for business within 60 days of signing. This is something that we’ve seen many franchisees catch on quickly with, and it goes to show how an ambitious franchisee can quickly find what they are looking for under our brand. It took a lot of attention to detail in order for us to even generate that 60-day turnaround, and it’s shown franchisees that we’re clear, concise and committed to their needs.

1851: What are your growth goals? 

Swackhammer: We’re hoping to take on 10 additional franchisees by the end of 2022. We’ve made adjustments to our Franchise Disclosure Documents, we’ve revised our advertising strategy and we’ve already engaged with broker networks to ensure we’re on the right track for all this industry has to offer. Our plan is to generate more business and lock down our investment figures even further, ensuring that our margins are in line with the exact specifications of particular markets and franchise footprints. We’ve seen a lot of success in planning for territory sizes of around 300,000 people, and we’re eager to throw ourselves into those markets.

1851: What were some learning opportunities that the brand has leveraged to get where it is now?

Swackhammer: When I started in the industry, I started as the ‘man in the van’ who was working out the kinks on the ground level. I am still working as a franchisee in addition to my corporate duties, but those initial experiences were filled with learning opportunities that had a direct impact on the franchise model we now have in place. We were able to leverage a streamlined training process as we continued to encounter new strategies and outcomes for our services, and we’ve been able to foster a hands-on approach to our business because we haven’t been afraid to get our hands dirty on the executive level. This has allowed us to see sustained growth and to learn in ways we wouldn’t be able to if we were simply working as overseers.

1851: What does an ideal franchisee look like?

Swackhammer: We offer a service that is truly open to any kind of franchisee, as long as they are committed to their craft and have a spirit of helping others. We’ve seen people with blue or white collar backgrounds have success under our business model, and our training process is designed to be picked up quickly by all kinds of people.

Self-starters are the ideal franchisees that our brand is looking for; if somebody is looking to get started on their own and find a profession where they don’t have to make somebody else's money, this is an opportunity that fits their exact needs.

For more information on franchising with Mold Medics, visit https://www.moldmedics.com/franchising.

MAKE IT TREND
MORE BRAND INFO
  • NAME

    Mold Medics

  • NO. OF UNITS CURRENTLY OPEN:

    2

  • start-up costs

    $83,049-$158,999

  • FRANCHISE FEE:

    $29,999

INQUIRE ABOUT SERVICES
  • Mold Medics

  • EXECUTIVE Q&A

As the emerging mold treatment brand establishes new franchise units, Swackhammer shares insights from his experience as both CEO and franchisee.

Tim Swackhammer has taken franchise ownership to new heights during his time as CEO for Mold Medics. His past and present duties as a franchisee give him a grounded approach for executive leadership, all while developing key insights the brand needs to succeed.

As Mold Medics continues to push the limits of quality mold service, Swackhammer is adjusting and fine-tuning the executive strategy of the brand with direct insights, ensuring the needs of each franchisee are met with immediate feedback.

It’s difficult for any brand to develop the hands-on approach that Swackhammer has with his company. He sat down with 1851 Franchise to discuss the impact the brand continues to make, and how the brand is bringing premier treatment to consumers and franchises alike.

1851 Franchise: What void does Mold Medics fill? 

Tim Swackhammer: We have found that our industry is highly fragmented, and nobody in our field is committed to improving quality like a consumer is truly looking for. We focus on mold remediation and mold removal, but our comprehensive service with air duct cleaning, mold testing and environmental testing is something that has drawn in all sorts of business opportunities. We’ve even added radon testing to our regime, which is something that has shown a lot of potential for both consumers and franchises alike.

We’re looking to fill the void between service provider and consumer, all without the standard restrictions of insurance adjusters. For a truly comprehensive consumer treatment, we feel it’s essential that a brand exists that can fill all of these consumer needs.

1851: What is your vision that you want your brand to fulfill, realistically or ideal state?

Swackhammer: We have a goal to fulfill the needs of our franchisees just as much as the needs of our clients. Our brand holds a lot of lifestyle advantages, and it is far from a 24/7 business; it’s a company that allows franchisees the freedom to live their life and dedicate their time to the things that matter the most. Our plan as a franchisor is to market ourselves as a flexible brand, and one that puts the well-being of our franchisees first.

1851: What was missing in the space of this brand before? 

Swackhammer: There really wasn’t an existing service provider that could provide all of the in-house treatment that we do now. This was causing a lot of people to have to reach out to multiple companies in order to get the attention they were looking for, and it was just as hard to coordinate insurance figures with so much outreach needed.

If a client had underlying health issues and needed a full-service treatment, they would often have to make all of these phone calls or risk going without the attention they needed and deserved. This was a prime reason our brand decided to enter this industry, because there were people who truly needed help and were unable to find it like they needed.

1851: What is the brand doing well right now?

Swackhammer: We feature a low-overhead investment model and a franchise model that can open for business within 60 days of signing. This is something that we’ve seen many franchisees catch on quickly with, and it goes to show how an ambitious franchisee can quickly find what they are looking for under our brand. It took a lot of attention to detail in order for us to even generate that 60-day turnaround, and it’s shown franchisees that we’re clear, concise and committed to their needs.

1851: What are your growth goals? 

Swackhammer: We’re hoping to take on 10 additional franchisees by the end of 2022. We’ve made adjustments to our Franchise Disclosure Documents, we’ve revised our advertising strategy and we’ve already engaged with broker networks to ensure we’re on the right track for all this industry has to offer. Our plan is to generate more business and lock down our investment figures even further, ensuring that our margins are in line with the exact specifications of particular markets and franchise footprints. We’ve seen a lot of success in planning for territory sizes of around 300,000 people, and we’re eager to throw ourselves into those markets.

1851: What were some learning opportunities that the brand has leveraged to get where it is now?

Swackhammer: When I started in the industry, I started as the ‘man in the van’ who was working out the kinks on the ground level. I am still working as a franchisee in addition to my corporate duties, but those initial experiences were filled with learning opportunities that had a direct impact on the franchise model we now have in place. We were able to leverage a streamlined training process as we continued to encounter new strategies and outcomes for our services, and we’ve been able to foster a hands-on approach to our business because we haven’t been afraid to get our hands dirty on the executive level. This has allowed us to see sustained growth and to learn in ways we wouldn’t be able to if we were simply working as overseers.

1851: What does an ideal franchisee look like?

Swackhammer: We offer a service that is truly open to any kind of franchisee, as long as they are committed to their craft and have a spirit of helping others. We’ve seen people with blue or white collar backgrounds have success under our business model, and our training process is designed to be picked up quickly by all kinds of people.

Self-starters are the ideal franchisees that our brand is looking for; if somebody is looking to get started on their own and find a profession where they don’t have to make somebody else's money, this is an opportunity that fits their exact needs.

For more information on franchising with Mold Medics, visit https://www.moldmedics.com/franchising.

MAKE IT TREND
MORE BRAND INFO
  • NAME

    Mold Medics

  • NO. OF UNITS CURRENTLY OPEN:

    2

  • start-up costs

    $83,049-$158,999

  • FRANCHISE FEE:

    $29,999

INQUIRE ABOUT SERVICES