Following a decades-long corporate career in global sourcing and green energy, Gina Lopez began considering a pivot. She wanted financial freedom, but having risen to the leadership level, any corporate career move would likely require relocation, and she was determined to stay in Greenville, South Carolina. So, she turned to franchising.
“What really triggered us to look at business ownership was that we wanted to have more control over our destiny from a financial perspective,” she said. “I had learned quite a bit about scaling businesses, making and keeping them profitable, even in tumultuous times, so I felt like I had the skills I needed to do it on a smaller business scale.”
After connecting with Happinest Brands, the parent company of Pest Hunters-Mosquito Hunters-Humbug Holiday Lighting, Lopez completed a thorough due diligence process before deciding to bring Hunters-Humbug to her community.
“We spent several months having conversations, going through due diligence — all those things,” she said. “I really liked that Happinest had a growth objective. They intended to continue to expand their brands and service offerings, so I felt like it was a good place to land.”
“At Happinest Brands, we combine decades of franchise expertise with a commitment to continuous innovation,” said Eric Martin, senior vice president of franchise development. “By leveraging technology, automation and data-driven systems, we’re helping franchisees operate more efficiently, improve customer experiences and scale smarter — while still maintaining the personal, community-focused service that defines our brands.”
Since launching, Lopez has leaned into this growth objective as a part of the larger Happinest system and within her own business, embracing new technologies, staffing strategically and taking advantage of opportunities for additional visibility where possible.
As she has grown, Lopez has taken a strategic look at where technology can step in, as well as where it absolutely shouldn’t. By staying on the cutting edge of technology, Lopez learned early on that there were tools available to help her clear the all-too-common hurdle of working in the business rather than on it.
By considering where technology can augment the business and team’s performance, rather than replacing the people themselves, Lopez has established a cost-efficient operating model for today and set the stage for long-term scalability within the business.
“I’ve leaned into automation quite a bit,” she said. “It’s a pretty good substitute for adding people for about 80% of cases. And it’s kind of a natural evolution for a business like this to integrate some of these things because it’s really how people are used to behaving now… They’re no longer making phone calls; they’re sending inquiries online. They’re used to chatbots.”
As the technology develops, Lopez is also keeping a close eye on the data it yields, using it to make smart decisions for the business.
For example, she built an AI agent that can generate 90-day cash flow forecasts and acquisition plans. She performs detailed return-on-investment analysis on additional fleet vehicles at specific revenue points to ensure her expansion is backed by real data.
“Business is a combination of taking your own knowledge and leveraging AI, and some of that is just a gut check,” she said. “For me, the AI analysis is typically confirmation of what I was thinking anyway, but with real numbers and a tangible business plan that I can look at and say, ‘Okay, am I executing to this?’”
While the tools and technology have been key to her success, Lopez’s commitment to the human element remains an important part of her strategy.
Having created a strong baseline with the Hunters-Humbug system and her own technology integration, Lopez has been able to focus even more closely on the interpersonal aspects of the business. From networking locally to contributing to a Better Homes & Gardens article, Lopez keeps her focus on the visibility and relationships that will drive the business.
“Leaning into networking and becoming an active member of the community has been so valuable for me,” she said. “Having worked in corporate America, my network was global, but this is a different network now. I’m really leaning into different business networking groups and fellow business owners to find opportunities to increase my sphere of opportunity. As the owner, you’re the face of the business, and you have to build a reputation through relationships.”
As she looks toward the future, Lopez is leveraging the three-pillar revenue model that includes mosquito control, pest control and holiday lighting. With a blend of AI-driven efficiency and a real commitment to her Greenville community, Lopez is building her business and securing her family’s future.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/mosquitohunters.
Pest Hunters - Mosquito Hunters - Humbug Holiday L
SPONSORED
Gina Lopez, owner of Hunters-Humbug of Greenville, blends executive-level data analysis with a high-touch community presence, reimagining what home service franchise leadership looks like.
Following a decades-long corporate career in global sourcing and green energy, Gina Lopez began considering a pivot. She wanted financial freedom, but having risen to the leadership level, any corporate career move would likely require relocation, and she was determined to stay in Greenville, South Carolina. So, she turned to franchising.
“What really triggered us to look at business ownership was that we wanted to have more control over our destiny from a financial perspective,” she said. “I had learned quite a bit about scaling businesses, making and keeping them profitable, even in tumultuous times, so I felt like I had the skills I needed to do it on a smaller business scale.”
After connecting with Happinest Brands, the parent company of Pest Hunters-Mosquito Hunters-Humbug Holiday Lighting, Lopez completed a thorough due diligence process before deciding to bring Hunters-Humbug to her community.
“We spent several months having conversations, going through due diligence — all those things,” she said. “I really liked that Happinest had a growth objective. They intended to continue to expand their brands and service offerings, so I felt like it was a good place to land.”
“At Happinest Brands, we combine decades of franchise expertise with a commitment to continuous innovation,” said Eric Martin, senior vice president of franchise development. “By leveraging technology, automation and data-driven systems, we’re helping franchisees operate more efficiently, improve customer experiences and scale smarter — while still maintaining the personal, community-focused service that defines our brands.”
Since launching, Lopez has leaned into this growth objective as a part of the larger Happinest system and within her own business, embracing new technologies, staffing strategically and taking advantage of opportunities for additional visibility where possible.
As she has grown, Lopez has taken a strategic look at where technology can step in, as well as where it absolutely shouldn’t. By staying on the cutting edge of technology, Lopez learned early on that there were tools available to help her clear the all-too-common hurdle of working in the business rather than on it.
By considering where technology can augment the business and team’s performance, rather than replacing the people themselves, Lopez has established a cost-efficient operating model for today and set the stage for long-term scalability within the business.
“I’ve leaned into automation quite a bit,” she said. “It’s a pretty good substitute for adding people for about 80% of cases. And it’s kind of a natural evolution for a business like this to integrate some of these things because it’s really how people are used to behaving now… They’re no longer making phone calls; they’re sending inquiries online. They’re used to chatbots.”
As the technology develops, Lopez is also keeping a close eye on the data it yields, using it to make smart decisions for the business.
For example, she built an AI agent that can generate 90-day cash flow forecasts and acquisition plans. She performs detailed return-on-investment analysis on additional fleet vehicles at specific revenue points to ensure her expansion is backed by real data.
“Business is a combination of taking your own knowledge and leveraging AI, and some of that is just a gut check,” she said. “For me, the AI analysis is typically confirmation of what I was thinking anyway, but with real numbers and a tangible business plan that I can look at and say, ‘Okay, am I executing to this?’”
While the tools and technology have been key to her success, Lopez’s commitment to the human element remains an important part of her strategy.
Having created a strong baseline with the Hunters-Humbug system and her own technology integration, Lopez has been able to focus even more closely on the interpersonal aspects of the business. From networking locally to contributing to a Better Homes & Gardens article, Lopez keeps her focus on the visibility and relationships that will drive the business.
“Leaning into networking and becoming an active member of the community has been so valuable for me,” she said. “Having worked in corporate America, my network was global, but this is a different network now. I’m really leaning into different business networking groups and fellow business owners to find opportunities to increase my sphere of opportunity. As the owner, you’re the face of the business, and you have to build a reputation through relationships.”
As she looks toward the future, Lopez is leveraging the three-pillar revenue model that includes mosquito control, pest control and holiday lighting. With a blend of AI-driven efficiency and a real commitment to her Greenville community, Lopez is building her business and securing her family’s future.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/mosquitohunters.
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