Growing a Franchise
With more than two decades in franchising and nine years as a franchisee, Opp approaches development as a partnership built on culture, transparency and fit.
Franchise Sales Leader: Nesa Opp
Brand: The Glass Guru
For Nesa Opp, franchise development has never really been about sales. After more than 24 years in franchising, including nine years as a franchise owner herself, Opp sees her role differently: as a guide helping entrepreneurs determine whether a franchise opportunity truly aligns with their goals, skills and desired lifestyle.
“I have never seen myself as a salesperson,” Opp said. “I think I’m just a guide to walk people through an investigation process and see if it’s a match.”
That philosophy has shaped a career spanning international franchise development, leadership roles and franchise ownership. Today, as director of franchise development for The Glass Guru, Opp brings that experience to a home services concept she believes stands out for its culture, support and scalability.
Opp’s introduction to franchising came almost by accident. With a background in international studies and business, she joined an international franchise organization more than two decades ago because much of its candidate base was located outside the U.S. The role aligned naturally with her education, but what kept her in franchising was the people.
“What’s exciting about franchising is just the people,” Opp said. “I’ve loved working with people from really all over the world, a lot of immigrants, but also people who have created legacy franchising businesses for their family. So, it’s about the people always.”
That people-first mindset is also why Opp pushes back against development cultures that focus too heavily on closing the deal. “At the end of the day, it’s genuinely a partnership between the franchisor and that franchisee to see if they can reach both of their goals,” she said. “If it’s not a fit, there’s another franchisor that is, or maybe franchising isn’t for them at all.”
For Opp, sustainable franchise growth follows naturally when a system prioritizes the right partners rather than simply maximizing signings.
“If you do it right and you’re focused on your people, you’re focused on your culture, you’re focused on who your candidates are, and it isn’t just about selling a franchise or hitting those numbers, your numbers are automatically just going to organically come,” she said.
Opp’s nine years as a franchise owner have given her a deeper understanding of what happens after a franchise agreement is signed. She knows the challenges that can come with building a business, particularly inside a smaller or emerging franchise system, and that experience informs the expectations she sets with candidates today.
“I’ve been a franchisee as well for nine years … and can understand the plight and the hardship and the struggle,” Opp said. “I understand it from both angles.”
That perspective also influences what she encourages candidates to evaluate during due diligence. Financials matter, but Opp believes prospective owners sometimes underestimate the importance of understanding their actual day-to-day role.
“What you do day to day is what you’re doing for the rest of that term of your agreement,” she said. “What are you doing day to day? And are you going to enjoy it? Is it something that will really bring you to a place where you do feel fulfilled?”
For Opp, franchise ownership should make sense both financially and personally.
“It’s not worth it if you’re not fulfilled, not just financially, but also from your day-to-day experience,” she said.
One of the main factors that stood out to Opp about The Glass Guru was the level of centralized support available to franchise owners, particularly around marketing. She said corporate marketing can generate a significant share of local leads, with the remainder coming through networking and relationship-building by the franchisee.
“[There’s a lot of] anxiety around, ‘Now I have to be a marketer. I’ve never even marketed,’” Opp said. “To be able to come in and have those processes outlined, the support systems outlined, but the biggest thing, the marketing where your phone’s ringing the first day, I think is quite extraordinary.”
That support is particularly valuable for first-time business owners who are suddenly responsible for sales, staffing, accounting, marketing and operations. It also reinforces one of Opp’s core beliefs about franchising: A strong system should help entrepreneurs focus their energy on execution rather than forcing them to reinvent every function of the business from scratch.
Ultimately, Opp’s role at The Glass Guru brings together the two perspectives that have defined her career: helping franchisors grow and understanding what franchisees actually experience.
She says that alignment between the corporate team and its operators is one of the reasons she feels so confident representing the opportunity.
“I personally think, from vetting hundreds of franchisors, this is probably one of the best concepts I’ve ever represented,” Opp said.
For Opp, however, the objective remains less about convincing someone to buy and more about helping them make an informed decision. She wants candidates to understand the economics, culture, support and day-to-day realities of the business and then decide whether the partnership makes sense.
“I like to be more of a person that’s just ushering people through a process,” she said.
After more than two decades in franchise development, that remains the foundation of Opp’s approach: Put the right people with the right opportunity, set honest expectations and let sustainable growth follow.
Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit www.1851growthclub.com and start your journey.
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