Former Walmart District Manager Revitalizes Filta Franchise by Doubling Growth in Two Years

John Page, a former Walmart district manager, embraced the challenge of starting a franchise and has been rewarded with rapid growth over two years. Taking over an existing location of a Filta Environmental Kitchen Solutions (Filta) franchise came with its own set of obstacles, but was easier than launching the business from scratch. Despite the hurdles, Page’s hard work and strategic thinking have helped his business grow and thrive.

1851 Franchise spoke with Page about what it was really like to buy and run a franchise. From unexpected delays in getting financing to the need for upgrading old equipment, his experience highlights the importance of persistence and hands-on management. 

For those looking to start a franchise, Page’s story offers useful advice on the importance of being self-sufficient and building strong community relationships. 

1851 Franchise: Can you talk about your opening process? Did you open sooner than you thought you would? Did it go quicker or slower than you anticipated?

John Page: So I bought an existing franchise where the previous owner was struggling a bit in his personal life and wasn't really growing the business. My story isn't the typical franchise journey. Overall, it took longer than anticipated to get closed, mostly due to the lending side of things. I went through a lengthy vetting process, regardless of credit or assets. That part took much longer than anticipated. On Filta’s side, the timelines pretty much matched what they said. If they sent me something and I sent the paperwork back promptly, they met their deadlines. So, that part went as planned.

1851: What did you do before franchising to prepare for small business ownership?

Page: I spent 26 years running Walmart Supercenters, managing markets and overseeing regions for Walmart. I was responsible for all aspects of operations.

1851: What were the biggest hurdles to jump to get open, in terms of training, technology, etc.?

Page: None of it was particularly difficult as Filta provided all the necessary training and resources needed to effectively open the business. However, I needed to upgrade the existing technology and infrastructure. When I bought the business, the trucks and equipment needed service. The most difficult thing was ensuring I had the resources to provide new, working tools for my team to be successful.

1851: What would you advise other franchisees to look out for when opening a franchise?

Page: This applies to any franchise, not just Filta. The franchisor owes you nothing beyond what's in your initial agreement. If you want your business to grow, you have to be the one driving it. If you want to upgrade your workforce or equipment, that's on you. Knowing this ahead of time is crucial. Anything additional the franchisor provides is just a bonus. You’re the one calling the shots and pulling the levers, so make sure that’s what you want. It can be very fulfilling, but if you need hand-holding, this isn’t the right spot for you.

1851: Did you work on any client or lead generation before opening the doors?

Page: No, because I was buying an existing business. Before closing, I went on as many ride-alongs with the previous owner as possible and met as many clients as I could. I spent my first 90 days shoring up those relationships, repairing any burnt bridges and understanding their real needs. By doing this, we've almost doubled our business in the last 24 months.

1851: How did you get the word out in the community once you took over?

Page: We relied on building relationships and asking executive chefs or directors for referrals. We’ve been growing organically through these relationships.

1851: What has been the best part of becoming a Filta franchisee?

Page: The best part is that I no longer have to answer to anyone except myself and my clients. In the corporate world, I had to answer to district managers, regional managers, divisional managers, CEOs, shareholders, customers, vendors and business partners. Now, I only answer to myself and my clients, which is a nice change.

1851: Do you have any growth plans?

Page: I have a lot of plans, but it's usually a matter of having the capital to pull them off. Right now, we're focused on expanding our FiltaClean program and developing a quarterly cleaning regimen for all our current clients. If we get it right, it could account for about 30% of our business, and most of that would be growth.

About Filta Environmental Kitchen Solutions

Since its inception in 1996, Filta has positioned itself as the pioneering leader of active fryer management and environmental kitchen sustainability across the food and hospitality industries. Brought to North America in 2002 as a franchise concept, Filta is part of United Kingdom-based Franchise Brands (AIM: FRAN). The cornerstone of the company’s offering is FiltaFry, the complete fryer management service incorporating on-site micro-filtration as well as the removal, recycling, and replacement of cooking oil. Furthermore, the brand provides humidity control in cold storage through FiltaCool, prevents drain blockage through its FOG fighting service brand FiltaDrain, and uses steam to sanitize kitchens with FiltaClean.. Visit www.gofilta.com for more information and www.gofilta.com/franchise for franchise development opportunities.