For new TruBlue Home Service Ally owners, the journey starts with a strong foundation of training and support. Before the first job is booked, TruBlue’s onboarding process ensures franchisees feel confident and equipped to launch.
For Michael Smith and Jodi Phillips, owners of TruBlue of Culpeper in Virginia, that process began as soon as they signed their franchise agreement.
“We spent a week in the in-person training session and that was very informative and helpful,” Jodi said. “There were also multiple calls twice a week, and we felt it was very important to go through those things independently. We both got different things from each section. There was a lot of coaching and support to get things set up.”
With her background as a licensed physical therapist assistant, Jodi was looking for a concept that aligned with her experience. “The addition of the senior and aging in place services really sealed the deal for us,” she said. “It seemed like an obvious choice.”
For Michael, who spent years in federal investigation work and grew up around construction, the decision was about combining skill and purpose.
“The aging population is going to be huge and there isn’t much out there helping,” he said. “We like to help people on a personal level, and TruBlue gives us a way to do that.”
The pair purchased their franchise in May, completed training and onboarding in June, and officially launched operations in July. “We had our soft launch in June, reaching out to friends, family and neighbors,” Michael said. “That gave us time to test everything before our official opening.”
They funded their business through a 401(k) rollover (ROBS), a common financing path for new TruBlue owners. “It was the right move for us,” Michael said. “We’ve far exceeded expectations in our first four months.”
Once open, the first 90 days are all about momentum, building the right crew, booking early jobs, and becoming a known presence in the community.
For Miles and Cassondra Bottoms, who own TruBlue of Denver West in Colorado, the early months were a whirlwind.
“It’s a lot of hours, around 60 a week,” Cassondra said. “We’re getting used to our processes, drinking from the fire hose. But we’ve been very conscious about doing things the right way.”
The Bottoms quickly learned that hiring strategically would be key to growth. “We’ve already hired an assistant,” Cassondra said. “Some people don’t think it’s a value they can afford, but we realized we couldn’t afford not to have someone helping us. It freed us to go out and sell more business.”
Miles agrees that building a reliable team is step one. “There’s a big misconception that you open the business and are immediately out there running,” he said. “Initially, it’s all about getting a team you can sell, one you’re confident can deliver what you promise. Once you dial that in, everything else follows.”
Their daily routine became a balance of scheduling, quoting, job management and relationship-building. “You have to know what a successful day looks like,” Miles said. “Otherwise you’ll just bury yourself. It’s about prioritizing and adjusting.”
As operations stabilize, TruBlue owners begin shifting focus toward relationship-driven marketing, the backbone of long-term success.
Cassondra and Miles discovered that local engagement pays off quickly. “We’ve been really intentional about being part of the community,” Cassondra said. “Whether it’s going to a gala, sponsoring a silent auction or joining the Chamber of Commerce, we’ve made those connections a weekly priority. The payoff is real. We’re already seeing organic leads come in.”
By taking estimating off her plate and focusing on relationship-building, Cassondra found they could grow more efficiently. “We want to be a vendor of choice,” she said. “If we can work with the VPs of operations in our community, we know that will lead to recurring business.”
For Michael and Jodi, TruBlue’s national marketing systems and partnerships provided a strong boost early on.
“The franchise path really allowed us to jump three years ahead in business planning,” Michael said. “TruBlue already has national partnerships, the marketing is already there, we don’t have to worry about anything. We just plug and play into our personal vision.”
By the end of year one, most TruBlue franchisees are focused on growth, adding subscriptions, expanding their team and planning for future territories.
“Our goals are adjusting on a day-by-day basis,” Jodi said. “We currently have one territory, but we’re already thinking about expanding into multiple territories — even exploring other brands.”
For the Bottoms, culture has been central to scaling. “We have a motto of hiring slow but firing fast,” Cassondra said. “We have Monday morning meetings every week so the guys feel part of the team. Everyone has something that matters to them, and we’re learning what motivates them.”
And while every new business comes with challenges, both franchisee teams agree that TruBlue’s network of support has made the first year smoother.
“When we have questions or concerns, we have someone we can reach out to anytime,” Cassondra said. “The biggest help has been talking to other franchise owners. Everyone shares advice, it’s like having a community behind you.”
Michael echoes that sentiment. “It’s definitely lived up to our expectations,” he said. “The model works, and we’ve been able to exceed goals faster than we imagined. The support and structure make a huge difference.”
The first year of owning a TruBlue franchise is packed with learning, growth and connection. Between training, hiring, community building and delivering meaningful services to seniors and families, new franchisees quickly see how the business can align with their personal and professional goals.
It’s a year that requires drive, but one that rewards every ounce of effort with progress and purpose.
“It’s amazing to set your own standards,” Michael said. “It’s our product at the end of the day. All of our work goes toward it, and I don’t think I’ll ever go back.”
For more information, visit: https://1851franchise.com/trubluehomeserviceally/info.
TruBlue Home Service Ally
SPONSORED
Inside the first 12 months of building a business that serves seniors, families and your community, with insights from franchisees who’ve done it.
For new TruBlue Home Service Ally owners, the journey starts with a strong foundation of training and support. Before the first job is booked, TruBlue’s onboarding process ensures franchisees feel confident and equipped to launch.
For Michael Smith and Jodi Phillips, owners of TruBlue of Culpeper in Virginia, that process began as soon as they signed their franchise agreement.
“We spent a week in the in-person training session and that was very informative and helpful,” Jodi said. “There were also multiple calls twice a week, and we felt it was very important to go through those things independently. We both got different things from each section. There was a lot of coaching and support to get things set up.”
With her background as a licensed physical therapist assistant, Jodi was looking for a concept that aligned with her experience. “The addition of the senior and aging in place services really sealed the deal for us,” she said. “It seemed like an obvious choice.”
For Michael, who spent years in federal investigation work and grew up around construction, the decision was about combining skill and purpose.
“The aging population is going to be huge and there isn’t much out there helping,” he said. “We like to help people on a personal level, and TruBlue gives us a way to do that.”
The pair purchased their franchise in May, completed training and onboarding in June, and officially launched operations in July. “We had our soft launch in June, reaching out to friends, family and neighbors,” Michael said. “That gave us time to test everything before our official opening.”
They funded their business through a 401(k) rollover (ROBS), a common financing path for new TruBlue owners. “It was the right move for us,” Michael said. “We’ve far exceeded expectations in our first four months.”
Once open, the first 90 days are all about momentum, building the right crew, booking early jobs, and becoming a known presence in the community.
For Miles and Cassondra Bottoms, who own TruBlue of Denver West in Colorado, the early months were a whirlwind.
“It’s a lot of hours, around 60 a week,” Cassondra said. “We’re getting used to our processes, drinking from the fire hose. But we’ve been very conscious about doing things the right way.”
The Bottoms quickly learned that hiring strategically would be key to growth. “We’ve already hired an assistant,” Cassondra said. “Some people don’t think it’s a value they can afford, but we realized we couldn’t afford not to have someone helping us. It freed us to go out and sell more business.”
Miles agrees that building a reliable team is step one. “There’s a big misconception that you open the business and are immediately out there running,” he said. “Initially, it’s all about getting a team you can sell, one you’re confident can deliver what you promise. Once you dial that in, everything else follows.”
Their daily routine became a balance of scheduling, quoting, job management and relationship-building. “You have to know what a successful day looks like,” Miles said. “Otherwise you’ll just bury yourself. It’s about prioritizing and adjusting.”
As operations stabilize, TruBlue owners begin shifting focus toward relationship-driven marketing, the backbone of long-term success.
Cassondra and Miles discovered that local engagement pays off quickly. “We’ve been really intentional about being part of the community,” Cassondra said. “Whether it’s going to a gala, sponsoring a silent auction or joining the Chamber of Commerce, we’ve made those connections a weekly priority. The payoff is real. We’re already seeing organic leads come in.”
By taking estimating off her plate and focusing on relationship-building, Cassondra found they could grow more efficiently. “We want to be a vendor of choice,” she said. “If we can work with the VPs of operations in our community, we know that will lead to recurring business.”
For Michael and Jodi, TruBlue’s national marketing systems and partnerships provided a strong boost early on.
“The franchise path really allowed us to jump three years ahead in business planning,” Michael said. “TruBlue already has national partnerships, the marketing is already there, we don’t have to worry about anything. We just plug and play into our personal vision.”
By the end of year one, most TruBlue franchisees are focused on growth, adding subscriptions, expanding their team and planning for future territories.
“Our goals are adjusting on a day-by-day basis,” Jodi said. “We currently have one territory, but we’re already thinking about expanding into multiple territories — even exploring other brands.”
For the Bottoms, culture has been central to scaling. “We have a motto of hiring slow but firing fast,” Cassondra said. “We have Monday morning meetings every week so the guys feel part of the team. Everyone has something that matters to them, and we’re learning what motivates them.”
And while every new business comes with challenges, both franchisee teams agree that TruBlue’s network of support has made the first year smoother.
“When we have questions or concerns, we have someone we can reach out to anytime,” Cassondra said. “The biggest help has been talking to other franchise owners. Everyone shares advice, it’s like having a community behind you.”
Michael echoes that sentiment. “It’s definitely lived up to our expectations,” he said. “The model works, and we’ve been able to exceed goals faster than we imagined. The support and structure make a huge difference.”
The first year of owning a TruBlue franchise is packed with learning, growth and connection. Between training, hiring, community building and delivering meaningful services to seniors and families, new franchisees quickly see how the business can align with their personal and professional goals.
It’s a year that requires drive, but one that rewards every ounce of effort with progress and purpose.
“It’s amazing to set your own standards,” Michael said. “It’s our product at the end of the day. All of our work goes toward it, and I don’t think I’ll ever go back.”
For more information, visit: https://1851franchise.com/trubluehomeserviceally/info.
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