Chrissy Gregory spent years helping restoration franchise owners grow their businesses. As vice president of franchise operations at United Water Restoration Group (UWRG), she worked closely with operators across the system to strengthen operations and scale their locations.
In 2024, Gregory decided to apply that experience to a business of her own. An opportunity to purchase a UWRG franchise in Port St. Lucie, Florida, aligned with a goal she had carried since childhood. Gregory moved into ownership while continuing her leadership role with the brand. Within a year, the location became a record-setting performer.
Gregory’s interest in restoration developed during a long career in home services and a desire to help people. Homeowners often contact restoration professionals after sudden property damage. Clear guidance can bring stability during a stressful time.
“I was attracted to the restoration industry because of the ability to help people in some of their worst times,” Gregory said. “My entire career has been in the home service industry, but it really wasn't until I got a taste of restoration that I said, ‘Oh, this is what I'm supposed to do. This is what I'm meant for.”
Gregory joined UWRG’s leadership team to help franchise owners improve their businesses. Her role placed her close to the operational realities of running a restoration company.
“What really drew me to UWRG is kind of the same sense but on the franchise owner side,” Gregory said. “I very much have an entrepreneurial spirit. I knew since I was a kid that I wanted to own my own business.”
Owning a franchise also meant applying the same guidance she had spent years giving to other franchisees. Gregory explained that working on the corporate side creates accountability, since leaders who advise owners must also follow the same operational practices themselves.
UWRG supported Gregory’s move into ownership while allowing her to maintain her leadership role with the company. Company leadership allowed Gregory to keep both responsibilities rather than requiring her to choose between them.
“The best way they've supported me is by having faith in me to maintain the vice president position as well as ownership of a location. They really had the belief in me that I could be an owner who managed the business from a true owner perspective,” Gregory said.
Gregory has spent more than two decades working in field services, an industry where leadership roles have traditionally been held by men. Her approach has always been to focus on the work and the responsibility that comes with leading a team rather than viewing her role through the lens of gender.
“I’ve never really separated myself,” Gregory said. “To me, it’s just about getting the job done. I’ve been in the field services industry for over 20 years, and I never saw it that way. It was apparent to me that other people might have seen it that way, but I just kept moving on. Got a job to do.”
However, Gregory understands that her leadership may encourage other women to enter the industry. Recognition as a role model is meaningful, though she believes results ultimately speak louder than labels.
“For those who do look at it that way, is it nice to be a role model? Yes,” Gregory said. “But the job I do speaks for itself.”
Women considering restoration or entrepreneurship should focus on the work rather than on their gender and prepare for the industry's demanding nature. The restoration business operates around the clock, which requires a willingness to embrace a 24/7 lifestyle. Business ownership also means stepping into whatever role the company needs at any given time.
“Understand that you are the person who fills any open holes,” Gregory said. “If marketing’s not doing well, you’re now the marketer. If field services are not doing well, you’re now in the field. If bookkeeping is not doing well, you now have to be the one to figure that out.”
Gregory’s Port St. Lucie location is proof that the strategies she once helped other franchise owners implement can also drive results in her own operation.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/unitedwaterrestoration.
United Water Restoration Group
SPONSORED
The United Water Restoration Group executive-turned-franchise owner quickly built a top-performing location while continuing to support franchisees in her role.
Chrissy Gregory spent years helping restoration franchise owners grow their businesses. As vice president of franchise operations at United Water Restoration Group (UWRG), she worked closely with operators across the system to strengthen operations and scale their locations.
In 2024, Gregory decided to apply that experience to a business of her own. An opportunity to purchase a UWRG franchise in Port St. Lucie, Florida, aligned with a goal she had carried since childhood. Gregory moved into ownership while continuing her leadership role with the brand. Within a year, the location became a record-setting performer.
Gregory’s interest in restoration developed during a long career in home services and a desire to help people. Homeowners often contact restoration professionals after sudden property damage. Clear guidance can bring stability during a stressful time.
“I was attracted to the restoration industry because of the ability to help people in some of their worst times,” Gregory said. “My entire career has been in the home service industry, but it really wasn't until I got a taste of restoration that I said, ‘Oh, this is what I'm supposed to do. This is what I'm meant for.”
Gregory joined UWRG’s leadership team to help franchise owners improve their businesses. Her role placed her close to the operational realities of running a restoration company.
“What really drew me to UWRG is kind of the same sense but on the franchise owner side,” Gregory said. “I very much have an entrepreneurial spirit. I knew since I was a kid that I wanted to own my own business.”
Owning a franchise also meant applying the same guidance she had spent years giving to other franchisees. Gregory explained that working on the corporate side creates accountability, since leaders who advise owners must also follow the same operational practices themselves.
UWRG supported Gregory’s move into ownership while allowing her to maintain her leadership role with the company. Company leadership allowed Gregory to keep both responsibilities rather than requiring her to choose between them.
“The best way they've supported me is by having faith in me to maintain the vice president position as well as ownership of a location. They really had the belief in me that I could be an owner who managed the business from a true owner perspective,” Gregory said.
Gregory has spent more than two decades working in field services, an industry where leadership roles have traditionally been held by men. Her approach has always been to focus on the work and the responsibility that comes with leading a team rather than viewing her role through the lens of gender.
“I’ve never really separated myself,” Gregory said. “To me, it’s just about getting the job done. I’ve been in the field services industry for over 20 years, and I never saw it that way. It was apparent to me that other people might have seen it that way, but I just kept moving on. Got a job to do.”
However, Gregory understands that her leadership may encourage other women to enter the industry. Recognition as a role model is meaningful, though she believes results ultimately speak louder than labels.
“For those who do look at it that way, is it nice to be a role model? Yes,” Gregory said. “But the job I do speaks for itself.”
Women considering restoration or entrepreneurship should focus on the work rather than on their gender and prepare for the industry's demanding nature. The restoration business operates around the clock, which requires a willingness to embrace a 24/7 lifestyle. Business ownership also means stepping into whatever role the company needs at any given time.
“Understand that you are the person who fills any open holes,” Gregory said. “If marketing’s not doing well, you’re now the marketer. If field services are not doing well, you’re now in the field. If bookkeeping is not doing well, you now have to be the one to figure that out.”
Gregory’s Port St. Lucie location is proof that the strategies she once helped other franchise owners implement can also drive results in her own operation.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/unitedwaterrestoration.
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