Former IT Project Manager Becomes His Own Boss With Footprints Floors

Jared Hennings is leaving his 17-year career as a Health IT project manager and is gearing up to open his own Footprints Floors* franchise in Northern Virginia. In addition to his corporate career he is a serial entrepreneur, he has no previous experience in construction or flooring. However, he is confident that his management consulting experience in combination with the structured support Footprints Floors provides will provide him the work life integration he needs, allowing him to spend more time with his two young sons.

Hennings spoke with 1851 Franchise to share his Footprints Floors franchising journey and to discuss future plans. 

PROFILE QUESTIONS

1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?

Hennings: Before entering the world of franchising, I had a 17-year career as a Health IT Project Manager and Program Manager, where I led Agile software delivery initiatives for both commercial and government clients. I found great satisfaction in problem-solving and engaging in mission-oriented work. However, the corporate culture often proved toxic, taking a toll on my well-being. Around the onset of the COVID-19 pandemic, I had a pivotal moment at work. It became clear that I had reached the highest rung on the corporate ladder I was willing to climb, and I was no longer willing to play the corporate game.

This realization led me to explore a career in e-commerce, which, regrettably, didn't achieve the success I had hoped for. Nonetheless, this venture served as a valuable learning experience. Subsequently, I established a maid service company, a venture I take pride in because it gave me confidence and equipped me with the essential knowledge required to operate a business independently. However, the financial returns weren't satisfactory, prompting me to consider a new direction.

I transitioned to real estate which continues to provide me with opportunities. Capital gained from real estate activities were instrumental in me acquiring two Footprints Floors franchise units.

What struck me about the company was the openness and approachability of the previous owners I spoke with. They readily addressed my questions, and my research yielded no negative feedback about the company. It became clear that this was an opportunity worth pursuing.

The allure of Footprints Floors was amplified by the fact that it operated in a highly profitable market. While some regions were saturated with Footprints franchises, the D.C. metro area presented a unique opportunity. I made the decision to invest, and I am now proud to be the sole Footprints Floors franchise owner in the D.C. metropolitan area.

1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?

Hennings: Initially, I didn't have a positive perception. I had little interest in becoming a franchise owner. I saw an ad. The way the ad was written, it didn’t sound like a franchise, just a business.

Bryan Park [Footprints Floors CEO] is intentional about scaling to benefit the owners. I picked up on that during my due diligence. I really understood it once I was visiting with him in Denver.

I would advise people interested in franchising to check your numbers. That's really what it comes down to. Make sure the franchisor is providing value and not just getting their royalty fee. Make sure they are providing you with the knowledge of the industry and some training.

As someone who has never done anything with flooring before, I’ve spent two weeks with this team and I’m already confident enough to have conversations about the industry. That’s a testament to them and how much they’ve taught me.

1851: What made you pick this brand? What excites you most about this company?

Hennings: When I got to Colorado and met Bryan, it all clicked. He’s a good guy, and he has assembled a team of good people. I was impressed with the people and with the business model. 

1851: What do you hope to achieve with your business? What are your plans for growth? 

Hennings: I want to build a company where customers know that we’re going to take care of them. I want it to be a value-based business. For me as an operator, I think it's important that the people who I work with are getting fair wages and good working conditions, as well.

I have two sons, 14 and 11, and I don't want them to have to go work for somebody else. After they finish high school, they will go to college and they will go straight into the workforce. I want to provide something for my kids so they can work for their dad, not somebody else.

Being a dad is a big part of my identity and who I am. It's a big motivator for the urgency of my decision. I’m a senior level management consultant. By many accounts, I've made it. But I still have bosses. I want to be able to pay for my kids to go to college wherever they want, and once they're done, I want them to know that if they don't want to go work for someone else, they can go work for their dad’s business, and eventually, it will be their business. 

There's a difference between being an employee and an owner. There is a mindset shift that goes along with becoming an owner. That shift includes taking care of yourself and others.

1851: What is the one thing about your story you want us to know?

Hennings: My family and my kids are the most important thing to me, and I needed to prioritize that in my life. For people who are employees, there's a way out. It took me four years, but there are ways to create time and freedom for yourself. Work-life balance does not exist. If work is the first word in that equation, it is already backwards. It needs to be more like work-life integration. You need to integrate work into your life in a way that works for you.

You need to find a way to create leverage; that's the formula. I hired a virtual assistant about three years ago, and that has been life changing. She’s awesome. She basically helps me run my real estate business, and all I have to do is close. That has given me leverage. Now I have shifted my nine-to-five time into this lane. Over time, I'm going to hire somebody to run both businesses, and I’ll pull back, creating more leverage. That’s the key: building your business and  then teaching someone else to do it.

1851: What advice do you have for other people thinking about becoming a franchise owner?

Hennings: I talk to so many people who are miserable in the corporate world, and they do it because they think they have to. You don’t have to. You can make money every day as a business owner. That's part of the shift that happens as you go from being an employee to an owner. You start realizing your capabilities and individual gifts. You learn how to bring those forward to the benefit of yourself, others and your community.

To learn more about franchising with Footprints Floors, visit footprintsfranchise.com.

ABOUT FOOTPRINTS FLOORS:

Upon his return to Littleton, Colorado, after serving in the U.S. Air Force, Bryan Park noticed that Denver’s flooring industry lacked a higher level of customer service and sophistication. So, in 2008, he founded Footprints Floors, which today specializes in installing hardwood floors, tile floors, backsplashes and laminates. With more than 160 territories, Footprints Floors offers franchisees a robust support system, including a call center, flexible hours for work-life balance and a low cost of entry with outstanding economics.