When Becky Edgren left her management position in manufacturing, she wasn’t searching for a recent begin; she was trying to construct a generational legacy. She had spent her profession working within the Dayton, Ohio, tooling and machining enterprise her father had began. However when her household bought the enterprise, she discovered herself working because the CEO below the brand new possession and one thing did not sit proper.
“As soon as you have been a enterprise proprietor, it is actually exhausting to return and work for someone,” Edgren tells Entrepreneur.
She realized she not needed to develop another person’s dream; she needed to create one thing lasting for her family — and never only a enterprise, however a legacy her daughters may in the future lead.
“I decided that I needed to search out one thing I may flip right into a family business, for myself and my three daughters,” she says.
Picture Credit score: PuroClean
Discovering the suitable enterprise
From the beginning, Edgren was considering long-term. She started trying to find a enterprise to purchase and practically bought a small unbiased restoration firm from a buddy.
“I did not even know what restoration was,” Edgren says. “However I knew I needed one thing I may develop right into a multi-generational enterprise.”
When that deal fell via on the final minute, she stored looking, finally discovering PuroClean in 2007. With no prior expertise in restoration, Edgren acknowledged the franchise system supplied the construction and scalability she wanted to stand up to hurry quick.
“I had no baseline, no trade information,” she says. “Franchising gave me a basis, and PuroClean gave me a roadmap.”
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Constructing a 3-year plan
She purchased two PuroClean territories in 2008, planning to finally herald her three daughters, every of whom had careers of their very own. Collectively, they mapped out a three-year plan to make it occur. Her center daughter joined first as operations supervisor, adopted by her marketing-savvy youngest. Finally, her oldest daughter left her company job to deal with the accounting.
Collectively, they’ve grown the enterprise right into a $2.5 million-a-year operation serving the Dayton–Cincinnati area with a group of about 20 staff. However working a family business is not with out challenges. Edgren says setting clear boundaries and outlined roles is the important thing to success — and sanity.
“Household companies can both be one of the best factor that ever occurs or the worst,” she says. “With out setting clear expectations and limits, it could actually wreak havoc.”
The boundaries embody a strict prohibition on work discuss throughout private time, regardless of restoration being a 24/7 enterprise. At household gatherings, the daughter who’s on name might need to step away to deal with a job, however as soon as she returns, business discuss is off-limits.
“It’s a must to be intentional about separating earn a living from home,” she says. “In any other case, it consumes every part — and that is the place resentment can construct.”
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Altering the trade
Edgren’s leadership has helped shift perceptions in an trade that hasn’t at all times been welcoming to girls. Restoration, just like the manufacturing sector she got here from, stays closely male-dominated, particularly in the case of possession and fieldwork.
Early on, Edgren discovered herself being underestimated, particularly on job websites. She remembers one occasion at first of her profession when she arrived at a mould inspection together with her ladder and instruments, able to get to work. “An aged couple answered the door,” she says. “They appeared previous me for another person.”
Then got here the remark that might stick together with her.
“I defined every part, answered all their questions, and, earlier than I left, I requested if there was anything I may do for them. They stated, Sure — ship a person subsequent time,” Edgren remembers. “I simply laughed and stated, Effectively, I am one of the best you are getting.“
Moments like that might have shaken her confidence — however as an alternative, Edgren leaned in. Via her position as chair of PuroWomen’s Growth Group, she has made it her mission to assist different girls acquire the arrogance wanted to reach the restoration trade. The group, which began as a small assist circle greater than a decade in the past, now consists of franchise homeowners, spouses, and feminine leaders from throughout the model.
“It began out with girls simply needing to assist each other. Now, it is also about technique, advertising, hiring, profitability,” she says. “There is a highly effective bond amongst us.”
Her efforts have not gone unnoticed at PuroClean, both.
Margaret Chebat, PuroClean’s vp of account administration, instructed Entrepreneur that Edgren “embodies the perfect of what our model represents — integrity, resilience, and an unwavering dedication to excellence.”
“Her management, each in her enterprise and thru her position in guiding the PuroWomen’s Progress Group, has been instrumental in shaping the tradition of our community,” Chebat provides.
Edgren believes the shift towards extra girls coming into franchising, particularly in blue-collar or field-service companies, is partly due to this rising assist system. “Some girls hesitate to leap into industries like restoration as a result of they’ve by no means been inspired to thrive; we’re altering that.”
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Working with household
Should you’re contemplating beginning a enterprise along with your youngsters, Edgren has some hard-earned recommendation: Set roles and expectations early and deal with them like professionals.
“It’s a must to permit them to make errors,” she says. “That is how they be taught. Should you attempt to defend them from each failure, you are holding them again — and probably the enterprise too.”
She additionally encourages potential franchisees to construct a powerful support network exterior of their household. “You are going to have unhealthy days, and also you want somebody to lean on who’s not emotionally tied to the enterprise,” she says. “Whether or not it is one other franchisee or a mentor, that exterior perspective could make all of the distinction.”
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