When Becky Edgren left her leading role in production, she did not seek a new beginning; She looked to build a generation heritage. She spent her career working in Dayton, Ohio, Tools and Machining of Business, which her father started. However, when her family sold business, she found that she was working as CEO under the new property and did not sit right.
“Once you are the company owner, it’s really hard to go back and work for someone,” says Edgren Businessman.
She realized that she no longer wanted to grow a dream of someone else; She wanted to create something permanent for her own family – and not only for the company, but the inheritance that her daughters could lead one day.
“I decided that I wanted to find something I could turn into a family business, for my races and my three daughters,” he says.
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Credit picture: Puroclean
Finding the right business
From the beginning, Edgren was long -term. She started looking for a company she could buy and almost bought a small independent restoration company from a friend.
“I didn’t even know what the restoration was,” says Edgren. “But I knew I wanted something I could grow up in a multi -generation business.”
When this agreement failed at the last minute, she was still looking for this discovery to Puroclean in 2007. Edgren without previous recovery experience recognized the franchise system of the structure and scalabibility she needed to speed up quickly.
“I had no basic line, no knowledge in the field,” he says. “Franchising gave me a foundation and Puroclean gave me a plan.”
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Building a three -year plan
In 2008, Bushht was two Puroclean territories and planned to bring her three daughters, each of whom had her own career. Together they mapped the three -year plan to make it happen. Her middle daughter joined the first as a manager of operations, followed by her youngest marketing subtle. In the end, her eldest daughter left her company work to handle accounts.
Together, they grew a company to an operation of $ 2.5 million a year serving the Dayton-Cincinnati region with a team of about 20 employees. But the operation of a family business is not without challenges. Edgren says that the determination of clear boundaries and defined roles is the key to success – and common sense.
“Family businesses can be either the best thing that ever happens or the worst,” he says. “Without determining clear expectations and boundaries can cause confusion.”
The borders included a strict ban on working conversation during personal time, although the recovery was 24/7. At the family gatherings, the daughter who is on the call can have to resign to handle the work, but as soon as she returns, the business conversation is out of boundaries.
“You must be intention about the department of work from home,” he says. “Otherwise, it consumes everything – and there can be disrespect.”
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Change of industry
Edgren’s leadership helped to move perception in the industry that always welcomed. Restoration, as well as the production sector from which it came, remains a cumbersome male control, especially in terms of ownership and field work.
In the beginning, Edgren found himself underestimated, especially at jobs. He remembers one case at the beginning of his career when he arrives at Moll with his ladder and tools ready for work. “The older couple responded to the door,” he says. “They looked around me for someone else.”
Then came the comment that is holding with her.
“I explained everything, answered all their questions and before I left, I asked if I could do something else for them. They said: Yes – next time you send a man“Edgren recalls.” I just laughed and said Well, I’m the best you get.”
Moments like this could shake her confidence – but instead Edgren leaned. Thanks to its role as Purowen’s Growth Group champions, it has become a mission to help other women gain the confidence needed to succeed in the restoration industry. The group, which began as a small support circle more than ten years ago, now includes the owners of franchise, husband and female leader from the whole brand.
“It started with women who need to support each other. Now it’s also about strategy, marketing, hiring, profitability,” he says. “There is a powerful bond between us.”
Her effort was not in Puroclean, Eith, not destroyed.
Margaret Chebat, Vice President of Puroclean account management, said Businessman The fact that Edgren “embodies the best of what our brand represents – integrity, durability and unwavering commitment to perfection.”
“Her leadership, both in her business and through her role in the leadership of the growth group of purowmen, was helpful in shaping the culture of our network,” Chebat adds.
Edgren believes that the shift towards more women serring franchising, especially in businesses with a blue collar or in the field, is partly because this growing support system is partially. “Some women hesitate to jump into industries such as renewal because they have never been encouraged to be successful; we change that.”
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Work with the family
If you are considering starting business with your children, Edgren has some hard -earned advice: determine the roles and expectations early and treat them as professionals.
“You have to allow them to make mistakes,” she said. “So they learn. If you are trying to protect them from every failure, you hold them back – and maybe even business.”
Also, prospective franchures encouragement to build a strong support net outside their family. “You will have bad days and need someone to rely on who is not emotionally tied to the company,” he says. “Whether it is another franchisee or mentor, this external perspective may vary.”
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