Jess Cervellon

Great article from Brandon Gell and the Every Inc. team. I agree with almost everything in here, as it's what we're seeing too. Here were some key points that resonated.. Build Your Own Stuff First: They started by building their own awesome products. Everyone loves Cora and Lex, which gave them credibility to help other companies do the same. For us, it was our Chrome extension. Having our own product gave us a bit of street cred to kick off the business. Cultural Adoption is Important: Brandon highlighted that the bigger challenges usually involve cultural shifts rather than technical ones. We've seen this too, especially after building products. Sometimes users hesitate because they don't trust the product will do the workflow as well as they can. Other times, they're worried it might automate away their jobs. Regardless, investing in training and development is crucial. Empowering Clients: Instead of just handing over ready-made solutions, Every prioritized teaching clients how to build and adapt their own AI tools. This approach creates more of a partnership vibe compared to traditional consulting and builds a ton of trust. Going to get to meet the Every team this week too, which I'm super stoked about. Big fan of their writing and their business. You should be too!

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Franchise hiring: the market is shifting Working with franchisors and operators across dozens of top brands, we have a first-hand view into emerging trends and challenges related to people. For the last few years, the labor market has been tight, but leaders have ultimately been able to hire the people they need for key field ops roles like District Managers, Store Managers, and FBCs. That is changing. We now hear widespread reports of management positions remaining open longer, and A-player candidates being much harder to find. After spending the last few years building the largest network of A-player managers in the US, we have unique insight into this talent pool. Given the current economic uncertainty, here’s what they’re saying: - Managers are less likely to change jobs right now, so there are much fewer of them “on the market”. - High-performing managers who do change jobs don’t stay on the market very long, prioritizing companies that move quickly. - Newly-hired managers want to stay with their new company longer, prioritizing stability over job-hopping. Adding to the challenge - ops leaders tasked with hiring are stretched thin. They are so focused on maintaining KPIs that they can’t give recruiting the attention it needs. This causes the few viable candidates to fall out of the process. Because of these new challenges, it is now even more common for leaders to keep underperformers in place, because they are concerned they won’t be able to quickly find a qualified replacement. This kicks-off a cycle of increasing turnover and declining profitability that’s hard to stop. The good news: strong candidates still exist, but your process needs to adapt to the conditions. Whether you’re a 50-unit portfolio group or opening your first location, a dedicated hiring specialist can 10x your ability to find and hire an A-player in this market. As franchisees ourselves, we know how frustrating recruiting can be. But it doesn’t have to be. If you are looking to fill a store management or field operations leadership role, we can help - faster and cheaper than doing it in-house.

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