The $2,000/Hour Rule That Fixes Founder Bottlenecks with Adam Spector

I say my time is worth $2,000 an hour. Now look, I can't go and charge $2,000 an hour to someone for my time, but I use that as a number to make it— to, to help me decide where I should spend my time and what activities I should do versus handing them to someone who is far less costly per hour than I am.

If you're an emerging franchise founder, you already know this. The jump from 10 to 100 units is where most brands stall out, not because the concept isn't strong, but because the founder is drowning in chaos. I'm Guy Coffey, franchisor, franchisee, and growth strategist. I've been where you are, and I know what it takes to build a brand that scales without burning out, selling out, or losing control. That's why I created the Franchise Scale-Up Show. Every week, I'll share the playbooks, the red flags, and the mindset shifts that separate the brands that stall from the ones that scale. So if you're serious about protecting your vision and multiplying your brand, Hit subscribe right now. This is the Franchise Scale-Up Show. I'm Guy Coffey. Let's get to work. Hello and welcome back to another episode of the Franchise Scale-Up Show with me, Guy Coffey, and today a special guest, Adam Spector from TOR. Adam's gonna tell us all about how, uh, to use your time better, and he has a solution for it. And it's one of the big things that I see founders doing is diving in, doing everything themselves, not their circle of influence or area of genius, wasting a lot of time and kind of spinning their wheels. And so I am super happy to be talking to Adam, who's got a solution for that. Adam, welcome to the show.

Keith, thank you so much. It's great to be here.

Yeah. So tell me about Tour. I know you're in the San Francisco area. One of the things that we talked about before the show started is you guys are doing something crazy and using your own money to build your your, your company, which is pretty rare in San Francisco. So you must really believe in this. Tell me about Shore.

So yeah, I mean, we are, we are a real business. We stay alive. We pay ourselves because our customers, our happy customers pay us. What a shocker. Crazy idea. This is my 4th company, so I've had the privilege of investing in over 200 companies. This is my 4th company as well. So I've seen a lot of venture-backed stuff and I've had a bunch of venture-backed companies myself. But with Shore, we went in a different direction and we just said, This, this can be venture-backed and it might be someday, but it doesn't need to be. Instead, we just want to build a really high-quality business solving a problem that has essentially been unsolved since the rise of the modern corporation with the East India Company. That was the first sort of modern corporation. If you think about it, back when the first corporations were started 400-plus years ago, um, there was somebody with like a ledger who said, oh, you worked this many hours, here's your money. And they would hand you, you know, some coins. It's not all that different today. It's someone in the company, an HR person, a founder who's— yeah, it's on, on your computer and says, oh, you work this many hours, click this button, here you go, get paid. That's insane to me that we have not solved for this. We have not built automations to take care of all these things. And so that's what we are solving for at Chore is essentially the ability to delegate away your entire back office operations so you can get back to doing what you do best as a founder and where you can make the most money. and have a highest chance of succeeding.

All right. Well, it sounds great. How do you guys do that?

Yeah, look, the short answer is, um, we assign what we call a fractional chief of staff to each one of our customers. Um, we actually call them— we like to think we're funny. We call them your chief chore officer. So your CCO, and they get assigned to you. They are like your fractional chief of staff to literally run HR, compliance, and finance. And then for some of our customers, equity as well. And it literally is like, I have a team, they need to get paid. We have all these letters from different states, all this compliance stuff. I don't want to deal with it. I'm going to hand it to Chor. You run all this for me. Your job, instead of you, me having to hire someone or learn it myself, your job is to figure out how to do this well, which we've done. We have 500+ companies we've worked with. Go do this job well, get it done, and run our operations. I don't want to have to think about it again. And I'll give you an example of this, right? Um, a bunch of examples. I think we would all agree that to run a successful franchisee, you need electricity. Right. That's presumably we can agree on that one. Yeah. Cool. So that's a critical component. That is literally you need that electricity. You can't run your business. How many of the franchisees do you know that have their own power plants?

Zero.

Right. Most franchisees also probably have an online presence of some sort, a website, something, you name it. Right. How many of those franchisees have a web server in their garage?

Um, pretty close to zero. Might have one or two kooks.

Well, but why is that, right? Why, why do, why are we not making our own power? And why are we not building our own web servers, even though those are critical to the success of our businesses?

Because other people are better at it and they can do it more efficiently.

They can do it more efficiently. Now look, to be clear, if you were using 100% of that server and you really good at security, a few other things, there might be a reason to build your own server. Maybe like Netflix has a lot of their own servers, but they still outsource a lot of their servers to Amazon. 99% of companies, that is not your core competency. It is not the thing you're good at. It's too costly for you to do it. It feels cheap at the time. Like, well, I can just go buy an off-the-shelf server, you know, online, install it in my garage and run my company off of it. Yes, you can. And that feels cheaper, right, than paying AWS a fee that's higher on a daily basis than you would pay for your own server. But in reality, there's all these other issues that are taking place, right? Security, Uptime, upkeep, none of those things are your core competency. And so you can decide, do I want to spend time maintaining my server or maintaining my own power plant or outsource it and delegate it to experts and go back to doing what I love and why I started my franchisee?

Right, right.

Operations are the same. Like our whole thesis is back office operations are the same thing. Why the heck would you build your own when there are experts who do it, who are better at you, better at the security piece, better at the compliance piece, better at taking care of all the edge cases? Because we've seen hundreds of them. We built tools and AI that enables doing this better, you're never going to build that yourself because why would you? Like, just hand it to experts.

Right. What were those? You said 4 main or 3 or 4 main areas: HR, finance. Did you say ops?

Compliance. I view it all as ops, operations, but finance, HR, finance, compliance, and then equity. Some of our customers have equity they give out to their team and they need to manage that as well.

Okay. Got it.

Okay. So I'll give one last example, not to beat a dead horse, but I'll give you one last example, right? I'm sure some franchisees that you work with make sandwiches. So why do you go to a sandwich shop to get a sandwich made for you instead of making a sandwich at home when it's cheaper at home?

Yeah. Um, faster location, geographic.

Faster. They're better at it. It might taste better. They might have more of the ingredients. They can get economies of scale so they can buy more of these ingredients, have all of them instead of you trying to buy like 10 different, you know, meats and put them all in a sandwich. You're only going to use a small percentage. Once again, same thing with, with you, you've outsourced your sandwich making to a sandwich specialist. Why the heck would you think that doesn't apply to operations?

Yeah, exactly. And one of the things that you said before we started out, we were talking about 2, 2 great books. One of, one of the books has come up twice today, The E-Myth Revisited, and a book by Dan Martell, Buy Back Your Time. And it talks about this, and it's such a hard thing for people to get over. You know, I have an executive assistant for like the last 3 years only, and I could have done it way before that. I just thought it was too much work and I didn't realize it. And I thought it was going to be someone else to manage and all this kind of stuff. But one of the things that you said that is, it's a tagline for your company is you're always making a trade-off. You're always making a choice. You're either going to try to do it yourself or pay someone else to do it. And what you said was, we're not free, but your time isn't either. And I think that's the thing that most people, they just devalue their time. And so they think it's cheaper for me to do it. But if they put a dollar figure on it, when I put a dollar figure on like what I'm getting paid or whatever, and then I see what I can pay someone else to do it, then it makes it clear. But if you, I don't have a dollar figure in my head. Is that one of the things that you find when you're going down the path with potential clients is to help them come up with a value for their time?

All the time. Um, so, so yes, absolutely. This is, I mean, we tell people, and this is actually my own heuristic that I use for my time. I say my time is worth $2,000 an hour. Now look, I can't go and charge $2,000 an hour to someone for my time, but I use that as a number to make it to, to help me decide where I should spend my time and what activities I should do versus handing them to someone who is far less costly per hour than I am. Because the fact is, like, the only way Chord can grow is if I am doing things that only I can do. Now, I can do most of the jobs of everyone on my team, and maybe I can even do it better than they can and faster. But the simple fact is, like, there are only a handful of things that only I can do. So being on this podcast with you, I can't delegate that. Like, I guess I could, but it wouldn't be the same outcome. And so, like, I need to decide where am I going to spend that time? And so when I say my time is worth $2,000 an hour, It makes it a lot easier to say no to a lot of things. And saying no is very powerful. And, and to be clear, it gives me then more time for other things. So it says, hey, you know, it's not always work things. It's also being able to say no to other things and delegate. Those means that I might maybe have more time to work out or more time to sleep, more time with my family, all of which then recharges my battery so I can come in and be really on point for the work that I am doing for my company and my team every day.

Yeah, exactly. It's an eye-opening thing. I think Dan Martell, he has a, you probably do too. I just don't know it yet. He has a little formula that he recommends. It's like, take what you made last year, figure it out, divide it by 2,000 and multiply that by 25%. And anything you don't want to do, it costs less than 25% of your hourly rate. Get rid of it. Find someone to do it for you. And what we were talking about before we press record is your chief of chores would be the person that's like, all right, like maybe the founder is moving in 19 different directions and she's like, I need to update this sales process. You know, the chief of chores would be like, hey, I got the person for this, or tell me about what you want. What's the ultimate outcome? Let's talk through it. And then I'm gonna go find someone for you or someone on our team. How do you work with that? Is it people that you know already? Or are you training people for clients?

Yeah, I mean, we, we have a, look, it is really hard. I think everyone listening to this knows it's really hard to hire good people. It just is.

Um, no doubt.

So we spend a ton of time recruiting. We have a massive pipeline we build, and that's actually, I think, a differentiator and skillset for us of recruiting, hiring, and training people to do this type of work. It is really difficult to find these types of people who are good at this work and then give them the training that they need. Once again, like, this is another reason no one should ever hire internally for this role. at all. So then it's only a question of you doing it yourself as a founder. But yeah, we have a whole pipeline for how to hire, how to train, how to recruit and build this up, right? And then it leads to— we expect great outcomes. And one thing you said, people also think like, oh, this is a lot of overhead and oversight to manage someone. And it's like, no, it's not. Like, if you're bringing on a company and tool that does it well, it's not hard. Using my example once again of your power company, I don't have to manage the power company. Yes, I have to make sure they can hook up the power to my house, But like beyond that, I don't manage them and tell them how to do their job. I just know I receive power to my house every day. That's what a good vendor should be.

Yeah. Yeah. Like, don't tell me about the sausage making. Just make sure it's on point.

I don't care. Just get it done. Get it done. And if you don't get it done, I will, I will fire you and find someone else. I mean, same thing with the internet provider that we use, right? If the internet provider isn't doing their job, I will go get Starlink or I will go get a different one. And like, that's That is the whole nature of hiring vendors to do the job instead of a full-time employee who you have to recruit, hire, manage, train. It is so costly.

Keep your fingers crossed that the, it's the same person that went through your interview process is the person that shows up on the job. Sometimes that's not the

case. That's part of having a good hiring process though, is making sure that it's generally more often than not the case.

Yeah. Yeah, exactly. So when you started this out, Was it you alone or you with a co-founder or some people that you know and have brought from other companies? And what did that look like when you're like, I've got this great idea, I'm going to put it into play? What was the first day? What did that look like?

Yeah, I mean, look, the first day is always scary. So we have a bit of a unique history. So in 2020, I started a company, previous company called Abstract Ops. The idea was to abstract away operations to essentially solve this problem that we discussed. In the venture capital world, you— we were able to raise a lot of money. We raised $10 million from top-tier investors to solve this problem. Turns out we got a very expensive, uh, education on the fact that this was pretty much impossible to solve. So unfortunate for our investors, uh, but we learned because everything's an edge case, right? When you have to deal with all these random edge cases, people not showing up, people having unique health issues, states having some weird mess-up filing thing that they filed and tell you you owe them $10,000. Like, these are all weird edge cases. Um, You need people to do that well. And so in 2022, spun out essentially not legally, but we essentially spun out of my previous company. We didn't get any money from them. There wasn't a lot of money left. We came out, we were our own small little 6-person team. We had some customers, we had revenue, we were losing money, to be clear. Since then, in 2022, we've grown the team. And this isn't necessarily a great thing. I don't think big teams are actually a good thing anymore necessarily, but we've grown the team in that time period. Well, gosh, almost, almost 10x. We've been profitable basically since a little bit after that first quarter and have grown the revenues a pretty strong amount since then too. So have built a really, a real business growing a decent amount. Always want to grow faster. But part of it is that I spend my time doing the things that I own, only I can do and delegate as much as I can away. So that's how you build a business. That's how you build a long-term successful business.

Right, right. And where are your people? Are they geographically dispersed? Are they focused in an area or what?

Yeah. So, so Guy, I am probably on the controversial side of this. I am a huge believer in fully remote companies and teams. So our entire company is our kind of our main interface with our, with our clients, because our clients are all US-based, are North America-based individuals, but we have teammates all over the world. Um, and that, that makes it that much harder to hire great people to do that globally and culturally. Things are very different in different places, but I think it's a unique advantage for us as well.

Sure. Sure. So when someone is working with you, you know, I'm just starting up a new franchise system and I'm like, hey, I want to do all this straight away. When I, when I'm adding job responsibilities and roles on, I want to have it dispersed. Who am I, who am I working with at chore? My chief of chores? My chief of staff person?

Exactly. You're working with your chief chore officer. They are your main point of contact and they're there to literally do all the work. I mean, so we, you said like, literally it should be, hey, here's, we have a whole, we have checklists for everything. We're really big believers in checklists, like how to run a business the right way. Once again, not something any franchisee or business owner is going to put together because you have a million other things you're doing. So you're not going to spend time writing down The ideal onboarding checklist and offboarding checklist for a teammate. We've done all of that. So we spend a ton of time building that up, have those in place, and we run this playbook. Now we modify it for each company a little bit, but then it's like, boom, one thing after the next. We take it on. You don't have to train us. We take care of it. We are proactive. We follow all the instructions and we give you updates every single day, every week, every quarter. We track every task so you know what's happening, when it's happening, how things are progressing. We are proactive. So we'll say, hey, 6 weeks before your business insurance is coming up for renewal, let's go get you like a dozen quotes, maybe not that many, but like, let's get you like 3 or 4 quotes from different providers so you can get the best price, the best coverage. Like things that people, you might forget it even is renewing and it just auto-renews. Insurance brokers love it, just auto-renews. They jack up the price, it auto-renews, you never ask because you're too busy. It's all those sorts of things.

Yeah. You know, it's interesting. In our past company, I waited way too long and then I finally hired a fractional CFO and it was like taking the blinders off. We were doing fine before, and then he came on and it was like, oh, I should have done this 3 years beforehand. Like there was just things that were just out of my, not even on my radar that he saw and gave me clarity on like, yeah, go ahead, spend money on that. I wouldn't do that. You've got a lease coming up here. Make sure you start negotiating, things like that. And it's invaluable because there's too many things for a small, fast-growing company, too many things that can fall through the cracks if you're day-to-day in the operations and the conversations and things like that. Like his perspective, and I've worked with another CFO after that, their perspective was the same. They're not mired in the details and the conversations. They're looking at the, the other parts that are not on your radar. And it makes such a difference. Would that be the Chief Shore Officer doing that?

Same exact thing. Same exact thing, except we're cheaper than a CFO. Most CFOs are very expensive. We, we take a different tack where you don't need someone at that level and that seniority. In most cases, you just need people who are really smart with great systems to run this. But it's the same thesis. It is like It is never too early to bring on someone to run operations for you. Because once again, that is not your business as a franchisee, is to run operations. Like, that is not what you're doing. You're trying to market your business, get it in front of your customers, make sure it's running well, follow the franchisee playbook, whatever it is. That is what you're supposed to be doing. Not this other stuff. And it's really easy to be the one who takes it on. And yet, why would you? Once again, why? Like, that is, that is not how you grow. Right. If that's your plan to grow and actually have profit long-term so you can spend more time with your family. Like, to me, the ultimate win for me at Shore and for anyone is to get to a point where I can step back and my company will keep running without me all day long. That's, that's the win. And that means you have to delegate things. You can't be in every single, every single thing knees deep every day.

Yeah, exactly. And if you're, if you start out in it, it's hard to extricate yourself. You have to take conscious actions and, um, take a little bit off your plate every day. So we work with a lot of brands that are, they're brands, they're not franchises yet. And they're like, yeah, you know, we want, it's, it's going so well. We got 5 corporate stores. We're just expanding to this state. And, you know, we want to start franchising. Like, oh, like how much time do you have on your hands right now? And they're like, Well, none. I've got 5 corporate stores and we're expanding to the state. I just told you. I'm like, well, franchising is a whole different business. And if you're not gonna do it, who are you gonna hire to do that? Right? Um, because it's not gonna run on its own. And you just told me you have no time. So, you know, usually the recommendation is they want to do the franchising business too. They want to start on that because it's new and exciting and it's faster growth. And, um, you know, I, they think it's more money immediately. And I dispel them of that myth right away because it takes a lot of effort too. But I have them start looking at what they're doing and doing a time and energy audit. Like, what are you spending time on every day? And what can we get off your plate so you would have time to do this stuff? This is a quick break to thank you for listening. Every week we are getting more and more people listening to the show, and this growth is helping me to improve it and make it even more helpful to you. My intention for this show is to help more people win in business and life. To that end, I have a favor to ask. If you know of an entrepreneur that would benefit, please hit the share button and shoot them a text with the link. Back to the show. Make this a great day. Do you have recommendations? Like when people call you and say like, I'm growing fast, like there could be like a psychological self-sabotaging thing for people that are, if I get 10 more customers, that means I'm going to have 10 times less time for my family, or I'm going to work out less. I'm going to enjoy life less. Cool. My company's growing, but everything else is going to the wayside. That's not the idea of a business, right? So there could be a psychological breakdown on maybe they don't want to grow because it's just going to be more effort on their part. So maybe some kind of assessment, like, what are you spending your time on? Do you guys have anything like that?

So I'll say 2 things. So one, I would kind of using the sandwich analogy for a second to say like, look, there's no free lunch, right? There are trade-offs every single day that you have to make. Just by definition, you're making trade-offs. The more you spend on your company time-wise, the less you're spending every other place. You just have to decide where you want to make that tradeoff. So to answer the question about time, no, we don't have a specific sort of framework to think through and like playbook to do that. But I, I try to do an audit at least once a year, ideally once a quarter of like, where did I spend my time? What sort of work am I doing in what categories? So as an example, I track a lot of the tasks that I do because we track all the tasks we do at Shore for our customers. I try to track it and then say, you know, how much is spent in sales, how much is spent in marketing, how much is spent in operations, how much is spent in management? And I try to think through those things. And then I also have things that are non-negotiables in my mind where it's like I cut myself off from looking at my computer after about 10:15, 10:30 at night so I can like wind down and try to go to sleep. I have to get my kids up in the morning and take them to school. So that's a non-negotiable. I want to find a little bit of time, at least 2 or 3 days a week to work out, things like that. But I've also delegated other things. So a simple example of that would be some people love doing laundry. I don't, I don't get pleasure or joy from doing laundry. Um, and it takes a lot of time, especially when you got 2 kids as well. Guess what? I take my laundry to a wash and fold place and I pay them to wash and fold my laundry.

Done. What? A little bit of money and a lot less burden on you and not doing something you don't want.

What a great use of time. I have all that time back to spend it with my kids or to do more work if I need to instead of folding clothes. Like that is, I can delegate that to experts. They have lots of wash and fold machines. There's people there who are experts at that. Why, why would I do it myself when I don't need to?

Yeah. $2,000 an hour, uh, pretty expensive laundry guy.

Correct. And that's exactly right, Guy. And that's where we all need to be thoughtful about once again, how and where we spend our time and on what we spend it on.

Yeah. Yeah. So who is Tour's ideal customer? Like, is there an avatar that like, hey, this is the perfect person, or this is this perfect vertical, or this is the perfect Growth or company size for someone? Yeah.

I mean,

to be a client of yours.

Absolutely. We see companies kind of company size anywhere from about 5 to about 50 FTEs in many cases are kind of like our ideal size. We also have some companies that are pretty big, like 100+ FTEs, and for them, they're actually looking at their profitability numbers. So they're saying, hmm, I can hire Chore to go do this work and Chore is going to be 50 to 75% lower cost than my full-time teammate that I had before. That teammate gets sick, they go on vacation, I have to manage them, all these other things. Chor is cheaper, Chor has more process in place, Chor is probably, probably better at this work. So I'll go hire Chor. And then same thing for those companies that are growing where they reach a point. I mean, I have an example of a founder who they haven't started working with us yet, and I don't quite know why. The founder told me that he's doing over 40 hours a month, like in his mind, which means it's probably more than 40 hours because founders are notoriously bad at tracking. But like, he thinks he's doing at least 40 hours a month of operations work. They're almost a 50-person company. That's at $2,000 an hour. That's $80,000 essentially of his time that he spends on operations. We are, we are so significantly cheaper by comparison, like 90% lower cost. That like, that it doesn't make sense, but he's like, but I need to save the money. I'm like, why? Like, I get it. Like, but you need to be willing to invest. You're going to go hire these other people for things. Why would you not hire experts in this? And why do you think you need to keep doing it? So not everyone gets it, but, but yes, that's a company size. You should all work with us. This is basically—

So 5 at the, 5 at the lower end and over 100 is fine too. Okay, great. And we'll have everything so that people can contact you directly and check out your site and, you know, get more information. Is there anything else that someone should consider if they're going to reach out to you? Anything that they should have in mind or something that they could provide to you to be like, hey, you're a great fit for us, or maybe not right now?

Yeah, I mean, look, the key things would really just be Team size-wise, we also do lots of finance. We do accounts payable, accounts receivable, bookkeeping, taxes, all these different pieces.

Okay.

Whatever we can help with. The whole idea is like we should be able to be kind of a one-stop shop to some extent for your operations to run it all end to end and have sort of one, one team to focus on to get the answers you need to run it. Just once again, like the same way you have one power company or one internet company, you just want one one sort of team to focus on to get you that answer, um, and keep things running smoothly. That's, you hire us to make sure it runs smoothly and you don't have to stress about it ever again.

Right. And so going back to my analogy, I'm hiring Chore, you know, to help me build out my team. I would be interfacing with one person there at Chore. Um, but if that person was sick or went on vacation for 3 weeks, I would have someone else. That has knowledge of my company.

Yeah. So Guy, this is, this is a great example. Actually, thank you for bringing that up. So we actually literally had a teammate who got hit by a bus, seriously got hit by a bus straight up. Um, he's okay. Thankfully he's fine. He's back with us fully, but he was out that day, obviously, like his girlfriend called us and was like, this guy's out. We don't know how long, we don't know what the status is, all these other things. The next day, all the clients he was working on had someone new taking care of everything for them. Because everything was documented, because we had very strict systems in place, everything was up and running right away. Our clients didn't miss a beat because he got hit by a bus. Tell me how many companies that you know and franchisees have that sort of redundancy in place. My guess is none.

Zero.

Zero. Yep.

Yeah. So, yeah, yeah. Good point.

That's what we do.

Yeah. Good point. Okay. Well, geez, Adam, it sounds like you have a great solution. It's going to be a perfect fit for some people. I think it's really, really admirable and unique that you're doing this because you came from venture-backed and you're doing this bootstrapped and you have, you know, over 500 clients and you've been doing it and keeping people on board. So kudos to you and your team for doing what you're doing. And I think this is the way of the world going forward, you know, where there is redundancy in every position. There's systems because the other thing is, is just, and another selling point for you that you just mentioned is that because you are an outsourced supporter of the system, you have to document virtually everything. And there's communication loops that are tracked and there's thought processes and everything is not in one person's head. It's in a system because of the remoteness and because you're, you're an outsourced person and you have to be showing value, an outsourced organization. That, I'm just thinking like, that's huge because as an emerging company grows, like we have a CFO, rockstar, right? But everything about it besides email trails that are all over the place is in that guy's head or gal's head. And if he decides to leave, we're like, oh, let's go check the emails or, you know, our CRM. But it's not something that's— he had to record everything in order to get paid, basically.

Yeah, this is a pet peeve of mine in that you— this perfect example, right? If you think of every founder and everyone listening to this and it sounds like yourself as well, Guy, The, the back office work lives in someone's head. So unlike lots of other processes where it's like sales teams, you probably, you have a CRM, you're tracking everything. Everything else just lives in someone's head. And that is insane. We live in 2026. And the fact that like that the status of projects and processes and systems are just in someone's head and you don't forget, forget even the redundancy part. The fact that you won't be able to go ask the CFO, hey, I want a status update every week or every day. Of all these projects that you're working on? Like, uh, it's in my head. Like, trust me, it's moving. Give me a break. No, no, I don't want to trust you, but I want you to show me what your progress is, how much progress is happening, what is the update? Like, that is the world we live in today. It's not that, oh, it's just in my email or somewhere else. You need to document what you do when you do it. What is the status? That is an expectation. Just once again, franchisees, you're having all your people check in hourly. You know, check-in, check-out, all these other things, you know what they're doing. Why would you give a pass to your CFO or to yourself when it comes to operations?

Yeah. It also makes it possible for you to step out and things to keep on going. So no, great. I mean, it's something that you deal with every day, so I'm sorry, it's just dawning on me, but I just love the idea of having to have all that in a system. And then it does make it a lot less traumatic when someone on your team leaves because you're like, even if they leave on great terms, it's like, are we getting everything that they've done for the company and the reasons for it and all that kind of stuff? So I'm sorry, it's just dawning on me. I think it's just a huge other value in your proposition.

Well, yes. And like, I'd be like, thank you for all the positive vibes. I mean, like, this is exactly it, right? Once again, why, but why even hire that CFO? Why have this person who you rely on, who is a sole individual to rely on? I think no offense to CFOs out there, that is also an old model in many cases. Most companies do not need a CFO. You need someone, you might need a CFO for a few hours every month to make sure your books are in place and that you are fine, you have a good financial model. You don't need a CFO to manage all these other pieces. You need a system and a team that can go do it for a price point that is completely fair and reasonable. And most CFOs are overpriced. They are sole individuals doing that work. That is once again crazy. It's the same thing as saying, I'm going to go hire, I'm going to have my own server in my garage.

Right.

Why? We're in 2026. We're past that.

Yeah. Yeah. Yeah. No, this is great. I can see why you're experiencing success and wish you nothing but more of it as you go forward. So the best way for people to contact you is through the website and other links that we're going to provide, right?

Yep. Hire Chore. So H-I-R-E Chore, C-H-O-R-E, hirechore.com. Find us there. There's lots of information about what we do, our AI processes, our systems that we have in place. How we do it, outcomes. We start at $1,799 a month. That includes bookkeeping, by the way, as well. So, um, we started at a pretty low price point that, that's for a smart founder, that's literally less than 1 hour of your time in a sense. And

yeah,

we're running, we're running your operations for you.

Yeah, that makes sense. Also, and I'm sorry, just another value proposition. I'm just thinking, so we have this new organization. I'm running it, I'm building it up. Um, but we report to a board, right? And I'm just kind of thinking this might make board presentations a lot easier. And there's a lot more like, oh, you want to look at everything that's going on with this project? Here you go. Here's a, here's an access point. You can see all the communications that are going on about this initiative. That's another thing I like, the transparency of, of that kind of communication.

Yep. And by the way, you're getting—

companies are like that.

You're getting a fractional chief of staff. Like they can help put together the board, maybe not the board deck, like that takes narration, right? But all the data that is just a monthly task or quarterly recurring task, like, okay, every quarter we need to pull these 10 documents and key information about statuses. And as long as that is all tracked properly, that's pretty easy to pull and boom, we will— Chore will generate that report for you. You can then go put that into your board deck, which you can probably use AI to build now that you have the underlying data. And boom, you're ready to go. And a task that took you hours now takes you 10 minutes.

Or lots of communications. I mean, on one of the portfolio companies that I'm on the board of, you know, the week before the board presentation, it's like, hey, like we need this data, you know, to put it in, to get it to this person so they can put it in the deck and all this kind of stuff. So, and then AI does, does help us after that, but okay. All right. Well, I mean, I'm sold. So. Thank you very much for sharing what you're doing there and everything you're doing for folks. And then I'm hoping we get some people to reach out to you and so that they can work in their circle of genius rather than grinding away on stuff that they don't like to do and they're not good at anyway. So there you go.

Life's too short. And to go back to the book, the point about those 2 books. So E-Myth Revisited, the TLDR, if you haven't read the book, is you essentially will fail. If you think you running the admin part of your business and working in the business instead of on the business on a global basis is how you succeed. So you cannot be in it. If you want to be successful, you cannot be working in it every single day. You need to be working on it. And the only way to do that is to trust others, hand it off to them, and not deal with the admin. So it's not just hiring internal people. The more people you hire, the more problems you get. So I would hire fewer people, hire more contractors, have them contract with outcomes that you expect and SLAs and be done.

Yeah, exactly. Yeah. Well, it sounds good. Great. I can see why you're experiencing success. And thanks so much for sharing your time and what you're doing here. So hopefully we get some people to reach out to you and, you know, maybe if they don't even reach out to you, maybe it's like, hey, I've got a thought in my head. And when the next time they're doing payroll at 9 o'clock at night and not putting their kids to bed or something, they'll be like, there's a better way. I've heard about it. And thanks to Adam Spector. Yes.

It's a chore. Exactly. And look, I have a, I have a link on my LinkedIn profile that is easy for people to schedule calls with me. So if I can be helpful, just jump on a call talking about anything business-wise. It doesn't have to be about chore stuff. I've seen a lot of different things. Happy to have conversations there. My general thesis in life is the world is a better place with more entrepreneurs. Obviously, more successful entrepreneurs is even better. So if I can help make that the gift I give to the world and give back for lots of help that I've received in my time, That's a win for me too.

Yeah, we're totally aligned on that. I feel the same exact way. That's one of my missions. So, all right, Adam, thank you so much for being on the show. Really appreciate you. And, uh, we'll, we'll provide contacts, uh, for you, uh, to all the people listening. Thanks so much.

Excellent. Thank you, Keith, for having me.

All right. Take care. That wraps up today's episode of the Franchise Scale-Up

Show. If this gave you a strategy you can put into play, please share it with one founder who needs the help. You might save them months of pain. If you're ready to go deeper, whether it's building your support infrastructure, accelerating territory sales, or preparing for private equity, go to guycoffee.com. That's G-U-Y-C-O-F-F-E-Y. And book a free franchise growth strategy call. I only partner with founders who are committed to scaling without losing control. If that's you, I'd love to connect. Until next time. Protect your vision, move fast, and scale smart. I'm Guy Coffey. Talk soon.