Schooley Mitchell, North America’s largest independent cost reduction consulting firm, helps businesses save money by renegotiating expenses in areas such as telecommunications, shipping, waste management and software, helping them operate more efficiently. By Jessica Petrucelli
Schooley Mitchell, North America’s largest independent cost reduction consulting firm, helps businesses save money by renegotiating expenses in areas such as telecommunications, shipping, waste management and software, helping them operate more efficiently.
Within the Schooley Mitchell system, there is a similar focus on efficiency: a franchisee advisory council dedicated to strengthening the program and amplifying its impact.
“Advisory Council is a very important part of our system here at Schooley Mitchell,” said Dennis Schooley, founder. “Our franchisees have elected a council of their peers for the past 25 years, and many suggestions and ideas that originated via council meetings have helped us craft and develop our system for that entire time.”
Not only is the Council the source of ideas for improvement and development, but it’s also a communication vehicle that ensures franchisees’ thoughts and inputs are always heard and considered. In addition, it serves as a sounding board as the company continues to develop ideas, tactics and strategies.
“We need input from our franchisees who have their feet on the street,” Schooley said.
Schooley Mitchell’s head office and Advisory Council meet four times per year to keep lines of communication open and current, and council elections are hosted at the company’s annual conference.
“Within the Advisory Council, we foster an environment of optimism and constructive feedback,” said Carter Luciani, president and chair of the Advisory Council since 2024. “Each new franchisee is assigned a liaison, a member of the Advisory Council whom they can contact with questions, thoughts or anything that pops up when purchasing a franchise.
The Council also puts out quarterly surveys to “keep their finger on the pulse,” Luciani said.
“We ask, ‘What’s going well in your business? Where do you still need help, training and guidance?’” Luciani explained. “Some franchisees might be hesitant to say something directly to the head office, but the Advisory Council gives you an open door, and it’s a great way for the company to listen to the needs of their franchisees.”
According to Luciani, it’s a means of bridging the gap between the franchisee and franchisor, maintaining a strong line of communication that the company plans to continue strengthening in the future.
Jessica Petrucelli