Schooley Mitchell’s Neil Hostein was fresh out of college in 1998 when he started selling telecommunications services, including phone lines and large data networks for a major company in Canada. He quickly learned that he had a gift for sales, but his position in corporate telecommunications was unstable. As he watched co-workers lose their jobs without warning, he knew staying in that toxic work environment was no way to live. By Kelsi Trinidad
Schooley Mitchell’s Neil Hostein was fresh out of college in 1998 when he started selling telecommunications services, including phone lines and large data networks for a major company in Canada. He quickly learned that he had a gift for sales, but his position in corporate telecommunications was unstable. As he watched co-workers lose their jobs without warning, he knew staying in that toxic work environment was no way to live.
“I wanted to have a little more control over my own destiny,” said Hostein.
While employed at the telecom company, Hostein often would work with Schooley Mitchell when clients needed their rates reviewed and negotiated. Once he saw what Schooley Mitchell offered, Hostein partnered with a co-worker and bought a Schooley Mitchell franchise.
The duo was able to flex their old client list and sell services to lower their telecommunications expenses. Their past clients found Schooley Mitchell’s services highly attractive because payment is only required if the company can find savings.
Hostein was pleased with the unique business model as well. Schooley Mitchell negotiates businesses’ expenses without whittling down their staff or changing processes, resulting in a business that can profit in all economies. When Hostein bought his franchise, Schooley Mitchell primarily operated in the telecommunications space, but now, the business model has expanded to include 14 categories that franchisees can negotiate for clients.
“It really is a no-risk sales approach if you can get the attention of somebody. The one thing that we do find is there are a lot of people out there that are in disbelief that we aren’t going to change something,” said Hostein. “With our business, the worse the economy is, the better we do. When people are doing amazing out there, they don’t care about expense reduction, but when things start to get a little tight, that’s when my phone rings.”
After 15 years, Hostein is the sole owner of the oldest Schooley Mitchell franchise and boasts a robust staff. He initially invested in the franchise intending to replace his corporate income without the threat of losing his job or meeting a quota.
“It has absolutely exceeded my expectations,” said Hostein. “I had no idea that this could be what it became. That’s amazing.”
Through the years, Hostein has built a strong network with other Schooley Mitchell franchisees who share their best practices and provide advice. “There’s almost 300 of us out there,” he said. “We can reach out to each other. We can support each other, and sometimes it’s good just to have a conversation.”
Today, he has the flexibility and staff to vacation in Europe with his wife for months at a time and financially take care of his extended family.
“It’s a 100% return on every effort that I put in,” said Hostein. “There’s no dilution of that. I’m not doing it for anybody else but myself. I’m proud of the fact that I have people who rely on me and that their trust is not unfounded.”
Kelsi Trinidad