The Heart and Stroke Foundation of Canada has held a significant place in the heart of Schooley Mitchell, an independent cost-reduction consulting firm, for a long time. For many years, employees at the corporate office have participated in fundraising events such as The Big Bike, Ride for Heart and the foundation’s annual walk. By Kelsi Trinidad
Schooley Mitchell is an independent cost-reduction consulting firm with more than 270 franchises across the U.S. and Canada. The Ontario-based brand was founded in 1997 and franchised in 2004, and it helps small- to medium-sized businesses profit by identifying errors, overcharges and waste in more than 16 cost-cutting categories. By Patty Horansky
When Tim and Kelly Ross talk about their experiences as Schooley Mitchell franchisees, the word “supportive” comes up time and again. By Patty Horansky
Schooley Mitchell, the largest independent cost-reduction consulting firm in North America, helps businesses cut costs and maintain stability in any economy. In times of economic growth and recession, the brand ensures that funds are used wisely, creating extra resources for its clients. By Elice Morgenson
Schooley Mitchell, the largest independent cost-reduction consulting firm in the U.S. and Canada, offers a network of franchised consulting specialists who can provide expense-reduction services to any business. By Cindy Charette
In the franchising industry, most franchisors typically award their franchisees a territory in which to grow and scale their business while protecting that location from being overrun by the same brand. In some situations, however, being awarded a limited territory can have a downside. By Cindy Charette
For almost two decades, Beth McMillan and Dennis Schooley have helped businesses across the U.S. and Canada save money and improve their services. After years of purposefully “slow” and “methodical” growth, the duo has built the largest independent cost-reduction consulting firm in North America. By Brianna Bohn
At the age of 28, Dennis Schooley started his own accounting firm that grew into a consulting business. While his team had expanded considerably and was thriving, he quickly learned that he was overpaying for telecom services. By Brianna Bohn