Hire for Character, Train for Skill: Building a Franchise Culture That Scales
What matters more when you’re hiring: experience or character?
For Scott Capelin, founder of InLife Wellness Pilates, the answer is clear: skills can be taught. Character is much harder to change.
In this episode of How I Turned the Corner, Scott joins Kendra to talk about the people-first philosophy that has helped InLife Wellness grow to nearly 80 franchise locations across multiple countries.
Scott believes that sustainable growth starts long before systems, processes, and expansion plans. It starts with finding people who take ownership, align with your values, and genuinely want to grow with the organization.
One of the most powerful ideas from the conversation is Scott’s approach to accountability. He describes an “above the line” mindset built around ownership, accountability, and responsibility, compared with a “below the line” mindset of blame, excuses, and denial.
That distinction can tell leaders a lot about who they’re hiring — and who they should be developing.
Kendra and Scott also explore why strong technical performers don’t always make strong leaders, why managers need ongoing development rather than just initial training, and how inconsistent leadership can ultimately create an inconsistent customer experience.
Scott shares how InLife Wellness has created a natural leadership pipeline by developing people from within. Many franchise owners first experienced the company as members, became instructors, and eventually moved into management or franchise ownership.
That progression creates something difficult to manufacture through a traditional recruiting process: genuine understanding of the brand, its values, and its culture.
In this episode, you’ll hear:
- Why Scott hires for character and trains for skill
- How to identify ownership and accountability in employees
- The difference between management and leadership
- Why leaders should understand what their employees want from life — not only what they want from their jobs
- How developing people from within can improve retention and strengthen culture
- Why franchise growth depends heavily on leadership at the unit level
- How systems and processes support consistent customer experiences
- Why ongoing manager training matters after onboarding ends
- How customer experience can vary dramatically between franchise locations
- Why Scott defines culture as “what you tolerate”
- How InLife Wellness grew to nearly 80 locations without traditional franchise marketing
- Why sustainable growth should serve people, not simply an arbitrary location or revenue goal
A culture of ownership
When results fall short, Scott pays close attention to what happens next.
Does the leader blame someone else, make excuses, or deny there is a problem?
Or do they say, “That’s on me. What are we going to do about it?”
For Scott, accountability isn’t about assigning blame. It’s about creating people who are willing to own an outcome and then move toward a solution.
That mindset becomes particularly important as a business grows and the founder can no longer personally oversee every employee, customer interaction, or location.
Culture is what you tolerate
One of Scott’s simplest leadership lessons may also be one of the most important:
Culture is defined by what you tolerate.
If leaders repeatedly tolerate poor communication, inconsistency, missed expectations, or lack of accountability, those behaviors eventually become part of the culture.
The reverse is also true.
Clear expectations, ongoing communication, recognition of great work, and leaders who model accountability can reinforce the behaviors an organization wants to see.
For franchise organizations, that consistency matters at every level. Customers may visit different locations, but they still expect the experience to feel like the same brand.
Developing leaders from within
InLife Wellness has taken an unusual approach to recruiting franchise owners.
Rather than relying heavily on franchise advertising, many owners come from inside the ecosystem. They first become members, then instructors, managers, and eventually owners.
That creates a long-term, real-world recruiting process in which people have an opportunity to experience the culture before making a larger commitment.
As Scott explains, it creates a pathway that allows the right people to essentially select themselves.
About Scott Capelin
Scott Capelin is the founder of InLife Wellness Pilates, a growing boutique fitness franchise with locations across Australia, New Zealand, and the United States.
After beginning his business ownership journey as a franchisee, Scott experienced firsthand the value of strong systems, ongoing support, and leadership development. He later used those lessons to build InLife Wellness and its people-first franchise model.
Learn more about InLife Wellness at inlifewellness.com and connect with Scott through the links included in this episode’s show notes.
About How I Turned the Corner
How I Turned the Corner explores the leadership decisions, people challenges, and pivotal moments that shape successful businesses.
Each episode gives business owners and leaders practical insights they can use to build stronger teams, develop better managers, create healthier workplace cultures, and scale their organizations more intentionally.
View Transcript
(0:42) Who do you pick? Well, skill can be taught in my opinion and character can’t and our (0:48) guest today has built his whole franchise philosophy around that question. Scott (0:53) Kaplan is the founder of In Life Wellness Pilates, a fast-growing name in (0:58) the boutique fitness franchising industry. He hires on character, not skill (1:03) and believes recruitment should start with an honest conversation about values (1:07) and culture, not a resume.
Scott, welcome to How I Turned the Corner. Thanks very (1:14) much Kendra, great intro, good to be here. Yes, you bet, I’m so glad you’re here.
So (1:18) it’s so so fascinating to me to get into this conversation with someone who (1:24) has started, founded and has launched a successful franchise because in my (1:28) opinion the franchise industry is one of the industries that is greatly lacking (1:33) in what you believe you want to do with your company. So many cults, so many (1:39) franchises you walk in and it’s like a new person every week running the front (1:43) desk or a new person every week servicing whatever you’ve hired them (1:46) for and as a customer of that I don’t like that and what you and I know is (1:52) that something is wrong with the leadership if they’re creating that (1:55) kind of turnover. Is that how you see it or kind of give us your philosophy a (1:59) little bit? Yeah well I feel like you’ve raised about a dozen good points there (2:03) that I’d like to unpack.
I mean in your intro you talked about the difference (2:08) between management and leadership you know they’ve been two different things (2:12) but yeah I mean gosh I know you’re passionate about people enjoying their (2:17) work it’s funny one of my favorite books is it’s called Drive by a guy (2:21) called Daniel Pink and he talks about what makes people engaged in the (2:24) workplace and you know he boils it down to three things which are autonomy, mastery (2:30) and purpose and you know I’ve got this inherent belief that people want to (2:34) feel like they’re part of something and they also want to feel like they’re (2:37) going somewhere so you know when you talk about people not enjoying their work or (2:41) you talk about managers not developing people again that’s a different (2:44) conversation. Management to me means it’s almost like administration and (2:50) customer service may be ticking a few boxes but leadership and developing (2:53) people that’s where the real skill comes in that’s where the real (2:57) fulfillment comes in as well for all parties we’re sort of fortunate and in (3:02) life wellness we’ve got a policy of build from within like earlier you (3:06) mentioned bringing the right people onto the team and and what does that mean (3:10) like everybody brings their A game to an interview it’s not not until three to (3:17) six months later that I say the cracks appear but what we’ve got great (3:23) success with is it’s really interesting you know we’re coming up to 80 (3:26) franchise locations in three countries and over 90% of our franchises in (3:33) Pilates we call them studios they’re owned by people who started off as in (3:39) life wellness studio members they came to do Pilates they became an (3:43) instructor through our certification program and then they went on to (3:47) become a studio owner or manager so the beautiful and seamless thing about (3:52) all that is that these people have come to be part of something they’ve enjoyed (3:57) it and now they’re going on to promote that very culture that they feel in (4:03) love with so you know you talk about providing you talk about finding the (4:08) right people and to me it’s about creating a pathway for those people to (4:12) select themselves well yeah that’s the best kind of hire for sure and when you (4:17) have I mean a lot of small businesses don’t have that ability because they’re (4:21) not as well-known and so but in a in congratulations on your explosive growth (4:27) by the way that’s just incredible Scott and I mean to have 80 franchises or (4:31) free 80 units now is just amazing and you’re lucky that you’ve probably grown (4:37) a lot of those people up through the them being a member right and so (4:42) that’s right there done with probably two-thirds of your onboarding I would (4:46) think yeah absolutely yeah and you know I mean it’s going to be mutually (4:51) beneficial you know perhaps I’ve created a vehicle that they can thrive in but (4:56) I’m grateful to these people I think leadership can be lonely and the leader (5:01) doesn’t have the power I’m quite happy to be vulnerable as a leader I tell (5:04) people I need you we need you you know and I want people to feel empowered (5:10) you know my leadership style is to give people a lot of scope for (5:13) decision-making I’m a big delegator I’m also very patient you know when it comes (5:18) to managers in particular it’s going to take a manager six months to become to (5:23) figure out what they’re doing and then 12 months to get really good so you (5:27) know I guess team member retention we don’t use the word staff somebody once (5:32) told me that a staff is something that a shepherd hits sheep with so we call it (5:37) a theme you know I’m very passionate about team member retention but of (5:42) course you only want to retain the right people I’m not sure if you saw that (5:45) Simon Sinek video where he talks about the Navy sales and this is a quadrant (5:49) if he calls it performance and trust sometimes we call it performance and (5:54) values but we’ve all seen that person who is technically amazing on what they (6:00) do but they might not be the best person for workplace culture and then (6:04) you know you’ve got that old movie Rudy about Notre Dame where Rudy was (6:09) just all culture and heart he didn’t quite have the ability but we look for (6:14) those people like you said higher on character train the skill because you (6:18) can’t necessarily train character yeah you can’t and oftentimes I mean my (6:24) experience now with we have a huge portfolio about you know over 450 (6:28) companies we’ve supported over the years and hands down the people that get (6:33) fired or let go in the organizations we work with are let go because of a (6:39) lack of like a culture fit never almost never is it a skill set fit because (6:45) skills can be taught yeah yeah and I’m not saying that people are bad right (6:50) they’re not their characters not necessarily bad it’s just that they’re (6:53) not a fit for that organization and you know I know one of the things that you (6:58) mentioned when we were you know doing kind of the pre-interview was that you (7:02) know one of your pet peeves is a lack of accountability and so and I hear (7:07) this a lot like when you meet people who don’t take accountability can you share (7:12) some of your lessons learned over the years now and how you vet that out like (7:15) what is accountability you know how do you know you’ve got someone who’s more (7:19) accountable well yeah it’s a good point again a few things to address there you (7:26) know back to your point about people leaving or being removed due to a (7:31) cultural fit rather than a skill fit I find that most of them remove (7:37) themselves you know it’s not like we’ve got around firing people because you know (7:41) firing people in this day and age can have its own set of challenges but (7:47) there’s a bit of a model that we work from I wish I had a diagram here but (7:53) imagine there’s a line and above the line there’s these three qualities or (7:58) characteristics or traits and they are ownership accountability and responsibility (8:03) now that’s above the line below the line there’s three other traits which are (8:08) blame excuses and denial so you know if you’re having a management meeting and (8:14) and perhaps things are performing and the manager is blaming people or they’re (8:19) in denial about an issue or their own performance or they’re making excuses (8:23) like they’re not great signs what you want is imagine you get to the end of (8:29) the month and you haven’t hit the targets and the manager says you know (8:33) that’s on me like that’s ownership that’s accountability that’s great as a (8:36) step one what are we going to do about it that can be step two but I suppose I’m (8:41) looking for people that aren’t willing to take on that responsibility or accept (8:44) responsibility for the results or their behavior you know I accept (8:50) responsibility for things that aren’t even my responsibility if we have a (8:53) customer or a studio member that may be having an issue and I’ll say as the (8:57) owner I’m sorry Jane I understand where you’re coming from that’s my fault let (9:03) me fix it and that really disarms and diffuses a lot of situations because (9:08) people just want to be heard they want to feel as though their concerns are (9:11) valid and I guess like I said earlier through this slow recruitment pathway (9:17) that we do there’s another saying you know higher slow fire fast so we get to (9:23) basically put people through a series of small steps before they reach a really (9:28) key position so it’s almost like a very long-term drawn out practical on the job (9:34) interview process yeah no that’s great well so what would your advice be for (9:42) other franchisors who are really trying to go through this fast growth I mean (9:49) this a slow recruitment process is built into it sounds like what you’re you’ve (9:55) already got in terms of just being able to to get the unit owners to be the right (9:59) unit owners if though you know outside of that like what would be some other (10:04) steps you would teach to other you anybody who’s trying to scale a (10:08) business whether it’s a franchise or any organization that’s got a desire to (10:13) grow like what would be some of the things that you’ve learned along the (10:16) way well I’m a big fan of being able to scale and leverage you know there’s only (10:22) one of you one of me but we all want to do big things how do we do that for me (10:27) it always comes back to people I mean it comes back to systems and processes and (10:32) some of those boring things but we are really going to rely on people to (10:37) fulfill our vision now a lot of franchisors or what’s the word I was (10:44) going to say obsessed but they think about the end user which is the customer (10:47) like in my line of work as a franchise or firstly my customer the most important (10:52) to me is the franchisee so I’ve got to make sure they’re happy and they have all (10:57) the tools and support to do their work well and to make sure they have (11:01) successful businesses now if you’re a franchisee you have a franchise you might (11:06) have multiple franchises you’re going to rely on managers in those locations or (11:12) an area manager to oversee all the locations you cannot possibly look after (11:18) all of your customers you’re probably never even going to know or meet those (11:21) customers but you can look after your team and more importantly and easier you (11:26) can look after those key people those managers now my biggest tip in that (11:30) regard is not to sit down with them every week or month and talk about their (11:34) work performance and their skill step one what do they want out of life what (11:39) do they want out of their job their job is probably a vehicle to have the life (11:44) they want to me business ownership is the vehicle to have the life I want it’s (11:48) not all about the business and I don’t imagine for a moment that managers are (11:51) coming on board to make me wealthy and help me achieve my goals it’s like how (11:55) can I help them achieve their goals and then we’ll get the best out of it (12:01) yeah oh that’s great that’s great so what have been some of the systems and (12:05) processes then that you’ve used to ensure some of that has happened because (12:10) I agree with you while it’s boring it’s also key like a system that you know is (12:17) going to get to you the outcome that you want is a lot more likely to work even (12:21) with people than a suboptimal process coming into a franchise network as in (12:28) purchasing a franchise I always say that they’re buying two things that (12:33) they’re purchasing a proven business model like this things been proven over (12:37) and over again 40 50 60 70 times and they’re purchasing ongoing support (12:43) support from day one support actually starts from the very first conversation (12:47) which is basically a discovery call so yeah you’re right systems and (12:53) processes were drilled into me from a very young age because I started my (12:58) business ownership career as a franchisee so it was the best thing I (13:02) could have done I learned what makes a good franchise or I learned what I wanted (13:07) from a franchise or and of course all the systems and processes were done for (13:14) me I was very grateful for that and I learned that way I was able to do what I (13:17) loved which is actually the fitness side of it and all the procedures were (13:21) already done and I learned so much about marketing sales leadership recruitment (13:25) yeah accounting bookkeeping administration customer service so I (13:31) think franchising can be really clever it can get a bad rap sometimes like why is (13:36) that you know the old saying the franchise or is making their money and (13:40) the franchisee might be struggling but that’s not the case like I of course I (13:45) want franchisees to do well but again I need them to do well they’re (13:49) reflecting the brand so and you know most of our franchisees I’m more than (13:54) one and that speaks for itself I think that says everything nobody’s gonna (13:57) open number two if number one is no good not even that it’s if the support or the (14:02) culture or the leadership isn’t any good so yeah we just do have this you know (14:07) aside from all the systems for training and all of our training starts with (14:12) culture standards and values so straight away people know and you know (14:17) it’s a bit like I watched a TV show on Netflix the other day it was a group (14:20) interview and the guy just said basically you know if this is how you (14:27) left straight away and that was great because that’s a whole bunch of people (14:30) that aren’t having their time wasted and they’re not wasting hours and then we (14:34) can get down to working with the people who really want to be here you know the (14:37) right fit mm-hmm yeah for sure part of the reason we started to get into the (14:43) franchise market was this experience I’ve had as a consumer of franchises (14:49) and so I won’t name any names because I don’t want it to go viral but well (14:55) maybe I do but no but I there’s a brand that I frequent and I love I love the one (15:02) that I go to quite often but then I’m on the road a lot I travel all over the (15:06) country and so what I love about franchises is that I can often find in (15:11) another city this same brand to get a workout in basically this is a gym I go (15:16) to and I have noticed now after doing all this travel that every time I walk (15:21) into another studio it’s just a different experience and I thought you (15:27) know as I was experiencing this I thought if I was with franchise or I would not (15:31) want that I want the brand to feel the same then I want the customer (15:36) experience to be the same and I especially want the instructors to feel (15:41) the same to each you know to the to the members and so when I that’s (15:46) really what prompted us to start to get into the franchise market is just my (15:50) experience I’m like starting to pay attention to the different feelings I have (15:53) going into different brands or different different units I should say (15:57) and so can you share a little bit like you know tell me a little bit about what (16:02) do you think is happening why do you think I’m having that experience with (16:05) this particular brand what are they missing I think so much of it relies on (16:10) people and it’s really hard to systemize a person you can you can try (16:15) and I say that you know earlier I mentioned that we have a service that’s (16:19) delivered by people and it’s delivered to people so it’s business to customer B2C (16:25) it’s not B2B or I don’t have a franchise where I’m you know I’m making glasses (16:32) where the glasses don’t care who makes them and I guess I’m really fascinated (16:38) with this topic that you’re talking about like you know for example there’s (16:41) another brand and I really want to say the name I just feel like I shouldn’t (16:45) but sometimes I do go to their locations and they are different and I ask myself (16:49) does it matter I’m always asking myself what matters and what doesn’t matter (16:53) I think at the core of it all the customer experience is critical (16:57) but you know I mean for example if the carpet’s a different color or they’ve (17:00) done a different color paint on the wall or the equipment’s a different brand (17:04) does that matter obviously that we always use the example of McDonald’s (17:08) you know I can get a Big Mac in Paris or in New York or in Australia (17:13) and it’s amazingly consistent so that’s a word I think that might be (17:18) the word you’re getting at consistency and you know I have a friend that went (17:21) to get his haircut it wasn’t me obviously and and they offered him a beer (17:26) and he was like oh this is great next haircut they offered him a water (17:30) on the third haircut they offered him nothing it really bothered him because (17:34) of the lack of consistency I’m really fascinated with hotels you know like (17:38) in my line of work we have about 300 customers that and they come every week (17:42) so that’s kind of easy it’s the same people coming week after week (17:46) imagine a big hotel that gets 300 new customers a day (17:49) and the experience is just the same for all of them I’ve got a friend she goes (17:53) to a hotel in LA and she’s a she’s a vegan and she likes the Beatles (17:59) every time she goes into the room the menu is open to the vegan page (18:02) and the Beatles are playing on the on the sound system so (18:06) I just think that must be so hard to get right and if they can get it right (18:10) I think there’s no excuse for any of any of us to get it right (18:14) it’s a bit similar to in-life wellness our members can go to any studio location (18:18) and and they kind of like it because it’s same same (18:23) but a little different you know what I mean so it’s always going to have the (18:27) same feel but every location has its own (18:31) personality I say but you know to address your question (18:34) maybe they need to do another staff training workshop on a (18:37) on the member experience yeah I think so I guess I (18:41) maybe it’s self-serving I I often feel like it comes down though (18:45) to the owner manager the unit manager and you know how they’re trained to (18:52) teach the delivery team whoever it may be (18:57) how to show up and if that manager hasn’t been properly trained (19:02) and doesn’t actually know how to for example coach (19:05) how to provide dignified feedback how to communicate why a goal is important (19:11) how to ensure that if someone’s having a bad day there’s a system for (19:17) you know calling out what to do in the event someone doesn’t show up (19:21) consistently those are all managed manager traits those (19:25) are all skills and I guess I feel like that’s what’s (19:29) often missing in the skill set for the owner managers for the unit (19:33) managers is they may know how to do the bookkeeping how to drive the (19:38) marketing do the other thing for the franchise (19:40) but do they actually know how to manage employees (19:43) I don’t know maybe they don’t but this is the thing like look at (19:46) life and school nobody teaches leadership and it’s so important (19:50) to be like nobody teaches relationship skills or (19:53) you know financial skills either but you know all these skills that we’re (19:57) lacking but yeah as I was listening to your speak I (20:00) was thinking about there’s always an initial training process (20:03) right but I think the key is the ongoing training (20:06) or the ongoing communication are these groups having weekly or monthly team (20:10) meetings is there some other online communication (20:14) channel so we’ll we’ll share five star google (20:18) reviews with the team when a member provides good feedback we’ll share that (20:22) with the team and it’s kind of like curating this (20:28) culture of how we expect the service to be delivered (20:31) or how we expect the internal environment to be (20:35) through behavior you know my definition of culture is a little bit backwards (20:39) culture is defined by what you tolerate so if you keep tolerating (20:45) whatever it may be inconsistency poor punctuality (20:49) that’s going to fester and that’s going to become the culture but (20:52) obviously the opposite is true also if you don’t tolerate those things then (20:57) they won’t become part of the uh part of the culture (20:59) mm-hmm yeah no I absolutely agree with you that’s in all (21:03) that’s in culture and that’s in relationships we teach people how we (21:06) want to be treated right yeah we teach people how we want to be (21:11) treated yeah yeah it’s funny yeah yeah that’s (21:14) sorry another conversation that just reminds me you know sometimes you got to (21:17) treat people you know you got to train people sorry (21:20) how you want to communicate with them you know I know that the (21:22) the more I reply to people fast the the more emails I get (21:26) so other people that are email they don’t reply to me so (21:30) I don’t email them anymore but not saying that’s a good point but uh (21:33) now it’s a fine line you know like if people email me on Sunday and I write (21:36) back then I keep getting more Sunday email so you need a few (21:41) yeah that’s true so well so tell us what some of your um (21:45) what are some of your plans then going forward you’re already at 80 units (21:49) you’re in Australia, US and another country right (21:53) yeah the third country is New Zealand which is you know (21:56) Australia’s little sister country but um and we did have some stuff happening (22:01) early in the year in Dubai which has been put on hold since uh (22:04) well there’s a few challenges over there but um (22:08) look you know so I mean I’m Australian I just turned 50 years old (22:11) in life wellness is an Australian company I’ve been in the fitness (22:14) industry since the late 90s I never set out to be a franchise or (22:18) you know I just uh I had this business model and it was doing quite well in (22:22) Sydney and some of our team members wanted to (22:26) open one of their own so we opened one here and another one here and (22:31) and this is like I said 2019 and we had to push through 2020 2021 which were big (22:37) COVID years um and through that time actually you (22:42) know getting a business ready for franchising (22:44) um there’s a lot of uh legal uh compliance (22:51) considerations a lot of time effort and money goes into getting a business ready (22:54) for franchising and it’s not something that I sat down (22:56) and do you actually need a legal claim or people who specialize in this sort of (23:00) thing and it’s funny because you go down (23:02) this road putting so much effort into franchising (23:04) literally not knowing if anybody’s ever going to open one (23:07) now probably one of the things I’m most proud of which ties into (23:11) culture and people is that we’re approaching 80 locations and I’ve never (23:15) done any franchise marketing so you know more often than not you (23:18) see these ads like be your own boss or escape the corporate grind (23:22) but like I said we’ve got a very low cost model so people (23:27) come in to the business in some capacity could be to work with us (23:31) or to simply be a studio member and they (23:35) the first thing they notice is social proof credibility the classes are full (23:39) people are smiling so and I say that because (23:42) people say oh wow this business is amazing and I think you never know how (23:46) amazing your business is until you see the financial statements (23:48) right because you know my friend who had his business with 70 million dollar (23:52) annual revenue however he had 80 million dollars of (23:56) annual expenses so it’s not great it still makes me laugh (24:00) that people talk in revenue but anyway I’m waffling I’ve always wanted (24:03) to come to the US for business I love the US my wife loves it she (24:07) works in the business so you know moved to Dallas in 2024 (24:12) as a business opportunity but also as a life experience (24:16) I think anyone who’s sitting out in business or just life in general (24:19) just needs to identify their own personal core values what’s most important to (24:23) you in life so I’d rather regret the things I did (24:26) than the things I didn’t do so coming to the US obviously wanted to (24:30) franchise okay nobody wants to open a franchise unless there’s (24:33) some stores open so I had to open three myself (24:36) prove the concept more than once and then the same things happening in the (24:42) US as what happened in Australia people are (24:44) growing up and through in branching out to open their own and (24:48) there’s some beautiful success stories I mean (24:51) just people who are doing really well and they’ve got a great lifestyle (24:54) compared to what they used to do previously (24:57) so I do love that about franchising you’re providing a (25:00) basically a playbook and a model for people to succeed in (25:04) but yeah the plan for the US is to continue growing that’s the short (25:08) answer I’m always conscious of ego goals (25:11) like if someone says oh how many locations do you want let’s get to 200 (25:14) locations like why why like my life is pretty good my (25:18) financial needs are already met so why would I want to keep growing well (25:22) the funny thing about growth is it’s one of the most important (25:26) human needs you know so you’ve got this desire to always want to be (25:30) developing and maybe keeping your mind stimulated (25:32) but the great thing about what we do is it touches so many people in a (25:37) positive way so the more we grow the more people we can help (25:40) at all levels of the business (25:45) that’s beautiful well we want to be there to support you scott so (25:49) how what’s the best way to kind of get in touch to help get some of those folks (25:54) engaged with you what’s a good way to reach out to you (25:57) well probably the i’m not sure if my name appears anywhere on this podcast but (26:02) i have a website scottcathlon.com that’s an easy way send an inquiry (26:06) otherwise just jump on inlifewellness.com (26:09) hit the franchise page any message sent there will come through to me i’m also (26:13) on linkedin but uh you know i think if somebody (26:16) determined to find somebody they’ll find a way (26:18) uh-huh for sure well we’ll put all that information in the show notes and make (26:22) sure that it’s um it’s well communicated as well so (26:25) well i really appreciate this conversation scott and i can’t wait to (26:28) see one of your franchises in my neighborhood here so i’ll be there (26:33) thanks to kendra and really uh well done and congratulations to you on what (26:37) you’re doing i think the service you’re providing is (26:39) greatly needed and i hope people see that thank you so much i appreciate that so (26:45) all right everyone well we’ll see you next week on another (26:49) episode of how i turn the corner thank you