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Hispanic Career World Magazine, launched in 2001 is the recruitment link between students and professionals who are Hispanic and the employers that seek to hire them. This publication offers career-guidance columns, news, and feature articles that profile Hispanics in all fields.

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 Finding Fullfillment in Franchising

Emily Rogan
 
 
Discover the challenges and successes of the multi-faceted world of franchising.
 
These motivated and inspiring individuals speak candidly about their careers, both at the corporate level and as franchise owners.
 
7-Eleven, Inc.: An International Affair
 
There are several reasons why Isaac Padilla, franchise marketing manager for 7- Eleven, Inc. loves his job. Aside from the endless supply of Slurpee’s at the ground-level store below his second floor office, the work is exciting, fast-paced, and collaborative, says Padilla. “I am constantly networking and collaborating with 7- Eleven’s various teams and departments in order to accomplish project goals.”
 
Since he was a boy, Padilla dreamed of working with a “global brand.” With 53,500 7-Eleven stores in 16 countries, “the possibilities of developing my career within a company this size are limitless,” he says.
 
Padilla, who graduated in the top ten percent of his high school class, attended college at the University of Texas at Austin, earning a degree in international business and minoring in Spanish. He studied in Barcelona during his junior year at the Escuela Superior de Administracióny Dirección de Empresas (ESADE) business school, studying both business and Spanish language.
 
Although of Hispanic descent, Padilla did not learn Spanish until his family moved from Abilene, TX to Villahermosa, Tabasco, Mexico, when he was in the fifth grade. The family lived there for two years and Padilla quickly picked up the language while attending a bilingual school.
 
His experiences living abroad and studying international business clearly helped prepare Padilla for his work with 7-Eleven. With the company for two years, his responsibilities focus on overseeing the marketing and brand strategy as it pertains to the franchising department. “I manage two marketing agencies that work solely on the franchise side of our business and specialize in targeting potential franchisee candidates (both general market and diversity segments),” he explains.
 
In addition, Padilla manages the franchise website and social media tasks, special events logistics, online marketing strategies, and ad-hoc design/ development projects for the company’s real estate development team.
 
Having come from a small Hispanic advertising agency where he worked for seven years, Padilla concedes that it can be challenging to get projects finished in a timely manner. “I knew when moving to a large company that this would be an issue,” he says. “I have to manage internal expectations a bit more and rely more strictly on project timelines and milestones.”
 
To those entering the workforce, Padilla cites organizational skills as a must, as are a commitment to learning and “not being afraid to challenge the status quo.” Staying silent isn’t always the best strategy for new hires, he adds. “Employers find and hire new talent for a reason, so take that opportunity and bring to the table the skills the recruiters saw in you during your interview process.”
 
Knowing another language is crucial, says Padilla. “It can make you stand apart from the crowd.”
 
Liberty Tax:A Multi-Cultural Family
 
What began with a need for extra income turned into a lucrative and satisfying career for Dulce Cuevas. Pregnant and scanning the classifieds for work, Cuevas saw an ad for a bilingual position with Liberty Tax Services, applied for the position, and was hired.
 
Today, Cuevas owns and manages three stores and a kiosk. She oversees the operations, ensuring that her staff adheres to Liberty Tax’s rules of operation. Cuevas also troubleshoots day-to-day problems that arise. In the fall, she teaches a basic income tax course.
 
There are many advantages to being the CEO of the business that she owns with her husband, says Cuevas. “It allows me to have the flexibility to spend quality time with my family,” she says. In addition, “It’s nice when clients share their stories and plans for their refunds.”
 
Cuevas earned a degree in business administration at CUVATE (Centro Universitario del Valle de Teotihuacan) in Mexico, earning the highest GPA for her class. After moving to North Carolina, she studied business administration and accounting at Nash Community College and was certified as a Notary Public and an interpreter.
 
In the community where she lives, unethical tax preparers have left people mistrustful and careful when choosing a tax preparation company, she says. “Our goal is to set the standard,” says Cuevas. “We strive to improve each day while having some fun,” she adds.
 
Her advice to students just starting out has less to do with academics and more to do with common sense and character. “Some of the most important skills and traits that helped me grow my business were learning to always be responsible, respectful, well-organized, detail-oriented, and punctual,” she says. At the top of her list? “It’s important to always remain honest and loyal.”
 
Cuevas likens Liberty Tax to a colorful rainbow; each color is beautiful on its own, significant, and makes even more of an impact when it is part of the whole. “Liberty Tax is a multi-cultural family who has fun working as a team,” she says. “Communication is the foundation and everyone works hard to achieve the same goal with a sense of pride and passion.”
 
The company recruits through job websites, ads in newspapers, career fairs, and word of mouth. In the fall, prospective employees are invited to participate in a 10-week free basic income tax course. Upon completion, tax preparers must pass a test to ensure their readiness for tax season.
 
Stay focused, continue learning, and be responsible— and the possibility to become a multiple franchise owner/operator is very real, suggests Cuevas.
 
Pizza Patron: Growing the Brand
 
At Pizza Patron, says Edgar Padilla, “you have to be willing to roll up your sleeves and get your hands in the dough—literally,” even if you work in the corporate headquarters.
 
“From time to time I work shifts at the stores because that gives me a better understanding of what is really happening where transactions are taking place,” he adds. “I talk to customers and employees because the best ideas come from them; you are not going to find them behind your desk.”
 
It’s no wonder that the founder of Pizza Patron invited Padilla to join the company’s management team. Padilla had been working for a boutique marketing agency as an account manager when he decided to make the switch. “I was impressed with how a small team of mixed cultures was working hard to be successful in a very competitive industry with a very specific niche: the Hispanics,” Padilla comments.
 
Six years later, his responsibilities range from supervising creative for advertising to operations, relationship management, and financials. His primary responsibility is to increase sales and provide support to other departments to reduce costs and increase profitability. “In order to do that, you must have accurate knowledge of your customer base and their needs and how your product or service satisfies those needs,” explains Padilla. In addition, an understanding of price elasticity, forecast demand, and how to build promotions around your sales cycle is important, he says.
 
Padilla earned a bachelor’s degree in marketing from the Technological Institute of Higher Education of Monterrey (Tec de Monterrey) in México and he minored in international business at VLEKHO business school in Brussels.
 
There’s a saying at Pizza Patron, says Padilla, that “there is no comfortable growth.” He believes that his education prepared him well for the demands of his current position, having taught him the value of leadership, ethics, social responsibility, and teamwork.
 
He loves the level of responsibility he has, says Padilla, and the immediacy of his contribution to the company’s management. “A marketer must always be lead by numbers, considering that the ultimate goal is to increase profits,” he says, so every suggestion must be supported by information and data.
 
The interaction with franchisees can present its own challenges. “Sometimes it feels like I am working for different bosses with different strategies. There is a very thin line throughout the interaction where their feedback is valuable but we have to demonstrate our leadership,” says Padilla. The skill is in managing the situation so that everyone walks away satisfied, he adds.
 
Padilla believes that work experience early on is the best preparation for finding a job after college. “The most challenging situation that you will face at a workplace is the interaction with people and that is something that you won’t learn at school,” he adds.
 
Fantastic Sams Hair Salons: Providing First-Rate Service
 
It started with a passion for cosmetology and a desire to own their own business. In 2007, Virginia and Carlos Alvarson moved from California to Texas, where Virginia began to work for Fantastic Sams as a cosmetologist. In 2011, the couple “seized” the opportunity to invest in their first franchise. Today, they own two Fantastic Sams; one in Keller and the other in North Richland Hills, TX. Virginia works as manager, master colorist, and cosmetologist, while Carlos handles the administrative aspects of the business.
 
The Alvarsons have come a long way from their school days in Mexico, when Carlos studied industrial electronics and Virginia studied social work. Once they left Mexico for the United States, Carlos explored technical fields such as welding while Virginia went back to school for cosmetology.
 
The Alvarsons didn’t shy away from difficulties to achieve their goals; in fact, they embraced it. “We both agree that welcoming challenges and working hard to achieve success, always starting from the bottom, has been the largest contributing factor,” says Carlos.
 
As Fantastic Sams franchise owners, it’s not enough to have business savvy; the Alvarsons need to provide first-rate service to their customers. “You must have the passion to learn and the willingness to put in the hard work necessary to become a great stylist and a master of your craft,” says Virginia. “Prospective employees must have the aptitude and professionalism necessary to provide fantastic customer service,” adds Carlos.
 
The couple loves being owners of a well-known franchise. “It’s the world’s largest full-service salon chain that helps so many people look their best,” Virginia says. At the same time, the Alvarsons acknowledge that franchise ownership isn’t easy, particularly for those who’ve never owned their own businesses before. “When we bought our first franchise, it was a great challenge to learn how to get it off the ground, develop the clientele, and grow the business,” says Carlos.
 
Their advice to future franchise owners starting out: “Learn what it is that you love to do, and do that which brings you fulfillment and joy.” The Alvarsons look for those qualities in future employees at local cosmetology schools where they recruit new stylists. And recently, their Fantastic Sams region has begun to promote employment opportunities over the radio.
 
Uni K Wax Centers: Women Run the Show
 
Every day is an opportunity to learn something new about the business, says Monica Alterman, chief financial officer for Uni K Wax Centers. For six years, she’s been responsible for the financial department of UKW Franchising, the franchisor for the Uni K Wax Centers. Alterman combines her expertise in accounting and finance with her personnel skills as a member of the executive team.
 
“I am passionate about creating new procedures that help the flow of information and facilitate the decision-making process,” she explains. “For some people, it may sound boring to work with numbers and registrations, while for me it is exciting to be able to analyze the financials and present the conclusions to the management team,” she adds.
 
Born in Cordoba, Argentina, Alterman earned her degree in public accounting from the National University of Cordoba, later taking several post-graduate courses and seminars in areas such as human resources and marketing for finance. The educational work she completed in Argentina was the equivalent of a master’s degree in the U.S., where she and her family ultimately settled.
 
Alterman fell in love with the company after meeting with Noemi Grupenmager, the chief executive officer. “She transmitted her passion for the company’s concept to me, and at that very moment I decided that I wanted to be a part of the team,” says Alterman, who now works closely with Grupenmager. “Some of my responsibilities are assisting in formulating the company’s future direction and supporting tactical initiatives, participating in key decisions as a member of the executive management team, managing the accountings of the main company and its sister companies, and overseeing the financial operations,” explains Alterman.
 
She concedes that one of the challenges she faces is subtle. “Sometimes it is a little bit challenging to demonstrate that a woman with a Latin accent is capable of handling the workload and responsibilities of the company finances,” she says. To that end, Alterman is proud that the company hires employees from all over the world, including African Americans, Asians, Europeans, Latin Americans. and Australians.
 
Emphasizing the importance of organizational skills and staying on task, Alterman suggests that college graduates interested in franchising be well versed in the specifics of the industry. “The most important thing to bring to the company is all the knowledge gained from college, and to study the terminology and documents that rule the franchise business, like FDD, franchise agreements, and operations manuals,” she says.
 
Alterman is proud to be part of a team where 85% are women, who are both very good professionals and great human beings. “Our CEO is a successful entrepreneur who transmits her passion to the team and inspires us to be better professionals,” she says.
 
MARCO’S PIZZA: Growing Franchise, Growing Opportunities
 
Robert Pina chose one career path, but his heart remained on another. He initially entered the engineering field, but his lifelong love of food and restaurants determined his long-term career direction.
 
Pina, who hails from Spring, TX, graduated from Texas A&M University in 1981 with a BS in engineering. “All education assured me was that I didn’t want to be in the field,” Pina says. His first job as project engineer with Chemical Oil in Texas City, TX, was an eye-opening experience. “Corporate America has a firm feeling that is hard to penetrate.” he says. “You’re held to a certain income. I realized that if I went into the restaurant business I could set my own hours and my own [income] ceiling.”
 
Pina started as a Subway franchise owner in 1988. “I owned 13 franchises then sold them off—I had them for about 8 years,” he says. He then moved on to other franchises, including CiCi’s Pizza and Wings and More, opening a total of 19 stores. “One of the biggest lessons I learned was the beauty of multiples. I opened one Subway unit, then I followed the system and opened more. If you listen to people who know a lot more than you do, that makes your job easier.”
 
Pina first heard of Marco’s when he saw them on the cover of an industry publication and was impressed by what he saw. “I grabbed the family and we drove to Houston to try it,” he recalls. “It was fantastic.”
 
He started with Marco’s in 2011 and enjoys his current role as area representative. “I acquired a portion of Houston, and I serve one-third of the Houston area as an area rep,” he explains. “I’m responsible for growing that area by opening stores myself, opening franchises, or a combination, which is what I’m doing. I have a 20-store deal.”
 
Pina is tasked with expanding the Marco’s brand. “My main responsibility is to grow the area according to an agreement to grow so many stores per year. I’m charged with making Marco’s the Number One store in our area. I’m also the liaison between Marco’s corporate and the franchise owners,” he says. It’s Pina’s job to conduct various inspections of the franchises throughout the year and to essentially be the “go to” person for the company in the Houston area. “Instead of calling all of the franchisees in Houston, Marco’s simply makes one call to me,” he explains.
 
Headquartered in Toledo, OH, Marco’s Pizza has 500 stores in 35 states. Founded by Pasquale “Pat” Giammarco, the company is committed to making “Ah!thentic” Italian pizza with fresh ingredients.
 
Pina enjoys helping to spread the word about Marco’s mission and commitment to quality with both customers and potential franchise owners.
 
Owning a franchise is the same as owning your own business except you must follow an already proven business model, Pina explains. ‘You arrange for the financing of your business, find a location with the help of the franchisor, construct the business, and hire, train, and develop your team. Then you have the nuts and bolts of the business to execute usually 365 days a year—inventory management, people management, building sales, marketing, and building sales some more.”
 
One of the biggest challenges Pina encounters is finding loyal, dependable employees, because, he explains, “The work ethic is not what it was 10, 20, 30 years ago.” But, he stresses, Marco’s is committed to employee development and if an associate is interested in moving through the company’s ranks, training is offered at every phase of their career. “There is training at every facet of the company. I’ve never seen a more comprehensive training program with more support and more help,” Pina says. “If you have a problem the company will do everything they can to help you.”
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