Featuring PIRTEK Owner, Wes Snyder — originally published by Global Franchise Magazine
I’ve been in franchising for the best part of 25 years, but I didn’t start out with a grand plan to become a multi-brand operator. My journey began in 1999 when I opened my first FASTSIGNS location in Indianapolis. I was 25 years old, eager, and probably a little naïve, but I loved the idea of owning something of my own. That first location taught me everything about hard work, leadership, and the realities of running a business.
Over the years, I expanded within FASTSIGNS and today operate seven locations. Along the way, I explored other opportunities and eventually added four MY SALON Suite locations and six PIRTEK centers. By the end of this year, we’ll have 17 locations open and operating. My portfolio may look diverse on paper – signage, hydraulic services, and beauty salons – but for me, it’s never been about the industry itself. It’s about the people, the leadership behind the brand, and the shared values that shape how we grow.
When I evaluate a brand, the first thing I look at is the franchisor’s leadership team. I’ve learned that alignment in vision and ethics is everything. You can provide a great product or service, but if the leadership doesn’t share your values or support your growth philosophy, the partnership won’t work. I’ve been in systems where that alignment wasn’t there – where growth felt like friction instead of collaboration – and I’ve learned to walk away from those situations.
That’s why I value the teams at FASTSIGNS and MY SALON Suite, both owned by Propelled Brands. Catherine and Mark have built an organization that truly supports its franchisees. And on the PIRTEK side, I was really impressed with Kim Gubera’s leadership. I knew she was someone I wanted to work with – someone I could build a real partnership with and grow alongside.
After more than a quarter decade in this business, the rewards come from not just opening new units but helping others find their own path to ownership. I have two daughters in their 20s, and whether or not they choose to follow in my footsteps, I want to model to them what’s possible. Encouraging the next generation of franchisees is something I could talk about all day. In every business I operate, my goal is to give general managers everything they need to become owners themselves eventually. I’m not empire building – my goal is to create pathways to ownership and empower others to grow into leaders. That’s the kind of legacy that matters to me.
Mentorship is also a big part of my life outside my own companies. Earlier this year, I had the privilege of serving as a mentor in the IFA’s Franchisee Ascension Initiative – a nine-month program designed to help minority franchisees access the tools, education, and networks they need to thrive. It was an incredible experience.
Looking ahead, I plan to keep growing, but only with the right people and the right brands. I’m not actively seeking new franchise systems (although I’ve said that before!). I’m more focused on finding general managers and equity partners who want to lead and eventually own their business. You can’t find that on a job board; it comes from relationships, from years of showing up at conferences, brand meetings, and IFA events, building trust. That’s what I love about this industry – it’s a community built on relationships and shared goals.
I sometimes joke that I’m a “recovering accountant.” I’m not a natural salesman or a showman, but I genuinely enjoy connecting with people. Franchising has a way of bringing together like-minded entrepreneurs who believe in shared success. That’s why I stay involved, why I mentor, and why I advocate. It’s an ecosystem that only works when we lift each other up.
If there’s one thing I’d like to see more of in this industry, it’s brands that truly support MUMBOs. The best systems (like those I’m fortunate to be part of ) understand that experienced operators bring value back into the network. We’ve seen what works across different models, and we can help strengthen the system. Every brand has its strengths, and when you’ve operated in several, you start to recognize the best practices that can make everyone better. At the end of the day, franchising isn’t just about systems or scale – it’s about people. Whether I’m mentoring a future owner, building a new team, or testifying on behalf of franchisees, my focus is the same: helping others succeed. Because when the people around you win, the business takes care of itself.