“There’s no manual or training required; we simply lead by example.”
Color Me Mine leader puts people first
Written by KERRY PIPES
TERESA JOHNSON
CEO
Company: Color Me Mine
Units/Brands: 130-plus
Age: 59
Years in franchising: 15
Years in current position: 4
When Teresa Johnson talks about her role as CEO of Color Me Mine, she doesn’t start with numbers or market share. She starts with people. “My leadership is inspired by our franchisees,” she says. “They remind me daily that leadership is about service.”
It’s a perspective that comes naturally. Before taking the helm four years ago, Johnson spent more than 15 years as a multi-unit franchisee herself. She knows what it’s like to juggle staffing challenges, manage the daily grind of operations, and still find the energy to focus on growth. That lived experience colors the way she leads with empathy, collaboration, and a genuine respect for the people on the front lines of the brand.
When the pandemic hit, Johnson’s instincts were put to the test. Studios closed, uncertainty loomed, and the future felt unsure. Instead of standing still, she and her team pivoted fast, rolling out at-home pottery kits, adding online ordering, and giving families ways to stay creative even in isolation. She leaned into transparency and decisive action, keeping franchisees informed and connected. The crisis confirmed what she already believed: Resilience and flexibility are lifelines of leadership.
Johnson’s approach is about empowerment, not micromanagement. She equips her team with tools and support and then steps aside, so they can shine. Her leadership bench blends seasoned franchise veterans with creative thinkers, a mix that keeps the brand grounded while pushing it forward. Together, they’ve invested in a new POS system, beefed up digital marketing, and integrated AI to help franchisees personalize outreach and streamline social media. For Johnson, success can be measured in adoption rates, efficiency gains, and healthy unit-level economics.
For Johnson, culture isn’t written in a handbook; it’s lived every day. “The way we treat each other and honor our franchisees is the culture,” she says. That respect cascades from the home office to studio teams and, ultimately, to the families painting pottery pieces together on a Saturday afternoon. The magic of Color Me Mine is as much about belonging as it is about art.
As she looks to scale, Johnson is determined to grow without losing the qualities that made the brand special in the first place. She says that every move from supply chain efficiencies to training programs is designed to strengthen franchisee success.
For her, the payoff isn’t just expansion. It’s hearing a franchisee talk about how Color Me Mine has impacted their life. She appreciates hearing parents share how painting together has become a family tradition. Those stories affirm why she leads. She’s not just building a bigger brand; she’s building a franchise family where creativity, opportunity, and connection come together with every brushstroke.
LEADERSHIP
What is your role as CEO? My role is to set the vision, remove barriers for our franchisees, and ensure that we’re building a culture of creativity, profitability, and belonging. I focus on growth strategies, franchisee support, and making sure Color Me Mine continues to be a relevant, inspiring brand for families and communities.
How has Covid-19 affected the way you have led your brand? Covid-19 reinforced that leadership requires flexibility and empathy. We pivoted quickly, launching at-home pottery kits, online ordering, and new ways for customers to stay creative at home. That period taught all of us the value of transparent communication and quick decision-making.
CEO Profile—Teresa Johnson
Describe your leadership style: I'd describe it as people first and empowering. I believe in equipping my team with the tools they need and then stepping aside so that they can shine.
What has inspired your leadership style? My leadership has been shaped by my mentors, my own experiences as a multi-unit franchisee, and the success of those I serve. But most of all, it's inspired by our franchisees themselves.
What is your biggest leadership challenge? Balancing big-picture strategy with the very real, day-to-day challenges of small business owners. Franchisees want both innovation and stability, and it's my job to provide both.
How do you transmit your culture from your office to frontline employees? It starts with our home office team. There's no manual or training required; we simply lead by example. When our franchisees experience that support and respect, they pass it along to their teams and guests.
How can a CEO help their CMO develop and grow? It starts with making sure they completely understand the business model, ideal customer, and franchisee needs. Then, they need space to be creative while ensuring they're connected to the business strategy. A CMO thrives when they have permission to take risks but also the resources to measure and refine.
Where is the best place to prepare for leadership: an MBA school or OTJ? Both. The MBA gives structure; on-the-job experience teaches resilience and adaptability. For me, rolling up my sleeves in a pottery studio taught lessons that no classroom could.
Are tough decisions best taken by one person? How do you make tough decisions? Collaboration matters, but ultimately, the CEO carries the weight. I gather input, evaluate the risks, and then move decisively. Waffling is worse than a wrong decision.
Do you want to be liked or respected? Respected. But I believe if you lead with integrity and compassion, you can be both.
Advice to CEO wannabes: Learn your business inside and out. Surround yourself with smart people. And never underestimate the value of listening.
MANAGEMENT
Describe your management style: Collaborative, direct, and accountability driven.
What does your management team look like? It's a mix of seasoned franchise veterans and creative thinkers. We've got expertise in operations, marketing, technology, and supply chain. They are balanced with a strong field support team.
How does your management team help you lead? They keep me grounded in what's happening from day to day, and they challenge me to think differently. Together, we cover both tactical execution and long-term vision.
Favorite management gurus: Do you read management books? Yes. Jim Collins' Good to Great, Simon Sinek's Leaders Eat Last, and Matthew Kelly's The Dream Manager have all been influential.
What makes you say, “Yes, now that's why I do what I do!”? When I hear stories of families creating memories in our studios or when franchisees tell me this business has changed their lives. That's the “why.”
OPERATIONS
What trends are you seeing with consumer spending habits in your stores? Families are prioritizing experiences over things. Even in tight economies, parents and grandparents invest in creative, memory-making activities.
How is the economy driving consumer behavior in your system? Rising costs mean guests want value. They want to know that a visit to one of our studios gives them more than just a product. It's about connection and creativity.
What are you expecting from your market in the next 12 months? Continued steady demand for experiences, growth in kids' events, and renewed interest in group and corporate gatherings.
Are your franchisees bullish or bearish about growth and adding additional units? Cautiously bullish. Many are reinvesting in remodels or second units because they see opportunity in their markets.
Are commodity/supply costs any cause for concern in your system? Sure. We have seen rising costs in supplies, and those costs are being passed on to consumers as with other markets. We continue to offset with scaled buying power and supply chain efficiencies.
In what ways are political/global issues impacting the market and your brand? Consumer confidence is sensitive to politics and global events, but our category, creative experiences, tends to be more resilient than others.
TECHNOLOGY
How much influence does your IT department have on your brand? Significant. Technology is no longer a back-office function; it's core to our customer and franchisee experience.
How have your company's tech tools changed over the past five years? We are launching our proprietary POS system before the end of 2025. We also have improved online booking and expanded digital marketing tools.
How does technology influence your decisions? Technology provides data, and data drives decisions from product mix to marketing spend to customer engagement.
Are you using AI? How? Yes. AI is helping us personalize marketing, forecast supply needs, and even assist franchisees in social media content creation.
How do you measure your ROI on technology investments? Adoption rates, time saved, improved guest experience, and sales growth.
How did/do you create a culture where use of technology advancements is welcome and used? By involving franchisees early, showing how it benefits them, and making training accessible. Change is easier when people feel ownership.
PERSONAL
What time do you like to be at your desk? I'm an early starter and usually at my desk by 7:30 a.m.
Exercise in the morning? Wine with lunch? Exercise when I can and wine only after hours.
Do you socialize with your team after work/outside the office? Occasionally. Since most of the team is remote, we can't always get together. We make a point to have an all-team, in-person meeting annually.
Last two books read: Unreasonable Hospitality by Will Guidara and Outliers by Malcolm Gladwell.
What technology do you take on the road? Laptop, phone, and plenty of portable chargers.
How do you relax/balance life and work? Travel, time with family, and outdoor activities.
Favorite vacation destination(s): Europe and the Florida panhandle.
Favorite occasions to send employees notes: Birthdays and above-and-beyond moments.
Favorite company product/service: Our seasonal pottery collections. They keep the brand fresh and exciting for families year-round.
BOTTOM LINE
What are your long-term goals for the company? To continue growing worldwide, expand our digital tools, and ensure that Color Me Mine is always the go-to place for creative experiences.
How has the economy changed your goals for your company? It has reinforced the importance of resilience, diversification, and smart growth strategies.
Where can capital be found these days? Private equity, SBA loans, and reinvestment from successful franchisees.
How do you measure success? Through franchise profitability, franchisee gross sales, franchisee equity value, and the strength of our culture.
What has been your greatest success? Seeing long-term franchisees thrive and celebrating anniversaries of 20-plus years. Longevity is the ultimate proof of concept.
Any regrets? Not really. Every challenge has shaped us. If anything, I'd say I wish I'd trusted my instincts sooner in some decisions.
What can we expect from your company in the next 12 to 18 months? New studio openings, product innovation, enhanced digital marketing, and a continued focus on franchisee support and profitability. Grow to 300 units.