Franchise Update Magazine Issue II, 2014 | Page 18

Grow Market Lead

new feedback system, Wilson is confident that CertaPro will see continued
growth—and most important, the ongoing corporate changes will benefit
the company’s 345 franchisees. A strong
network of support and extensive corporate training (CertaPro University) helps
franchisees recruit and retain talented
staff members, which Wilson says has
improved productivity and sales.
“To grow as a company, we need to
help our franchisees grow. Through
these new initiatives, as well as our existing franchisee support system, we can
create a culture of growth and success
that benefits the whole company,” he
says. And when franchisees are happy,
others want to join the team.
The economy has certainly played a
role, as CertaPro’s growth is helped by the
housing industry’s recovery. With home
prices gradually returning to pre-bubble
rates and more people finding jobs, the
Home Improvement Research Institute
projects an 8.1 percent increase in home
sales this year. This translates to more
people investing in their homes—just
the kind of news CertaPro likes to hear.
Between the housing recovery and
Wilson’s leadership, CertaPro is poised
for another record-breaking year, with
expectations to continue its double-digit
annual growth. Wilson expects to double
annual sales to more than $500 million
by 2016 and has plans for CertaPro to
grow to $1 billion in annual sales within
the decade.
“We’re already the biggest company
in the industry, but there’s nowhere to
go but up,” he says. “Breaking the $1
billion mark isn’t a dream—it’s rapidly
becoming a reality.”

style? Mentors and experience. Cer-

tainly, CertaPro founder Charlie Chase
would be at the top of the mentor list.
As for experience, having spent so many
years in this industry has given me the
opportunity to learn to work with all
kinds of people in a concerted effort to
work together to make it successful for
everyone involved.

How does your management team
help you lead? If, and only if, I have

the right management team in place,
then this great organization can attain
its vision.
Favorite management gurus: Do you
read management books?: Good to Great

What is your biggest leadership challenge? Recruiting great people. That’s

and Level 5 Leadership by Jim Collins.

everyone from support people and executives at the corporate level to field
support and our franchise partners. It’s
important during times of fast growth
to be careful and disciplined to make
the kinds of decisions that will develop
and produce strong leaders.

What makes you say, “Yes, now that’s
why I do what I do!”? Providing op-

How do you transmit your culture from
your office to front-line employees?

portunities for thousands of people and
their families to improve their lives.
PERSONAL
What time do you like to be at your
desk? Whenever I need to. I abhor

routine and try to be nimble day to day.

Living the values of the organization.
Where is the best place to prepare for
leadership: an MBA school or OTJ?

I don’t have an MBA. However, I value
education and continuous improvement.
So all I know is that I need to learn from
whomever and whatever resources are
available.
Are tough decisions best taken by one
person? How do you make tough decisions? Decisiveness is critical to lead-

ing any organization. Decisions should
be thoughtful, collaborative with all
stakeholders, and owned by the CEO.
Do you want to be liked or respected? No.
Advice to CEO wannabes: 1) Live the

LEADERSHIP

I am at their role.

vision and values that you espouse. 2)
Continuously improve.

Exercise in the morning? Wine with
lunch? My wife and I engage in CrossFit.

It’s a competitive and rigorous workout
that does not allow us to have wine at
lunch.
Do you socialize with your team after work/outside the office? I do my

best to hire and surround myself with
people who I respect and like. So the
simple answer to this question is “Yes.”
Last two books read: Atlas Shrugged

and The Furies.

What technology do you take on the
road? MacBook Air, iPad, iPhone, and

Livescribe.
How do you relax/balance life and
work? Engage with my three boys and

dog in some sport.

What is your role as CEO? To provide

opportunities for great people to build
big, profitable painting operations that
consistently gain market share through
extraordinary experiences.
Describe your leadership style. Situ-

ational, based on the person and the circumstances that leadership is required.
What has inspired your leadership

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Franchiseupdate ISS U E II, 2 0 1 4

MANAGEMENT

Favorite vacation destinations: Hat-

Describe your management style: Put

teras, Eleuthera, Palm Springs, and still
looking.

the right people in the right seats. Support them. Challenge them. If deserved,
then give them more responsibility.

Favorite occasions to send employees
notes: As often as the occasion warrants.

What does your management team
look like? I’m proud to say that every

direct report is far more competent than

Favorite company product/service:

I hire our local franchisee to paint every year.