Home' The Franchise Review : December 2017 Contents THE FRANCHISE REVIEW
The CEO is the face and leading figure who presents our
story to the public and our stakeholders. With franchising
contributing more than $1 in every $11 generated in the
Australian economy, and providing a platform for nearly
100,000 small and medium-sized businesses that employ more
than half a million Australians, franchising and the CEO are on
the national stage. This means franchising packs a punch, and
the FCA needs to ‘turn up’ at opportunities for influence, with
the CEO front and centre.
MG: You mentioned that the CEO needs to work effectively with
regulators. How important is this capability, and why?
BB: It is one of a number of key capabilities we are looking
for. Franchising needs to work within the bumper rails of
numerous federal and state laws and regulations. Being
able to understand, navigate and constructively interact with
regulatory agencies is a less visible but key aspect of the role.
The regulatory piece is about the ecosystem within which
franchising has the opportunity to succeed, so working to
make this as conducive to success as possible is a key focus
for the CEO.
MG: The whole ‘joint employer liability’ change to workplace
laws, aimed at protecting vulnerable workers, was very
prominent this year. What does the next phase look like, and
what does it mean for the incoming CEO?
BB: Well, Molly, the law is now settled, and the FCA is working
collaboratively with the Fair Work Ombudsman (FWO) to
identify how the implementation task can be a no-surprises,
sure-footed process where franchise businesses know what is
now expected of them.
The CEO will be front and centre in bringing forward practical
examples of how the sector can best fulfil the requirements of
the new legislation in a ‘right-sized’ way, and in communicating
with franchise businesses about what the FWO has in mind.
MG: You use the term ‘right-sized’, and I presume it reflects the
diverse size and scale of the franchise community, from well-
known brands to start-ups?
BB: Yes. The franchising community comprises the bookends
of behemoth international household brands that have been
around for generations; really fresh, new, sometimes niche
and unexpected systems that are just starting out, and that
are really at the leading edge of franchising innovation; and
everything in between.
The FCA represents the whole franchise community, and the
CEO needs to be able to reach across, be responsive to and
embrace the broadest range of brands – franchisors with all
of the expertise and business development investment that
has provided the key building block for franchise business
success, the really driven franchisees that are the customer-
facing champions of franchising, and the expertise and
horsepower provided by our suppliers that takes systems to
the next level.
We are a member-driven organisation, so member engagement
competencies are required. But, we are not inward-looking
and only about being a leading industry association. We have
a much broader audience and an array of stakeholders. Our
mission is to make sure the widest array of people understand
how fabulous franchising is!
MG: That puts promotional and community appreciation as a
key objective for the new CEO?
BB: Absolutely. We found plenty of headwinds during
the legislative debate this year, and often a really thin
understanding about franchising among lawmakers, opinion
leaders, media commentators and the broader public. The
CEO will need to work with the Board to replace an unhelpful
caricature of franchising based on a few prominent examples,
with a deeper understanding of the true character and quality
of Australian franchising.
MG: So, the incoming CEO will have a clear sense of what the
FCA Board is looking for in the way of leading, educating and
promoting franchising as a successful model. What else does
the Board have in mind for its new CEO?
BB: Very much so, Molly. We have a settled strategic
plan that focuses on providing value to our members,
exceptional peer support and networking opportunities, new
education and professional development offers, leading and
courageous advocacy, and the business-boosting benefits of
MG: So, all is going well. What’s the challenge or ‘stretch’ for
BB: The Board and I have been driving a ‘renaissance’ of the
FCA and its management, and our very capable team has been
leading the implementation of our strategy and ‘turnaround’
plans. The key dials of performance are pointing in the right
direction, but further improvement is required.
The incoming CEO will bring her or his insights, drive,
experience and passion for franchising to further grow
membership; strengthen and deepen our collaboration
with partners; light up communication channels with the
great stories of franchising; reinforce the FCA as a credible
and persuasive advocate; resourcefully run an industry
association admired nationally and internationally; and work
with the Board, team and broader franchise community,
so that everyone in Australia knows what we know – that
franchising is the best model for entrepreneurship and small
Working with the FCA is a great career opportunity, as much as it is a
‘calling’. It’s an ideal role for someone who wants to use their exceptional
leadership skills and continue to foster growth in a dynamic and growing
sector of the market. It’s a Melbourne-based position. Prospective
candidates should get in touch by 11 December 2017:
Executive & Board Appointments
0448 480 049
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