College HUNKS franchisee Tom Hughes built a management-led operation by developing his people and gradually removing himself from daily tasks
The real test of a growing business is not whether the owner can handle every responsibility. It is whether the company can continue performing when the owner is no longer managing every schedule, estimate or customer visit.
Tom Hughes reached that turning point after years of building his College HUNKS Hauling Junk & Moving franchise in Nebraska.
Hughes launched the business in 2017, serving the Omaha and Lincoln markets. Five years later, the franchise had grown to two offices and achieved close to $2.5 million in sales.
The results came from more than demand for moving and junk removal services. Hughes built processes, trained leaders and created a team capable of handling daily operations without depending on him for every decision.
The Owner Initially Did Everything
Like many new franchisees, Hughes was deeply involved during the startup years. His days included interviewing employees, building schedules, leading team meetings, preparing estimates and training staff.
He also spent considerable time in the field. Working directly with moving and junk removal crews gave him a clear view of how employees represented the brand inside customers’ homes and businesses.
That involvement helped establish expectations early. It also gave Hughes the practical knowledge needed to improve workflows as the operation became busier.
However, a business cannot scale efficiently if its owner remains responsible for every task. Hughes eventually needed managers who could lead teams, maintain service quality and solve routine problems independently.
Building a Business That Can Operate Without Constant Oversight
The transition occurred gradually. Hughes introduced consistent processes, placed capable employees in leadership roles and gave managers the support required to succeed.
With the right structure in place, he could redirect his attention toward higher-level priorities. Instead of creating every schedule or overseeing every job, he began coaching managers, developing moving consultants and exploring additional growth opportunities.
This change is one of the most important milestones in franchise ownership. An owner-operated location can produce a good income, but a management-led business creates more room for expansion.
Hughes’ experience shows that systems alone are not enough. Owners must also recruit the right people, communicate expectations and give emerging leaders opportunities to develop.
Franchise Support Became a Business Resource
Hughes had owned a fitness franchise before joining College HUNKS, so he understood that franchise systems can vary significantly in the support they provide.
He was attracted to College HUNKS after experiencing the company’s culture during Discovery Day. The enthusiasm of the corporate staff suggested that employees across the organization were committed to the same customer service standards.
As his Nebraska business developed, Hughes continued using the franchise network as a resource. Corporate team members and fellow franchisees provided guidance when he encountered operational difficulties or needed another perspective.
That support became particularly valuable as labour, fuel and other expenses increased. A slowdown in the housing market created another concern because fewer property transactions can affect demand for moving services.
The business continued progressing despite those pressures. Hughes adapted with help from a network of people who understood the model and had faced similar challenges in other markets.
Leadership Lessons From the Marine Corps
Before entering franchising, Hughes served in the United States Marine Corps. The experience influenced how he approaches accountability, teamwork and employee development.
His leadership style centres on serving the team. Employees need clear expectations, but they also need managers who will support them and take responsibility when challenges arise.
Hughes has worked to build a culture where the success of the group comes before individual recognition. That principle is especially useful in moving and junk removal, where employees must coordinate physically demanding work while maintaining a positive attitude around customers.
The company’s Nebraska team reflects a combination of military discipline and Midwestern hospitality. Employees are expected to work hard, help one another and deliver service with professionalism and energy.
Growth Is Built Through People
Hughes also served for four years as chair of the College HUNKS Franchise Advisory Council. The position allowed him to help improve collaboration between franchisees and the franchisor while contributing ideas from an owner’s perspective.
His story provides a practical lesson for entrepreneurs interested in scaling a service franchise. Growth does not come only from generating more leads or adding more trucks. It depends on creating repeatable processes and developing employees who can lead.
By investing in those areas, Hughes transformed his position from day-to-day operator to business leader. His Nebraska franchise now has the management structure and operational momentum needed to pursue its next stage of growth.
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