From medical sales to franchisee

Advisor takeover: What franchise buyers can learn from Pink’s Window Services

This episode of “The Sidekick Life” feels like pulling up a chair at the Franchise Sidekick podcast studio.

Anthony Hudson and Jason Rutledge kick things off because today the advisors are taking over. Their guest, Ben Burnap, is a Sidekick Advisor and franchise owner of Pink’s Window Services in Los Angeles, California.

This isn’t just theory. This is real franchise ownership. The wins, the “what did I get myself into?” moments and the playbook that turns a simple service business into a scalable brand.

From medical sales burnout to freedom as a franchise owner

Ben’s story starts the way a lot of franchise stories do. A solid career … that slowly eats your life.

He was in medical sales selling orthopedic trauma hardware (high-end, high-pressure, always-on). Some months he loved it. Other months he felt cooked.

Then the timing hit.

Ben had been watching Pink’s for about a year, but they weren’t registered in California yet. One night after grinding until 2:00 a.m. and staring down another 6:00 a.m. start, the email came in. Pink’s is live in California.

That’s the moment. Not just chasing money – chasing meaning, freedom and ownership.

Why Pink’s? Mission + Marketing + “I know my strengths”

Ben didn’t choose Pink’s because he wanted to clean windows. He chose it because he wanted to build something, and the brand gave him leverage.

1. Founders with a real mission

Pinks wasn’t about cleaning windows to make money. It was about revolutionizing the blue collar industry and bringing pride back.

2. Branding and marketing that’s unfair (in a good way)

Ben admits marketing isn’t his strength, but customer service and sales are. So, Pink’s being elite at branding and advertising was the perfect match.

3. Backing from Resi Brands

Ben followed Steven Montgomery from Resi Brands and felt confident that the backend support was there, even as an emerging brand without tons of performance data.

Validation when the data isn’t there: How emerging brands still win

When buying into an emerging franchise, you don’t always get the nice neat stack of historical numbers. Ben explains that his validation looked different:

- Group calls
- Conversations focused on: Systems, Support, Franchisee satisfaction, and Operational structure

“Everyone was so overwhelmingly positive that I was like, alright … where do I sign up?”

Early-stage brands require you to validate the people and the platform, not just the spreadsheet.

Training, systems and the “Pink’s Way” of customer experience

So, what does Pink’s provide and why does it matter for franchise owners?

Training that’s heavy on systems + brand standards

Training is less about window cleaning mechanics and more about executing the brand.

They train on things like:

How to show up
How to interact
How to make customers feel comfortable
The small details other service companies skip

Examples that promote a “premium service brand”:

Wearing shoe covers in the home
Thank-you cards
Leaving customers merch
Showing up clean and professional
“Kill everyone with kindness” even when something goes wrong

This is the modern franchise shift. You’re not selling window cleaning. You’re selling an experience.

The early chaos: No water, pole squeegees and streak city

If you’ve ever wondered what the real first month of business ownership looks like … this story is it.

Ben and his first hire showed up for a job ready to use their water-fed pole system only to find out there was no water source.

So, they tried to squeegee windows high up using poles and no ladder access, for a job they underpriced. It took hours. They looked ridiculous. The windows were streaked.

“Cleaning windows is a little bit harder than I thought it was going to be,” Ben said.

Not rocket science, but very easy to mess up, scratch glass and get humbled fast. But that’s what good systems do. They shorten the “figure it out the hard way” phase.

Ramp-up in the first 12 months: Growth without getting reckless

Ben launched with two territories. He started in the van with one guy … got busy fast … and had to hire and scale.

“Nobody I hired had ever cleaned a window,” Ben said.

He hires for attitude, not experience and looks for:

Clean resume, no careless errors
Responsiveness and professionalism
Someone who researched the brand
Excitement and work ethic

Ben hires people who want growth – GM, sales, leadership. Not “just a job.” Because culture and standards don’t scale by accident.

Customer acquisition: Speed to lead and ads that sell their value

Ben explains how Pink’s wins customers in a crowded LA market:

Strong acquisition through Meta and Google
Ads that communicate differentiators before the customer ever calls
A focus on speed to lead (responding within minutes)

Customers react positively to the quick turnaround time and the personal approach.

“If customers don't know your name, then we failed. I give bonuses when techs are mentioned by name in reviews because repeat business and reputation are built on relationships, not just transactions,” Ben said.