Brian Currin has experienced franchising from every perspective, and now as CEO of Little Kitchen Academy, he aims to help kids develop self-confidence and life skills.
Brian Currin He is CEO/CMO and co-founder. Little Kitchen Academyis a leading Montessori-inspired culinary academy that provides a safe environment for children to learn practical life skills, build self-confidence and develop healthy eating habits, but Little Kitchen Academy is not Cullin's first franchise.
Karlin's path to franchising began with a career in retail where he discovered his passion for brand development and operations, before launching his first significant venture. Cold Stone CreameryIt played a key role in expanding the brand.
“We've spent years with that concept creating something really special,” Carlin told 1851 founder and publisher. Nick Powles in Recent “Meet the Zor” podcast.
Through his role at Cold Stone, he gained a deep understanding of franchising that shaped his future endeavors in the industry, and his experience not only served as a franchisor, but also led to him becoming Cold Stone's first International Master Franchisee, giving him unique insight into the franchise owner's perspective.
While scalability and an exit strategy are important, Curin explained that what matters most to him is passion for the product and the brand.
“I get romanticized about products and brands, [wonder] “We have to share this with the world. Everyone needs to know about this,” he said. “So how do we scale this quickly? Franchising is the perfect platform to do that.”
Curin's comprehensive experience from vendor to franchisor to franchisee gives him a comprehensive understanding of the franchise ecosystem. This diverse background has allowed Curin to build strong brands and successful franchises, but what drives him is the desire to build meaningful concepts that make an impact on the world.
“Our approach has always been to build something to be bought, not to be sold, which is a very different way of thinking,” he said. “And by doing that, we get more value and we build more value early on.”
Below is an abridged transcript of the interview with Cullins and Powils, which has been edited for clarity, brevity and style.
Nick Powills: How did you accidentally get involved in franchising? Tell us your franchise story.
Brian Currin: It was by chance, really. My first experience with franchising was with a convenience store. I consider convenience stores to be one of the best benchmarks for franchising due to their efficient systems and widespread operations. It started when I was in my early 20s and working for a successful cigar company in Canada, the US and Mexico. We started introducing premium cigars to convenience stores like 7-Eleven and Circle K. I was intrigued to see the franchisee's experience and realized that franchising was a great platform to share our products with the world.
Powills: Can you elaborate on how you made the transition from vendor to franchisor?
Cullin: My next step was Cold Stone Creamery. I learned about franchising through convenience stores and the ice cream chain caught my eye. I was fortunate to meet the CEO when Cold Stone was just starting out. I fell in love with the brand and was asked to come on board as an executive partner. That's where I really learned about franchising and helped create something special.
Powills: Your approach seems to be focused on scaling and eventual exit. How did you develop this mindset?
Cullin: In fact, it's quite the opposite. I get excited about my product and brand and want to share it with the world. Franchising gives me the platform to do just that. My experience with Cold Stone taught me the importance of scaling and franchisee success. Even after transitioning to a Master Franchisee, I learned valuable lessons that will carry me through the franchise world.
Powwills: What frustrations have you faced as a franchisor and how have you dealt with them?
Cullin: Feeling like your opinions aren't being heard was a huge frustration. Franchisees could feel isolated as they tried to make changes or improvements that met resistance from the franchisor. Bridging that gap and facilitating better communication became key to addressing these issues.
Powwills: Can you talk about the importance of setting and educating franchisees about expectations?
Cullin: That's absolutely true. Franchisees come from many different backgrounds and perspectives, so it's important to segment them correctly and provide the right education. Understanding the franchise model and managing expectations from the start will lead to a more successful partnership.
Powills: How do you differentiate your brand and empower your franchisees?
Cullin: We focus on building strong brands and strategic relationships to accelerate growth. It is important to support our franchisees. We provide strong support, such as operation manuals and marketing tools, to ensure the success of our franchisees. Our goal is to create value and foster a sense of partnership.
Powwills: Where is your brand currently at and what do you look for in franchisees?
Cullin: We are the leading Montessori cooking academy for kids, recognized for our impact and partnerships. We are looking for kind-hearted individuals who share our mission of empowering young people through healthy cooking skills. We prioritize quality over rapid growth and are open to global expansion and flexible partnerships.
Powwills: How do you think educating potential franchisees can strengthen the franchise industry?
Cullin: Educating potential franchisees is essential to long-term success. Setting clear expectations and providing comprehensive training helps build stronger partnerships and fosters a healthier franchise system. The goal is to empower individuals to make informed decisions and contribute positively to their communities.
Watch the full interview here.
