Leading From The C-Suite: Jeff Dudan of HomeFront Brands On Five Things You Need To Be A Highly Effective C-Suite Executive
An Interview With Doug Noll
Bring Energy: As a C-suite executive, one of the critical factors is the energy you bring to the table. Your demeanor sets the tone for the entire organization’s pace and cadence. It’s not just about your personal energy but the energy you infuse into the team. I’ll share an example from my experience.
As part of our series called “Five Things You Need To Be A Highly Effective C-Suite Executive” we had the pleasure of interviewing Jeff Dudan.
Jeff Dudan serves as the CEO of HomeFront Brands, a property service platform that encompasses six thriving franchise brands. Additionally, he holds the position of Chairman of Dudan Group, the capital partner to HomeFront Brands, the health and wellness franchise platform Thrive More and various other franchise brands and private companies. Jeff is also an operating partner in the FLVCRUM Fund, a $350 million private equity fund that focuses on investing in minority-owned and led businesses to create generational wealth.
Aside from his various professional roles, Jeff is also a published author, having written “Discernment; The Business Athletes Regimen for a Great Life through Better Decisions.” He is a Forbes contributor, sought-after speaker and consultant to emerging franchise brands. Jeff has previously served as Chapter Chair of the Southern Sands Chapter for YPO and as a member of the IFA Franchisor Forum. In January 2017, he appeared on Season 8 of Undercover Boss, and today is the host of the fast-growing podcast “On the HomeFront with Jeff Dudan.”
Jeff’s journey as an entrepreneur began as a college athlete who founded a business to paint student housing. Following his graduation, he assisted in the recovery efforts after Hurricane Andrew in South Florida, which led to the launch of AdvantaClean in 1994. Under his leadership, AdvantaClean grew to 240 locations and became a national strategic partner with St. Jude Children’s Research Hospital. The company was acquired by Home Franchise Concepts in January 2019.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I grew up in Chicago as a high school athlete. I worked the trades and chased a football career at two different colleges before I landed a football scholarship at Appalachian State University in Boone, North Carolina. I made the most of it, both athletically and academically, and graduated with honors with a degree in marketing. While there, I started a painting business focused on student apartments during the lease changeover periods, which really taught me how to have a strong work ethic due to the long days and high demand. After graduation, my business partner and I traveled to South Florida where, for 18 months, we assisted in the recovery efforts for damages from Hurricane Andrew in 1992. After cutting our teeth in the insurance restoration business, my business partner, myself, and two others started a repair and restoration business in central Florida (AdvantaClean), which led me to open our second location in 1995 in Charlotte, North Carolina. Over the next 10 years, the business grew significantly, and one by one, I bought out my business partners, gaining full ownership of the company in 2004.
In 2005, there were two important inflection points. One, we responded to Hurricane Katrina and set up a four-year storm response to help the people of the Gulf Coast recover, and two, I decided to commit to a franchise business model which resulted in our company locations being sold to new owners in 2006 through 2008. In 2009, we offered AdvantaClean franchises to the general public which flourished into 240 units until I sold the business on January 1, 2019. Since then, I have acquired and built many businesses in the franchise space and have set up two franchise platforms, one in Health and Wellness and one in Home and Property Services.
Can you share the most interesting story that happened to you since you started your career?
In 2009 when we decided to launch AdvantaClean as a franchise business model, we discovered the world of franchise brokers. I received an invitation to a broker conference in California, which meant an early departure from North Carolina at 6:30 a.m. At the time, I had three young kids, so I stealthily left the house at 4:15 a.m. in my truck. My suitcase was packed with my only suit — an ill-fitting, off-the-rack ensemble — with a dress shirt that didn’t quite fit underneath.
As I pulled out onto the street and turned a corner, I heard an odd noise coming from the back of my truck. It sounded like my suitcase was rolling around. So, in the pitch-black darkness, I pulled over to the side of the road and discovered that I had accidentally left my tailgate down. My suitcase was now in the middle of the road, about 50 yards behind me. I spotted it just in time to witness a car run over it, scattering my belongings all over the road. I then proceeded to gather all my clothes in the dark, cram them back into the damaged suitcase, and drive back home to get a new one. Somehow, against all odds, I managed to make it to California on time.
Upon my arrival, I was supposed to join the other franchise owners and brokers for dinner. When I pulled out my dress shirt, all I saw was a huge tire mark, but I had no time to go buy a new shirt. For me, this incident served as an unexpected confidence booster heading into my first conference. It also made for a memorable icebreaker. It taught me that unexpected mishaps can occur, but they need not be insurmountable obstacles.
Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?
“Cash is king, but equity is the kingdom.”
When I first started AdvantaClean, there were only four of us on the team. My partner and I went to college together and were in our early twenties, and the other partners were in their thirties, both were much more experienced and had a license to do general contracting. Although they had the advantage of more experience, my partner and I were more aggressive and had more sales ability. When it came down to the negotiation for the company, the older two partners wanted 51% while leaving us younger guys with 49%. I knew at the time that it was only a 1% difference, but I also knew that it could mean everything. I told them that if we could make the company 50/50, then we could brand the company the University of Florida’s colors since that was the older two partners’ alma mater. So, AdvantaClean’s branding became orange and blue, and then the partnership began. Eventually, I bought everyone out and was never at a disadvantage from an equity standpoint or voting percentage to do so. If I had not fought to earn that 1%, then I probably would have never ended up buying the overall company.
“Envy is the enemy of enlightenment.”
As entrepreneurs and business professionals, we often find ourselves comparing our progress to that of others in terms of their career status, compensation, company size, and more. Succumbing to envy not only distorts your self-representation and career assessment but also closes the door to candid conversations with peers. Most people are willing to assist when asked, but harboring envy is similar to poisoning yourself and hoping someone else suffers. While it is challenging, reaching a point in life where you can genuinely celebrate others’ success enables you to nurture relationships. Opportunities are endless for those who seize them, and business setbacks typically result from personal lapses rather than external factors. Therefore, viewing those you envy as adversaries is counterproductive. By eliminating envy, you open the door to more meaningful interactions with those genuinely interested in aiding your progress.
“Speak a bold and powerful future into existence.”
Negative progress is the ultimate dissatisfaction in life. It falls upon the leader to rally the team around this vision, as only they can truly envision the company’s potential. Success demands the removal of self-imposed limitations and skepticism from others. The leader’s role is to vocalize this ambitious future, empowering the team to collaboratively devise a strategic plan to achieve it. Think big initially, then refine the scope and timeline. Remember, it’s the leader’s duty to speak the bold and powerful future into existence.
Is there a particular book that made a significant impact on your leadership style? Can you share a story or an example of that?
I authored a book titled ‘Discernment: The Business Athlete’s Regimen for a Great Life Through Better Decisions.’ It’s a collection of thought models I developed over 25 years of business experience. Wisdom is like this mental toolbox that grows over time, especially in the full-contact sport of business, where decisions impact your quality of life and business progress.
The quality of our decisions not only shapes our lives, but also shapes the trajectory of our businesses. It’s a bit like a game where anything can go south, and nothing is ever guaranteed. That’s why having a set of well thought out filters for making decisions is crucial. It’s like accumulating wisdom over the years, making you better each time at navigating business challenges.
In the book, I talk about different kinds of equity that matter, and how they can help you break those tough ties. For instance, when all else is equal, having strong relationships often tips the scales in your favor. If people genuinely want to work with you, that’s a big win. And let’s not forget about reputational equity — if your name carries weight because of your track record, you’ll find that doors open more easily.
Interestingly, revisiting the book after several years feels like reading someone else’s work. It’s a reminder of valuable ideas, but also how they can change and evolve over time. As I assist fellow business leaders through HomeFront Brands, ‘Discernment’ remains as a resource. It offers a fresh perspective for entrepreneurs facing pivotal moments, helping them make confident and informed decisions.
What do you think makes your company stand out? Can you share a story?
HomeFront Brands is a fast-growing, values-forward organization, and we are clear about our attack on the wealth gap in this country knowing that small businesses drive the economy in America. Franchising is a way that HomeFront Brand can make an impact in every city and every town across the country. Our goal with the platform is to create generational wealth and freedom, and to provide meaningful entrepreneurial opportunities for people who may not have realized they had available to them.
At HomeFront Brands, our core values center around supporting veterans’ aspirations and promoting education. We prioritize both speed and quality, particularly when assisting individuals in establishing their local businesses. As a family-owned company, we have a long-term vision, aiming to build a business that spans generations, looking ahead to the next century.
What sets us apart is that we’re not reliant on external funds, which allows us to maintain essential resources. This strategic advantage empowers our franchisees to enter the market swiftly and with a higher likelihood of success. These seemingly subtle yet significant factors contribute significantly to HomeFront Brands’ ongoing success.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
People who know me might playfully describe me as “too stupid to fail.” In a kinder light, I would attribute my success to grit, boldness, and humility, which leads to accessibility.
Grit: Grit is the unwavering determination to keep pushing forward, even in the face of adversity. It’s about managing financial and legal pressures while steering the ship through turbulent waters. Every business goes through storms, so you need grit to stand tall in the chaos, even when it surrounds you. During turbulent times, you often face a few critical decisions that can make or break your course.
Boldness: Boldness is another crucial trait. It involves expanding your horizons and challenging self-imposed limits. Instead of settling for less, always strive for more. Shoot high, even if you might fall a bit short. When making decisions about your future, dare to push the boundaries.
Humility and Accessibility: These two traits go hand in hand and are the cornerstones of effective leadership.
Humility plays a crucial role in leadership by fostering openness to learning from others, regardless of their position or experience. It’s an acknowledgment that as a leader, you don’t have all the answers. During challenging times, such as the onset of the COVID-19 pandemic in our fitness business within Dudan Group, humility guided our approach. We actively sought input from our franchisees, valuing their insights and experiences. This not only made them feel valued, but also enriched our decision-making process. It also means admitting mistakes and taking responsibility when things go awry, which builds credibility and trust within the team.
Accessibility complements humility. It’s about being approachable and available, especially during tough times. In our case, facing pandemic-related challenges required increased communication with our franchisees. We transitioned from monthly to daily calls, ensuring that we were there to address concerns and provide support. This accessibility sent a clear message that we were in this together.
During crises, the combination of humility and accessibility allows leaders to set aside their egos, foster open dialogue, and promote a culture of collaboration. This not only strengthens organizational bonds, but also paves the way for innovative problem-solving and ultimately contributes to success. It’s a powerful synergy that empowers both leaders and their teams.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?
The decision I’m about to share ties into our previous discussion as well. Sometimes, as a leader, the decision itself is straightforward, but the potential consequences make it incredibly challenging.
In the context of an emerging brand, we pride ourselves on being agile and adaptable. However, we were hit hard by the onset of the COVID-19 pandemic, much like many other businesses. The decision, in this case, was seemingly uncomplicated: to either contract and weather the storm or take a bolder path. We chose the latter. But let me explain why this wasn’t an easy call. The consequences of our decision were substantial. Many leaders hesitate when faced with a choice like this because they fear or are reluctant to confront the possible fallout.
Our determination stemmed from seeing the pandemic not just as a crisis but also as an opportunity. We understood that many people would be laid off from their jobs, which created a pool of talented individuals looking for new opportunities. Additionally, the commercial real estate market was experiencing a temporary downturn, presenting us with the chance to secure more favorable leases.
Crucially, being a smaller organization allowed us to be more nimble in our decision-making. We had the necessary staff, technology, and capabilities to connect directly with our members, and we empowered our franchisees to do the same.
So, despite the potential challenges and risks, we consciously decided to view the pandemic as an opportunity for growth. Instead of making cutbacks and lamenting our situation, we chose to hire and expand. It was a daring decision, but one that ultimately proved to be the right move for our brand’s resilience and longevity.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a C-Suite executive does. But in just a few words can you explain what a C-Level executive does that is different from the responsibilities of other leaders?
C-suite executives have a distinctive role. They set and communicate a visionary course for the organization. This vision informs and guides the strategic direction, fostering alignment.
Effective communication with the team is paramount, especially in times of expansion. As HomeFront Brands expanded from a nine-person team to over 50 members, maintaining focus and alignment became critical in preventing distractions and “fake work.”
Continual engagement and investment in the team’s development ensures relevance and reinforces the organization’s core values and mission. To convey the vision, stories, unique language, and education support are essential, which creates absolute clarity about the organization’s identity and its impact on the world.
C-suite executives also serve as brand evangelists, upholding and promoting the organization’s cultural norms. They consistently communicate what sets the organization apart and why it’s compelling to all stakeholders, whether vendors, franchisees, or consumers. This role not only involves talk, but also visible actions such as wearing the brand’s emblem and active promotion through various channels.
What are the most common leadership mistakes you have seen C-Suite leaders make when they start leading a new team? What can be done to avoid those errors?
When C-suite leaders step into new team leadership roles, they often encounter common mistakes that could hinder success. To avoid these errors, it’s essential to stay attentive to several critical aspects.
One common pitfall is assuming that the team is naturally aligned with the organization’s objectives. As leaders, you can’t over-delegate alignment and communication. While your role does not always involve hands-on work, you must stay engaged in high-impact areas, especially revenue generation. Prioritize key accounts contributing significantly to revenue, ensuring alignment around them. Keep a close eye on marketing effectiveness, lead generation, and overall top-line growth. It’s about managing the right mix of work and services. Staying connected to revenue is crucial because outcomes hinge on income. Over-delegating revenue responsibilities can harm the business.
As an executive, your focus should be primarily on revenue and maintaining alignment around it. Monitor the revenue funnel, from the initial marketing and lead generation to the final outcomes. Pay attention to the top 20 accounts if they contribute significantly to your revenue. Your role is not to do everything, but to ensure that the team remains aligned with revenue objectives.
The second mistake is losing sight of the outcomes you aim to achieve. Keep a close watch on Key Performance Indicators (KPIs) at the bottom line — profitability, conversions, and financial indicators. These indicators serve as signposts, helping you gauge whether you’re on track with the set plan. Even if your organization is in a startup phase, hitting your plan, which may involve investments and expected outcomes, is crucial. Monitor any deviations from the plan and focus on both the initial and final aspects of it. Communication is key to ensuring that everyone understands the organization’s identity, purpose, and alignment with the plan.
In your experience, which aspect of running a company tends to be most underestimated? Can you explain or give an example?
I would say capital requirements. And, I’ll break that down into three categories: capital, as in dollars, intellectual capital, and human capital.
For dollar capital, it will cost you three times as much as you thought it would. Generally, if it’s the first or second time you’re building it, you should be a little better. If it’s the third time you’re building a similar company, I would hope you know what you’re doing by now and what you’re going to spend.
For intellectual capital, it’s imperative that you do everything you can to seek out the best people in the industry, even if you have to drive or fly to meet them. This will help ensure that your team is culturally aligned and that you have the right talent to lead the key areas of the business.
This ties in well with human capital as well. You have to have people on the team that know what they’re doing, and you need to have people that are aligned with your values and objectives and ready for the fight. Building a business is incredibly tough, and you have to have the right team behind you.
Ok super. Here is the main question of our interview. What are your “Five Things You Need To Be A Highly Effective C-Suite Executive”? If you can, please share a story or an example for each.
1. Bring Energy:
As a C-suite executive, one of the critical factors is the energy you bring to the table. Your demeanor sets the tone for the entire organization’s pace and cadence. It’s not just about your personal energy but the energy you infuse into the team. I’ll share an example from my experience.
At HomeFront Brands, we faced a significant challenge when the COVID-19 pandemic hit. The industry was reeling, and the circumstances were tough. I knew that as a leader, I needed to bring a contagious energy to inspire the team. Through my actions and attitude, I communicated that we could weather the storm and even thrive during challenging times. This energy ripple effect motivated our team to work hard and adapt swiftly, contributing to our success during a trying period.
2. Live the Values:
Living and breathing your organization’s values is another crucial aspect of effective leadership. Your values should guide not only your actions but also your hiring and firing decisions. Consistently reinforcing these values through conversations and actions is essential for building a values-driven culture.
For instance, at HomeFront Brands, our values revolve around integrity, innovation, and customer-centricity. We didn’t just put these values on a poster; we embedded them into our daily operations and discussions. It’s not just about telling people what the values are; it’s about showing how they translate into our work and decision-making. When values are not just words on a wall, but principles embedded in the fabric of the organization, it fosters trust, alignment, and a shared sense of purpose.
3. Speak a Bold and Powerful Future into Existence:
Effective C-suite executives have the ability to articulate a clear and compelling vision for the future. Clarity is essential because when people are unsure about the direction, it leads to hesitation and misunderstandings. A powerful vision serves as a unifying force, rallying the team towards a common goal.
Patrick Lencioni has a great book called, “The Four Obsessions of an Extraordinary CEO,” and it heavily emphasizes the importance of clarity. When people are unclear, they hesitate, and it looks like a lack of effort, disinterest or even insubordination. When people are not clear about what they need to do, they either do nothing, hesitate or make something up. There needs to be absolute clarity across the board and down to the small details because it matters in terms of pursuing the outcome.
4. Pursue Absolute Clarity:
In today’s fast-paced business environment, clarity is paramount. It’s not enough to have a vague sense of direction; every member of the organization must understand the mission, goals, and their role in achieving them.
To provide an example, right now at HomeFront Brands, one of our main goals is to help people grow businesses into dynasties. This clarity drives every decision, from the brands that join HomeFront Brands to the potential franchisees that are being brought on. This level of clarity ensures that everyone in the organization across all levels is aligned.
5. Alignment on Purpose, Meaning, and Direction:
As a C-suite executive, your role involves aligning the organization on three critical aspects: purpose, meaning, and direction.
Purpose is about defining why the organization exists, what difference it makes in the world, and whom it impacts. It includes shareholders, employees, customers, and the broader community. Aligning on purpose gives everyone a sense of a shared mission.
Meaning delves into what success means for all stakeholders. It’s about understanding the value the organization provides and how it enhances people’s lives. For instance, a tech company might aim to improve access to information, which benefits not only shareholders, but also society at large.
Direction is the roadmap for how the organization will achieve its goals. It involves setting a clear mission and outlining the strategies and tactics to accomplish it.
By intentionally aligning the company on purpose, meaning, and direction, you create a cohesive, focused, and motivated organization ready to tackle challenges and seize opportunities.
In your opinion, what are a few ways that executives can help to create a fantastic work culture? Can you share a story or an example?
1. Speak to the Troops:
I cannot say this enough, but as an executive, it’s vital to connect directly with every member of the organization, regardless of their position or tenure. Your message should reach everyone, unfiltered, from the seasoned leaders to the newest interns. I recall a particular instance at HomeFront Brands when this approach made a significant impact.
2. Water What You Want to Grow:
To cultivate a strong work culture, focus on recognizing and rewarding behaviors and achievements that drive the business forward. Identify the key actions and values that are critical for the organization’s success and create a system of rewards, recognition, and promotions around them. At HomeFront Brands, we understand that to thrive in the franchise system, we need to prioritize what matters most.
By consistently acknowledging and celebrating the behaviors and accomplishments aligned with our core values and business objectives, we reinforce a culture that encourages these positive actions. This not only motivates team members but also establishes clear expectations for what it means to excel within our organization.
3. Eat Together and Build Relationships:
Building a fantastic work culture involves more than just professional interactions. I took inspiration from my visit to Google’s headquarters in California, where communal dining and diverse cuisine options promote camaraderie among employees. At HomeFront Brands, we recognized the importance of this approach.
We instituted regular lunches where every team member, regardless of their role or seniority, came together to share a meal. These moments mirror the idea of a family dinner, where people connect on a personal level. As an executive, investing time in these relationships and getting to know each individual has made a profound impact on creating a cohesive and positive work culture.
4. Address Politics and Cliques:
Even in the most harmonious work environments, politics and personal disagreements can arise. As an effective leader, it’s crucial to maintain a healthy work culture that doesn’t tolerate cliques or divisive behavior. If you notice instances where groups within the organization are creating friction or hindering productivity, address them promptly.
Encourage open dialogue and emphasize that, while team members may not always agree or have personal affinities, they share a common purpose. Reiterate the importance of serving the organization’s goals above personal differences. By promoting a culture that values collaboration and teamwork, you can ensure that the workplace remains focused on achieving the mission and maintaining a positive atmosphere.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)
If I had the opportunity to start a movement that could bring the greatest good to the most people, it would undoubtedly revolve around promoting and rekindling the love of reading. Reading real books opens up an incredible world of knowledge and enriches the mind with the power of words and ideas. It’s a simple yet profound act that can have a lasting impact on individuals and society as a whole.
At HomeFront Brands, we’ve taken a step in this direction by partnering with Carson Scholars. While this announcement is set for November at our conference, I’m excited to share a sneak peek. We’re embarking on a mission to build libraries across the country, not only in schools but also in educational institutions. Additionally, we’re exploring scholarship opportunities, offering thousand-dollar scholarships to Carson Scholars who demonstrate excellence in education.
Our passion lies in children’s education, supporting transitioning veterans, and promoting the joy of reading. When I think about individuals with a growth mindset, they embrace books as a source of continuous learning. They don’t just read; they internalize, understand, and apply the knowledge to their lives. It’s an iterative process of cumulative learning, ensuring that they always move forward and never regress. By fostering a love for reading, we aim to empower individuals to unlock their potential and contribute positively to the world.
How can readers reach out to you?
LinkedIn- Jeff Dudan
On the HomeFront Podcast-homefrontbrands.com/on-the-homefront/
Instagram- @JeffDudan
My Company Website- homefrontbrands.com
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Douglas E. Noll, JD, MA was born nearly blind, crippled with club feet, partially deaf, and left-handed. He overcame all of these obstacles to become a successful civil trial lawyer. In 2000, he abandoned his law practice to become a peacemaker. His calling is to serve humanity, and he executes his calling at many levels. He is an award-winning author, teacher, and trainer. He is a highly experienced mediator. Doug’s work carries him from international work to helping people resolve deep interpersonal and ideological conflicts. Doug teaches his innovative de-escalation skill that calms any angry person in 90 seconds or less. With Laurel Kaufer, Doug founded Prison of Peace in 2009. The Prison of Peace project trains life and long terms incarcerated people to be powerful peacemakers and mediators. He has been deeply moved by inmates who have learned and applied deep, empathic listening skills, leadership skills, and problem-solving skills to reduce violence in their prison communities. Their dedication to learning, improving, and serving their communities motivates him to expand the principles of Prison of Peace so that every human wanting to learn the skills of peace may do so. Doug’s awards include California Lawyer Magazine Lawyer of the Year, Best Lawyers in America Lawyer of the Year, Purpose Prize Fellow, International Academy of Mediators Syd Leezak Award of Excellence, National Academy of Distinguished Neutrals Neutral of the Year. His four books have won a number of awards and commendations. Doug’s podcast, Listen With Leaders, is now accepting guests. Click on this link to learn more and apply.
