KFC rejected Matt and Alex's application because they had no money (less than the $1 million financial requirement), no restaurant experience, and were too young, being college students.
The franchisee-franchisor relationship is important because it affects the long-term sustainability and growth of the business. Franchise agreements are often franchisor-favorable, and maintaining a positive relationship ensures that franchisees can negotiate beneficial terms and franchisors remain supportive.
Scale is important because it limits risks like traffic pattern changes, weather, or local market shifts. It provides a less risky, more stable business, which historically has been rewarded with better returns and more attractive financing options.
The auto services franchise deal failed due to over-leverage, poor management, and the business being in a discretionary and cosmetic segment. Lessons learned include the importance of underwriting deals through cycles, avoiding value traps, and focusing on mission-critical businesses with strong unit economics.
Maintaining a close relationship with LPs is crucial because managing other people's money is a significant responsibility. They ensure LPs understand the investment philosophy, manage through cycles, and stay aligned with the firm's goals. This builds trust and secures long-term support.
GSP focuses on businesses with high unit economics (at least 20% EBITDA margins) because they provide a solid foundation for growth and value creation. These businesses can better absorb financial shocks and offer more opportunities for margin enhancement through technology and management improvements.
Maintaining culture is crucial during consolidations to ensure that operations run smoothly and that employee and customer satisfaction remains high. They invest in building strong relationships and ensuring that local business values are respected and enhanced.
Lease negotiation is a significant area of value creation because it can be renegotiated to reflect changes in business performance, such as increased sales due to a nearby Walmart. This can lead to higher rent or lower rent, depending on the situation, and can be used to de-risk the investment and create arbitrage opportunities.
GSP avoids high leverage in early investments to ensure they can weather economic downturns and make informed decisions. This approach was validated during COVID, where they were able to maintain their businesses without losing money or breaching covenants.
Managing labor turnover is critical because it significantly impacts operational costs and customer satisfaction. High turnover can be costly, and reducing it even slightly can have a substantial positive impact on margins and overall business performance.
Writing the sale memo early helps them focus on the exit strategy and ensure every decision aligns with maximizing the business's value for the next buyer. This approach has been successful, as all their exits have been on average meaningfully above their underwriting target.
GSP avoids high fad risk because these businesses can perform poorly through economic cycles and may not have the long-term sustainability they seek. They prefer businesses with consistent performance and strong underlying demand, like Planet Fitness, which benefits from a large ad budget and broad customer base.
They read 'The Predators' Ball' to appreciate the history and thoughtfulness of the private equity and high-yield securities era. It helps them understand the importance of capital structure and the impact of pioneers like Michael Milken on the industry.
GSP often starts with 100% equity to de-risk the investment and ensure they can navigate downturns. They avoid maxing out first lien debt capacity and use liquidity to make better decisions in downside scenarios.
My guests today are Matt Perelman and Alex Sloane, Co-founders and Managing Partners of Garnett Station Partners. GSP invests in the trillion-dollar franchise and consumer services industries. Matt and Alex started the firm in 2014 as MBA students when they bought 23 Burger King restaurants. Since then, they've invested in 26 other multi-unit businesses, from gyms to car washes to funeral homes. GSP is now a leader in its field.
This discussion is a masterclass in franchise investing. We explore GSP's playbook for creating value, the power of Matt and Alex's partnership, and their approach to scaling businesses for successful exits.
This conversation is special for another reason. For the last year, we've been working on a print publication that will share the very best of what we've encountered and learned every quarter. GSP, along with many others, are profiled in our first issue to be revealed next month. We are going to print a limited edition of them to start, so if you are interested in hearing first when pre-sale launches, go to joincolossus.com/print).
Please enjoy this excellent and incredibly fun discussion with Matt Perelman and Alex Sloane.
For the full show notes, transcript, and links to mentioned content, check out the episode page here.)
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Show Notes:
(00:00:00) Welcome to Invest Like the Best
(00:07:02) The KFC Rejection and Burger King Opportunity
(00:08:36) Living with Ray Meeks and Business Growth
(00:12:08) Understanding Franchise Economics
(00:16:12) Challenges and Lessons Learned
(00:38:37) Navigating COVID-19
(00:54:37) Challenges of Rollups and Integration
(00:56:01) The Importance of Culture in Business Consolidations
(00:58:01) Strategies for Successful Exits
(01:01:49) The Fun and Challenges of Partnership
(01:09:53) Innovation in Business Operations
(01:13:44) Real Estate and Financial Engineering
(01:16:34) Managing Labor and Turnover
(01:19:36) Investment Themes and Criteria
(01:23:36) Selling to Larger Private Equity Firms
(01:27:11) Maintaining Culture and Sourcing Deals
(01:33:41) The Importance of Cycles and Capital Structure
(01:37:18) Partnership Dynamics and LP Relationships
(01:40:26) The Kindest Thing Anyone Has Ever Done For Matt & Alex