What I've Learned Running DreamMaker from the Inside
Words and Insight from our COO, Amy Mosley Earp
I have been with DreamMaker Bath & Kitchen since 2001. What started as a marketing role turned into something I never expected — a calling. Over the past two decades I have had a front-row seat to what it actually looks like to build a franchise system that puts people first.
In a recent conversation with Franchise Update Magazine, I shared some of what that experience has taught me. Here are the four things I most want prospective franchisees to understand.
Amy Mosley Earp | Chief Operating Officer
DreamMaker Bath & Kitchen
You Will Not Be Left on Your Own After You Sign
I know what the biggest fear is when someone is considering buying a franchise. It is not the investment. It is what happens after. Does corporate stay engaged once the check clears, or do you suddenly find yourself alone trying to figure everything out?
At DreamMaker we have built our support structure specifically around that concern. Our franchise coaches carry no more than 20 to 25 franchisees each, and most of them meet with their assigned owners every single week. That is not a quarterly call. That is a consistent relationship with someone whose only job is to help your business perform.
We also hold two in-person conferences every year: one in January and one in June. These are well attended because our franchisees genuinely want to be there. The formal training matters, but what I hear about most, is the informal conversation that happens in the hallways and at dinner. Our franchisees are a connected group. They look forward to these events not only for what we teach, but for what they learn from each other.
The support does not stop after launch. That is by design.
Your Voice Has a Real Place in How This Brand Evolves
One of the most common frustrations I hear from franchise owners across different systems is that decisions get made at corporate and handed down without any real input from the people running the locations. I have worked hard to make sure that is not the DreamMaker experience.
Before any significant initiative moves forward, franchisees are enrolled in the process. Not informed after the fact but enrolled before decisions are finalized. Our Franchise Advisory Council plays a central role in that. We also have peer groups where many of our best ideas originate, and task forces where franchisees weigh in before we commit to a direction.
Change is hard. I have learned that the only way to manage it well is to involve the people it affects. When I encounter resistance, I do not send a memo. I pick up the phone. One-on-one conversations are the most effective tool I have. Franchisees need to be heard, and they need to know they have been heard. That is not a philosophy, it is a practice.
"Change is hard. You must involve franchisees in the refinement of the initiative as well as the implementation plan."
We Are Actively Investing in Technology and Marketing on Your Behalf
Part of what you are paying for when you join a franchise system is infrastructure you could not afford to build on your own. I want to be direct about what we are building right now.
We are currently rolling out new websites across the system, upgrading our SEO and AEO strategy, and building KPI dashboards so every franchisee has real visibility into how their business is performing. We are also transitioning from a desktop accounting platform to QuickBooks Online, a change that gives franchise owners far better access to their own financial data.
On artificial intelligence, we have not waited to see what happens. Instead, we brought in an outside firm to function as a fractional chief AI officer, helping our corporate team develop what I call AI intuition. Last year, our franchisees received a full workshop on AI tools at our annual conference. Internal AI training is a priority for 2026.
These are investments being made at the brand level. An independent remodeling contractor could not reasonably afford them on their own. As a DreamMaker franchisee, you benefit from all of it.
Culture Is Not a Tagline — It Is How We Decide Everything
I want to spend a moment on something that might sound less tangible than the other points, but is actually the most practically important thing I can tell a prospective franchisee.
We have a Code of Values™ that runs through every level of this organization: our corporate team, our franchisees, and the employees franchisees hire. When we recruit, we look for values and culture fit first and skills second. When we evaluate a new initiative, the first question we ask is whether it is consistent with who we are. If it is not, we either say no or we figure out how to accomplish the same goal while staying true to our values.
Our brand tagline is “Enhancing Lives. Improving Homes.®” That is not marketing copy. It is a shared commitment. It shapes how our franchisees interact with clients, including the ones they do not win. Even if we do not earn someone’s business, I want them to walk away with a positive impression of us. That standard applies at every touchpoint.
For someone evaluating a franchise investment, this matters in a concrete way. The quality of a franchise system is directly tied to the quality of the people in it. When a brand filters its franchisees by values alignment, it protects the reputation you are investing in. It also means the people you will be learning from and building relationships with for years were selected with the same care you were.
Why I Am Still Here After 25 Years
I joined DreamMaker in 2001. I have watched this brand navigate multiple economic cycles, led a major operational transformation through the Entrepreneurial Operating System, and I am now steering us through the most significant technology evolution in our history. People sometimes ask me why I have stayed.
The answer is simple. It is the people. The franchisees I get to work with. The lives that change when someone builds a business they are proud of. The clients who trust our owners with the most personal spaces in their homes. That is why we do this.
"It's all about the people. This is why we do this."
If you are evaluating franchise opportunities in the home remodeling space, I hope that what I have shared here gives you a clearer picture of what DreamMaker looks like from the inside. I would encourage you to reach out to our franchise development team for more information about franchise ownership. I am proud of what we have built, and I think you will be too.