At DreamMaker Bath & Kitchen, leadership goes beyond strategy. It’s rooted in service, relationships, and a commitment to growth. One of the key people living this out is DreamMaker’s Chief Operating Officer, Amy Mosley. Her 23-year journey with DreamMaker spans multiple roles, from Marketing Director to COO, and her influence reaches every part of the organization. Amy’s steady presence, thoughtful leadership, and dedication to others make her a cornerstone of what defines DreamMaker—not just as a franchise, but as a culture.
Amy’s path to executive leadership was built step by step through curiosity and commitment. “I started as the Marketing Director, but kept learning more about all departments,” she shared. “If you do that, then you’ll be moving up!” That mindset shaped her into a leader with a strong grasp of the big picture and how each department functions.
Bringing Structure, Support, and a Servant’s Heart to Franchising
Amy’s leadership style is shaped by her service on boards such as the National Association of the Remodeling Industry (NARI), various nonprofits, and her church, where she served as board chair. “You learn so much from other leaders—and from working through tough issues collaboratively,” she said. That collaborative mindset shows up daily at DreamMaker, where Amy strengthens relationships with franchise owners and team members alike.
Under her guidance, DreamMaker has refined its onboarding and training processes to give new franchisees the best opportunity for success. “Owners receive weekly coaching calls, clearly defined goals, and opportunities to learn alongside other franchisees,” she said. Programs like “A Week in the Life of a Franchisee” (for new franchisees), the annual January Workshop and Reunion gatherings, and peer-based Next Level Groups are tools franchise owners can lean on. One major improvement she’s proud of is the revamped DreamMaker onboarding and training program. “It was a team effort led by Dale Ressler (Director of Franchise Operations), but everyone contributed—and it’s making a real difference,” she said.
Another operational success is the Entrepreneurial Operating System (EOS), which DreamMaker adopted in 2019 at the corporate level, and key components have been shared with the network. “It’s introduced a lot of best practices,” Amy said. “It’s been a huge benefit to many of our franchisees.”
But systems only work if voices are heard. Amy prioritizes strong communication and feedback. DreamMaker gathers input through anonymous surveys like an annual survey from Franchise Business Review (FBR), advisory councils, committees, and other surveys. “It’s important that owners aren’t just being told what to do,” she said. “They’re part of the conversation.”
Amy also has a clear view of what makes a successful franchisee. “Focus on DreamMaker, have a sense of urgency, be coachable, and always be willing to learn,” she said. One of the biggest challenges? Financial confidence. “Knowing your numbers is essential,” she said. “Our systems and monthly financial coaching are designed to help.”
Amy’s leadership is rooted in helping others grow—especially women pursuing leadership in franchising. “Find a mentor and network with others in franchising,” she advises. “Always be a student. Keep learning.” She shares best practices, connects future leaders to others in the industry, and helps women build their skills and confidence.
That same mindset applies to all franchisees. “You’re not in this alone,” she emphasized. “You have the corporate staff and other franchisees who are eager to help.” At DreamMaker Bath & Kitchen, collaboration and support are more than just ideals—they’re built into how we operate day-to-day.
Why Amy’s Leadership Sets DreamMaker Apart
Amy sums up her leadership philosophy simply: “Always try to do more than expected, and always try to learn more about your role, and how your role impacts others.” That mindset has driven her growth and helped her support the growth of others.
With leaders like Amy at the helm, DreamMaker continues to stand out as a company that builds up people as much as it builds businesses. Her story is a reminder that leadership isn’t just about direction—it’s about listening, learning, and lifting others up.
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