Q&A with MaidPro Husband-Wife Franchisees Rick and Jessica Hardt

Name: Rick and Jessica Hardt

Title: Franchise Owners/Operators

Brand: MaidPro

Units: 10

Years in Franchising: 11

Why did you choose to franchise with a service brand?

We chose a service brand because service is personal. At the end of the day, this business is about trust; people allowing us into their homes and relying on us to show up consistently. Franchising gave us a strong foundation, but the service aspect allowed us to stay connected to people and build real relationships.

How did you choose the sector and brand you did?

We were intentional about choosing a business that didn’t overcomplicate things. Home services are straightforward when done well, and customer service truly is the differentiator. MaidPro aligned with our belief that success comes from doing the basics really well, taking care of customers, and leading with integrity.

What different skill sets are required for franchising with a service brand? People skills matter just as much as operational skills, if not more. You need to communicate clearly, lead with empathy, and make decisions every day that impact both customers and team members. We remind our team that at the end of the day, it’s just cleaning houses. Sometimes the work can feel overwhelming or even personal, but most of the time, when someone is having a bad day, it isn’t about us. We’re here to make their day a little easier and a little better, and keeping that perspective helps everyone stay grounded.

What are the advantages of choosing a service brand?

A service brand allows you to stay close to your customers while still benefiting from systems and structure. You’re not selling a product - you’re delivering an experience. When you keep things simple, stay honest, and focus on quality service, the brand grows naturally through trust and reputation.

What are some keys to being able to operate multiple franchises at the same time? Keeping our organizational structure simple has been critical. We are very intentional about keeping overhead low, because unnecessary complexity cuts into profitability. We operate with three area coach managers, each overseeing three to four branches. Each office location has an office coordinator who works a few hours in the morning to handle dispatching and urgent needs. As we continue to grow, we are actively looking at ways to simplify even further, including moving toward more streamlined and weekly dispatching processes. Clear structure, strong communication, and simplicity allow our teams to stay focused on customer service and execution.

What are some of the top ways in which you have been able to market and promote your business?

Customer experience has been our best marketing tool. When people feel taken care of, they tell others. We also believe in showing up authentically in our communities by being honest about who we are, how we operate, and what customers can expect from us.

What would you recommend to anyone considering a service brand?

Stay true to who you are. Don’t overthink or overcomplicate it. Focus on people, customer service, and consistency. Service brands reward owners who lead with integrity, remain adaptable, and remember that behind every transaction is a person.