# Colleen Biggs

Colleen Biggs is an entrepreneur who builds businesses and franchise systems. Their work includes Beyond Basil Mobile Pizzeria, which they say is franchising, and Phoenix Drone Pros, whose franchise plans they decided to stop pursuing. They also write about franchising, business decisions, and customer service.

- Profile: https://b2binfluencer.marketing/creators/colleen-biggs/
- LinkedIn: https://www.linkedin.com/in/colleen-biggs
- LinkedIn followers: 4,787
- YouTube: https://www.youtube.com/channel/UCNc8cto8SnZjxy8Xfgn8Dpg
- Topics: customer-experience
- Based on 10 dated posts, latest 2026-10-05

## Summary

They are most useful for first-person accounts of franchise scaling, pivots, costs, and customer service.

- Best for: A franchising consultancy keynote or advisory engagement on franchise scaling and pivoting.
- Not for: A consumer brand or agency buying paid social ambassadors or sponsored posts.
- Check first: Ask for audience demographics, engagement figures, and comparable results before committing budget.

### Takeaways

- They spent $50,000 on franchise preparation before the first franchise sale.
- Three months after the FDD was filed, there was still no sale.
- They stopped franchising Phoenix Drone Pros and later franchised Beyond Basil Mobile Pizzeria.

## Main ideas

- **A good business is not automatically the right franchise**: Biggs believed franchising was part of their future and assumed that meant franchising Phoenix Drone Pros. They assembled legal support, auditors, territory analysis and mapping, drawing on more than 18 years working in and around franchising. Despite understanding franchise operations, systems and owner support, they say a strong feeling led them to pull the plug on those plans. Months later, people began asking Beyond Basil how to start a similar business. Biggs connects the earlier franchise team, legal and compliance knowledge, territory research and operations manual to Beyond Basil Mobile Pizzeria, arguing that the direction was right but the business was wrong.
- **The franchise foundation is expensive before a single franchise sale**: Biggs itemizes $50,000 spent on attorneys, audits, FDD preparation, research, compliance, systems and infrastructure. The FDD was filed in March, and by June they were asking why no franchise had sold yet. The clock had started a year earlier, they explain, so three months felt late rather than early. Rather than give away equity, Biggs chose to keep funding the business personally. Their lesson: don’t confuse "not yet" with "not working."
- **Pivoting can be the stronger move when an opportunity is good but not scalable**: Building two franchise concepts and shutting one down may look like a series of pivots, Biggs acknowledges. They call it clarity and a walk of faith instead. After launching more than 300 businesses and spending years in franchising, they argue that not every good opportunity is the right one to scale, and sometimes the strongest move is to pivot. Biggs shut down franchising for Phoenix Drone Pros and went all in with family on Beyond Basil Mobile Pizzeria, which they say is now franchising.
- **Kindness is a competitive advantage, not softness**: Biggs traces their customer-service philosophy from the 1990s, when they were a supervisor at The Fishel Company, through years helping entrepreneurs at The Little Gym International, to owning businesses. Their principle: "Begin with kindness. End with kindness." They argue exceptional customer service is one of a company’s greatest competitive advantages, more durable than product, technology, branding or marketing. Kindness doesn’t mean being a pushover, they add: a person can be firm, set boundaries, disagree and run a profitable company while still caring about people. The post notes that AI is changing business, but people still want to be treated like people.
- **Scaling depends on systems, support and a model that fits the product**: Biggs says Beyond Basil Mobile Pizzeria doesn’t require a traditional restaurant or an expensive brick-and-mortar lease. They describe the model as mobile and flexible, with an existing system and support for franchisees. Biggs also points to more than 18 years working in and around franchising, including years at The Little Gym International helping entrepreneurs build franchise businesses. They say they understand franchise operations, systems and what it takes to support franchise owners. Their argument: demand alone isn’t enough; the model and support structure have to fit the business being scaled.

## Work to read

- [Franchising Phoenix Drone Pros was right in direction, wrong in business](https://www.linkedin.com/posts/colleen-biggs_sometimes-the-direction-is-right-but-you-activity-7497692957941219328-CXAN)
- [$50,000 into a franchise before the first sale](https://www.linkedin.com/posts/colleen-biggs_entrepreneurship-franchising-activity-7496229067562631168-bOQg)
- [Two franchise concepts, one pivot](https://www.linkedin.com/posts/colleen-biggs_some-people-might-think-im-crazy-and-honestly-activity-7454641173224247296-WB27)
- [Begin with kindness, end with kindness](https://www.linkedin.com/posts/colleen-biggs_i-learned-a-long-time-ago-that-people-may-activity-7501306743952420864-_FOK)

## Brand relationships

- **Beyond Basil Mobile Pizzeria** (owned_business)
- **Phoenix Drone Pros** (owned_business)
- **The Fishel Company** (employment)
- **The Little Gym International** (employment)

## Partnerships

The four available posts are Colleen Biggs’s accounts of building and franchising Beyond Basil Mobile Pizzeria, an earlier abandoned franchise plan for Phoenix Drone Pros, and their views on customer service and entrepreneurship. They publish no partnership formats, sponsored placements, affiliate or ambassador arrangements, rate card, media kit, audience demographics for advertisers, or guest-appearance terms. The posts show franchise-building experience but publish no terms for franchising consultancy, keynote engagements, or paid consulting. Brands and prospective clients should ask directly about formats, pricing, deliverables, and advisory or speaking terms; no official inquiry route is published.

## Alternatives

- Don Schin: Choose Don Schin when the engagement is about an owner's inner work rather than franchise mechanics. Schin's two posts say that the quality of a life rarely rises above the quality of its relationships, the subject of a named book, Can You Relate?, and that Schin hosted a conversation with a NeuroCoach about how limiting beliefs and subconscious patterns become the biggest obstacle to growth for people building a franchise brand or growing a business. A franchising consultancy whose audience is existing owners stuck on mindset, decision-making, or the person in the mirror gets that material directly, plus a book attendees can read afterward. Colleen Biggs starts instead from franchise build and pivot decisions, with cost and timing attached.
- Careyann Golliver: Choose Careyann Golliver when the audience is deciding whether to buy a franchise. The posts work through a buyer's checklist — skills and experience, available capital, preferred industry, time commitment, leadership style, long-term goals — and make the point that a franchisee is buying a relationship with a franchisor and a place in a system, not a logo or a storefront. The second post addresses the franchisee mindset: follow the system, own the execution. For a consultancy running candidate education, discovery days, or an onboarding module, that framing fits the room and gives attendees questions to answer for themselves.
- David Busker: Choose David Busker when the engagement is about people moving into ownership rather than the franchisor's own scaling decision. One post details a placement: a prospective owner weighed seven brands before signing with a consulting franchise, bringing financial experience from technology, healthcare, and personal care, seeking a corporate exit and control of their own schedule, and focusing the search on one New Jersey area. The other offers coaching on capability — four named ways people undervalue themselves, and the claim that action, not deliberation, makes someone capable. A consultancy whose audience is prospective owners or development staff gets concrete selection criteria and a development argument.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/