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.
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.
Key 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.
Check first: Ask for audience demographics, engagement figures, and comparable results before committing budget.
Main ideas
A good business is not automatically the right franchise · The franchise foundation is expensive before a single franchise sale · Pivoting can be the stronger move when an opportunity is good but not scalable
Colleen Biggs is an entrepreneur whose work centers on building businesses and deciding which ones to franchise.
In their posts, they describe moving from plans to franchise Phoenix Drone Pros to franchising Beyond Basil Mobile Pizzeria, while carrying over research, legal and compliance work, and operating systems from one effort to the next.
They also write about the costs and patience required to build a franchise and about treating customers and colleagues with kindness.
Follow their work for first-person accounts of business pivots, franchise-building decisions, and the operating principles behind them.
Biggs makes the less visible parts of entrepreneurship concrete.
They name the $50,000 spent on franchise preparation before a first sale and explain how a three-month sales expectation overlooked the year spent building the foundation.
In the account of the Phoenix Drone Pros pivot, they show how work on one franchise plan later prepared them for a different business, Beyond Basil.
The story is an account of recognizing that a sound direction was attached to the wrong business, not a claim that every pivot pays off.
Their customer-service writing adds a practical principle: kindness can coexist with boundaries, disagreement, and profitability.
Together, these posts offer specific examples of patience, choosing what to scale, and carrying operating lessons across ventures.
Colleen Biggs’s recurring arguments focus on when franchising is the right choice, what it costs to build a franchise system before selling one, and how service culture should work.
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They frame a pivot as clarity rather than failure, saying work behind a stopped franchise plan can prepare a different business. Their posts also stress that franchising depends on systems, support and a model that fits the product, and that kindness can be a competitive advantage without making a leader soft.
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.
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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.
Biggs stopped franchising Phoenix Drone Pros and reused the legal, audit, territory and operations work for Beyond Basil Mobile Pizzeria. They remain proud of Phoenix Drone Pros, but franchising it was not the long game.
Biggs first pursued franchising Phoenix Drone Pros, then redirected that work toward Beyond Basil Mobile Pizzeria.
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.
Read more
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."
Attorneys, audits, FDD preparation, compliance and systems consumed the first $50,000 before any franchise sale. Biggs chose self-funding over bringing in investors or giving up equity.
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.
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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.
Biggs says they remain proud of Phoenix Drone Pros, but franchising it was not the long game. They chose to scale Beyond Basil, a family-built brand with an emotional connection.
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.
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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.
Biggs describes difficult conversations, saying no, negotiating contracts and dealing with unhappy customers, employees and vendors while keeping kindness as the standard.
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.
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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.
Biggs says Beyond Basil attracts demand beyond weddings, with people repeatedly asking how to start a business like it. The mobile model lowers the overhead a traditional restaurant franchise would require.
Why did Colleen Biggs stop franchising Phoenix Drone Pros and later start franchising Beyond Basil?
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This post offers the clearest first-person account of the pivot and the work they could reuse.
Biggs describes believing franchising was part of their future and assuming 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 pulled the plug on those plans.
Months later, people began asking Beyond Basil how to start a business like theirs.
Biggs connects the dots: the franchise team, legal and compliance knowledge, territory research and operations manual became preparation for Beyond Basil Mobile Pizzeria.
The direction was right, they say, but the business was wrong.
For brands planning a campaign
For a franchise-scaling keynote, this is a concrete case study in separating a franchise idea from the business it is attached to. It offers an advisory conversation a ready example of sunk-cost discipline and reusing franchise infrastructure when a founder pivots to a different concept.
What does it cost and feel like to build a franchise before selling one?
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This post names the unglamorous expenses and timeline pressure that rarely appear in franchise sales pitches.
Biggs itemizes $50,000 spent on attorneys, audits, FDD preparation, research, compliance, systems and infrastructure.
The FDD was filed in March; by June, they were asking why no franchise had sold yet.
The clock had actually started a year earlier, so three months felt late rather than early.
Biggs chose to keep funding the business personally instead of giving away equity.
The lesson: don’t confuse “not yet” with “not working.”
For brands planning a campaign
A franchising consultancy can use this as a budgeting and expectation-setting example. It shows why legal and compliance foundation work should be tracked separately from franchise-sales milestones, and why impatience can make equity decisions the wrong response to a normal early-stage timeline.
Is it contradictory to shut down one franchise plan and launch another?
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Biggs addresses the question directly and explains their criteria for choosing what to scale.
Biggs acknowledges that two franchise concepts and a pivot may look crazy from the outside, but calls it clarity and a walk of faith.
They shut down franchising for Phoenix Drone Pros and went all in with family on Beyond Basil Mobile Pizzeria, which is now franchising.
After launching more than 300 businesses and spending years in franchising, Biggs says not every good opportunity is the right one to scale; sometimes the strongest move is to pivot.
They remain proud of Phoenix Drone Pros, but franchising it was not the long game.
For brands planning a campaign
This gives a keynote or advisory session a clear framework for franchise scaling: emotional connection to the product, a flexible mobile model and real support for franchisees. It also opens a practical discussion about when to keep operating a business but not franchise it.
What operating principle connects Biggs’s customer-service background to their franchise and business-ownership work?
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This post shows the service philosophy they carry across industries and roles.
Biggs traces a customer-service philosophy from the 1990s, when they were a supervisor at The Fishel Company, through years helping entrepreneurs at The Little Gym International and into business ownership.
The principle: “Begin with kindness.
End with kindness.”
They argue that exceptional customer service is a competitive advantage, and that kindness doesn’t mean being a pushover: 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.
For brands planning a campaign
For a keynote on franchise culture, this offers a teachable service standard to pass on to franchisees. For advisory work, it supports a conversation about balancing profitability and difficult conversations with a consistent customer experience.
Biggs describes building two franchise concepts and shutting down franchising for Phoenix Drone Pros to focus on Beyond Basil Mobile Pizzeria.
Read more
They frame the shift as clarity rather than failure, arguing that not every good opportunity is the right one to scale.
A personal business narrative blending faith and practical reasoning.
The decision to stop franchising a business after assembling a team and completing legal groundwork.
For brands planning a campaign
A franchising consultancy or event audience would get a firsthand account of reassessing franchise strategy and choosing a different concept, suited to a keynote or advisory engagement on franchise scaling and pivoting.
Biggs details spending $50,000 on attorneys, audits, FDD preparation, compliance, and systems before selling a franchise.
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They describe disappointment at not selling within three months and choosing to self-fund rather than give up equity, concluding: 'Don't confuse not yet with not working.'
For brands planning a campaign
Biggs can speak to the unglamorous groundwork of franchising, capitalization choices, and realistic timelines for franchise sales.
Biggs describes stopping Phoenix Drone Pros franchising after prayer and a strong feeling, later seeing that the franchise team, legal knowledge, and territory research applied to Beyond Basil Mobile Pizzeria.
Read more
They interpret the redirect as preparation, not wasted work.
Personal testimony and reflection on decision-making.
For brands planning a campaign
For audiences where faith and business intersect, Biggs offers a perspective on aligning major business decisions with personal conviction and reframing apparent detours.
Biggs says they spent years at The Little Gym International helping entrepreneurs build franchise businesses and had more than 18 years working in and around franchising.
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They describe understanding franchise operations, systems, and what it takes to support franchise owners.
For brands planning a campaign
Biggs's experience can inform talks or advisory work on franchisee support and operations, beyond a single brand story.
Colleen Biggs says they own Beyond Basil Mobile Pizzeria, which is franchising, and Phoenix Drone Pros, where they decided to stop pursuing franchise plans.
Read more
They also say they worked as a supervisor at The Fishel Company in the 1990s and spent years at The Little Gym International helping franchisees.
Beyond Basil Mobile Pizzeria
Owned business
Colleen Biggs says they built and launched Beyond Basil Mobile Pizzeria with family.
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The business is now franchising. After shelving franchise plans for Phoenix Drone Pros, they describe Beyond Basil as the business they were meant to franchise.
Colleen Biggs writes about franchising from the inside: why a business that works is not automatically the right one to franchise, what the groundwork costs before a single franchise sells, and how a service culture holds up when negotiations and unhappy customers are not going well.
Read more
Start with the Beyond Basil pivot story, then read the post on the first $50,000 of franchise development and the customer-service piece: the pivot explains the reasoning behind the later cost and service arguments. Two business names carry the story: Phoenix Drone Pros, a drone business they kept but decided not to franchise, and Beyond Basil Mobile Pizzeria, the mobile food concept now being franchised with family.
FranchisingFranchise scalingFranchise development costsBusiness pivotsCustomer experienceFaith and businessMobile business modelsFranchise strategyFranchisee support and operationsPersonal business narrativeAspiring franchise ownersFranchise and small-business leaders
Schin also treats relationships and mindset as hidden drivers of business results, and one post focuses on franchising and helping people become business owners.
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Like Biggs, Schin writes for people building or buying a business rather than a general audience, and both mix personal reflection with practical claims about what limits growth.
Schin's material comes from a book on relationships and a conversation with a neurocoach about limiting beliefs and subconscious patterns, so the obstacle is the person in the mirror. Biggs draws on first-hand experience inside franchise concepts they built: the obstacle is deciding which business to scale and what the groundwork costs before it sells.
Golliver writes directly about whether franchising fits a person's skills, capital, industry, time commitment, leadership style and goals, and about the franchisee mindset of following the system while owning local execution.
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That overlaps with Biggs's argument that scaling depends on systems, support and a model that fits the product. Both explain what a franchise relationship involves.
Golliver's posts are checklist-style explainers for prospective buyers, written from the franchisee's side of the relationship and asking whether franchising is right for you. Biggs writes as a founder who assembled the legal, audit and territory work, then chose which concept to franchise, making the material decision stories rather than general criteria.
Busker writes about the same decision from a candidate's point of view: how one person weighed seven brands before signing, and how capability and confidence grow through action rather than thinking about action.
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That connects to Biggs's emphasis on business fit and the support a franchisee needs to operate day to day.
Busker speaks from the advisory side, matching candidates to brands and tracking their motivations and search criteria. Biggs is the franchisor building the system being sold, and pivots between their own concepts rather than guiding someone else's search.
For a keynote or advisory campaign aimed at business owners considering franchise scaling, the posts point to a small, business-owner-facing LinkedIn audience rather than broad consumer reach.
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That could suit a consultancy selling to people already considering or running a business, but not a campaign that needs scale or verified audience composition.
Colleen Biggs's LinkedIn profile had 4,787 followers on October 8, 2026.
The four posts, dated April 27, August 20, August 24, and September 3, 2026, are long first-person accounts of franchise build-out, capital costs, a franchising pivot, and customer-service philosophy, addressed to people weighing whether to start or buy a business.
In one April 2026 post, Biggs says people kept finding the pizzeria online and asking, "How can I start a business like yours?"
They cite that inbound interest as the reason the franchise model made sense.
It suggests prospective franchisees or founders are present in the audience, but does not quantify how many.
Biggs's posts do not say where followers are located or identify their age, gender, seniority, employer, or occupation.
The four posts also provide no engagement volume, comment counts, or reach figures.
Before committing budget, ask Biggs or their team for recent comparable results: platform audience demographics, any audience survey covering job title, employer type, or seniority, and impressions, comments, and saves on a post about franchise scaling or pivoting.
That will help assess the professional mix and current reach against the campaign's needs.
LinkedIn followers
4,787
Recorded from the LinkedIn profile associated with Colleen Biggs · 2026-10-08
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.
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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.
A franchising consultancy preparing a keynote or advisory engagement on franchise scaling and pivoting is a strong fit for Colleen Biggs, and the case rests on firsthand material rather than a follower count.
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They describe assembling legal support, auditors, territory analysis, and mapping to franchise Phoenix Drone Pros, stopping that plan, and later putting the same team, compliance knowledge, territory research, and operations manual behind franchising Beyond Basil Mobile Pizzeria, a mobile model that does not require a restaurant or a costly lease.
They itemize $50,000 spent on attorneys, audits, FDD preparation, compliance, and systems before the first franchise sale, and describe the three months after the FDD was filed with still no sale, along with the choice to keep self-funding rather than give away equity.
They also report more than 18 years in and around franchising and years spent helping entrepreneurs build franchise businesses, plus a service principle — begin with kindness, end with kindness — that transfers directly into franchisee training and support.
This suits an audience making a pivot, budget, or scaling decision.
Reach claims should stay modest: 4,787 LinkedIn followers were recorded, with no audience demographics or engagement figures in the posts here.
When to choose a specialist
A consumer brand or agency buying paid social ambassadors and sponsored posts — for example, a national product launch that needs a documented media kit, verified audience composition, and measured reach.
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Colleen Biggs’s posts do not document any of that.
No sponsor page, rate card, ambassador or affiliate arrangement, media kit, or guest-appearance terms appear, and no partnership inquiry route was verified, so a campaign cannot be planned around a published offer.
All four posts are written text on one channel, with no video, photography, or other creative assets a visual campaign could be judged against.
The topics — franchise build costs, a pivoting decision, customer service — point to an audience weighing whether to start or buy a business rather than a general consumer audience.
Before booking, ask for audience geography, age, occupation, and seniority, along with impressions, comments, and saves; those figures are not available in the posts.
Ask whether they accept paid work and request specific reach and format details before treating a sponsored-post brief as a fit.
A worked campaign example
A franchising consultancy wants a keynote or advisory engagement on franchise scaling and pivoting.
A workable angle is built around the decision Biggs actually describes — the direction can be right while the destination is wrong.
Open with the Phoenix Drone Pros story: the team, the legal groundwork, the confidence, and then the decision to stop.
Show how the groundwork was reused when inbound questions about Beyond Basil turned into a franchise.
Move to money: $50,000 spent on attorneys, audits, FDD preparation, compliance, and systems before any sale, three months of pressure after the FDD filing, and the choice to self-fund rather than sell equity.
That gives the room a concrete number and a real tradeoff instead of a slogan.
Then hand the audience a decision test drawn from Biggs’s own criteria — is the demand inbound or pushed, does the product carry emotional connection, does the model avoid a traditional lease, and is real support behind franchisees — and score their own concept against it.
Follow the talk with an advisory session where each attendee answers the cost question for their own business: what is spent before the first sale, and who funds round two?
Close on the service principle Biggs carries from The Fishel Company and The Little Gym International into ownership: firmness and boundaries are compatible with kindness, and that standard is what franchisees inherit.
Before booking, ask for franchise sales to date, current franchisee numbers, comparable keynote or advisory engagements, and client references.
Choose Don Schin when the engagement is about an owner's inner work rather than franchise mechanics.
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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.
Schin's reviewed posts do not address franchising a concept, preparing an FDD, funding a pre-sale build, or reversing a franchising decision.
The $50,000 pre-sale figure, three-month wait after filing, and pivot from one business to another in the Biggs case give a scaling audience concrete costs and a decision; Schin's material offers reflection instead.
The book is relationship-focused, not a franchise operating manual.
Choose Careyann Golliver when the audience is deciding whether to buy a franchise.
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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.
These posts cover the buyer's side of franchising, not the builder's.
They don't describe assembling legal, audit, territory, and operations support, spending a defined amount before the first franchise sale, or pulling back from a franchising plan.
Both are short list-and-paragraph pieces built around hashtags, with none of the storytelling, money, or reversal in the Biggs material.
For a campaign seeking a speaker who has run the franchisor's own build, the fit is weaker.
Choose David Busker when the engagement is about people moving into ownership rather than the franchisor's own scaling decision.
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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.
The posts describe placing and coaching prospective owners, not building or franchising a system.
They offer no pre-sale spend figure, FDD timeline, franchising decision that was later reversed, or operations and compliance detail.
The placement post also includes a call to schedule a call and a business page link, making it read as business development rather than event content.
Ask for examples of the speaker's franchisor-side build and operating experience before booking.
Four of Colleen Biggs’s LinkedIn posts dated April to September 2026 cover franchise decisions, the shift from Phoenix Drone Pros to Beyond Basil, franchise startup costs, and customer service.
The posts reflect the perspectives and experiences they share.
