# Suzie McCafferty

Suzie McCafferty founded Platinum Wave Franchising in 2008. The company helps businesses develop and grow franchise networks through consultancy, mentoring, franchisee recruitment, international development and staffing. McCafferty also describes PW Staffing as its executive recruitment division for senior roles in franchising.

- Profile: https://b2binfluencer.marketing/creators/suzie-mccafferty/
- LinkedIn: https://www.linkedin.com/in/suzie-mccafferty-franchising
- Median of last 8 posts: 22 reactions, 0 comments (checked 2026-11-02)
- Topics: recruiting
- Based on 10 dated posts, latest 2026-10-07

## Summary

Suzie McCafferty is most useful for practical franchising advice on franchisee recruitment and network growth.

- Best for: Franchise consultancy workshops or content series on franchisee recruitment and network growth.
- Not for: A sponsored short-form video series with guaranteed audience demographics and fast territory-filling message.
- Check first: Confirm recent LinkedIn audience and engagement data, plus documented evidence for employer, occupation, or seniority.

### Takeaways

- A poorly matched franchisee can cost more than an empty territory.
- Costs include management time, professional fees, relaunches, brand damage, and weaker neighbouring franchisee confidence.
- Multi-unit franchising may help a strong franchisee take on more, but not every person or model.

## Main ideas

- **The wrong franchisee costs more than an empty territory**: McCafferty reframes the usual franchisor worry about unsold territories: the cost franchisors discuss less is filling a territory with the wrong person. The argument is that a bad appointment quietly generates several kinds of cost at once, and that these compound rather than appearing as a single hit, so recruitment should be treated as a long-term financial decision rather than a filling exercise. The stated conclusion is that recruitment should be about finding the right people to protect and grow the network, not about filling territories as quickly as possible. The same logic runs through the PW Staffing post, which argues that a contacts list is not a recruitment service and that search needs proper process behind it.
- **Franchise advice should come from having run a franchise**: McCafferty's standing rests on personal franchisor experience rather than consultancy credentials alone. The account is that they became a franchisor at 22, later became a franchisor a second time in recruitment, and was candid that the first stretch involved a lot of improvising. By 2008 they had founded Platinum Wave Franchising to help other franchisors avoid costly mistakes and grow with the right support around them. The framing is that lessons learned the hard way become a roadmap other people can use.
- **Several services under one roof, supported by a circle of trust**: McCafferty argues that franchisors are better served by one provider covering consultancy, mentoring, recruitment, international development and staffing than by a series of one-off projects, because it builds long-term relationships. The supporting argument is that the value sits as much in the specialist network around the client as in the advice itself: a set of suppliers and advisors built over decades that clients can plug into. The company is described as having started with one person, a phone and a laptop.
- **Growth by giving proven franchisees more, with a caveat**: McCafferty argues that multi-unit franchising can accelerate network growth by building on people the franchisor already knows and trusts, rather than always recruiting from outside. The reasoning is that a proven operator carries knowledge and alignment a new franchisee would have to acquire. The post stops short of a blanket recommendation: moving from one territory to two is described as significant and not right for every franchisee or every franchise model, though the long-term results can be considerable.
- **Recognition belongs to the team, clients and peers**: A recurring habit across the posts is to distribute credit rather than claim it. Award recognition is framed as belonging to the team and to the franchisors, franchisees and partners who have trusted the business, and congratulations are extended to fellow finalists and to other brands. This is a consistent posture rather than a single announcement, appearing in the award posts and in a message congratulating a client on a successful year.
- **Decide where the effort goes before the day decides**: Outside franchise operations, McCafferty's advice is about deliberate focus. The practice described is a protected hour each morning, called a power hour, used to decide what gets attention before the day takes over. The same idea is applied at the scale of a month: review which goals are on track, which have slipped and which still matter, then choose one intention rather than a list of twelve things. The underlying claim is that people who grow are not always the ones working hardest but the ones who stop long enough to choose where the effort goes.

## Work to read

- [Becoming a franchisor at 22, and why Platinum Wave exists](https://www.linkedin.com/posts/suzie-mccafferty-franchising_platinum-wave-franchising-best-in-franchising-activity-7518242298166501376-JvSh)
- [The full service range: consultancy, mentoring, recruitment, international development and staffing](https://www.linkedin.com/posts/suzie-mccafferty-franchising_franchising-bfahsbcukbritishfranchiseawards2026-activity-7521940364547510273-bb7x)
- [The case against filling franchise territories fast](https://www.linkedin.com/posts/suzie-mccafferty-franchising_franchising-franchisegrowth-franchiserecruitment-activity-7505588921016188928-_kYu)
- [PW Staffing: executive recruitment as a separate division](https://www.linkedin.com/posts/suzie-mccafferty-franchising_franchising-jobsinfranchising-recruitment-activity-7522930568573947904-Nh9r)
- [Multi-unit franchising as the next growth step](https://www.linkedin.com/posts/suzie-mccafferty-franchising_franchising-franchiseadvice-growyourbusiness-activity-7508495559301988352-S9HA)
- [Speaking at a franchising seminar with Knights and HSBC](https://www.linkedin.com/posts/suzie-mccafferty-franchising_lovefranchising-platinumwavefranchising-activity-7513215119292690432-F2WY)
- [Award finalist: Franchise Support Partner of the Year](https://www.linkedin.com/posts/suzie-mccafferty-franchising_bfahsbcukbritishfranchiseawards-franchising-activity-7510631999309635586-iroO)
- [A community gesture: the Mini First Aid conference raffle prize](https://www.linkedin.com/posts/suzie-mccafferty-franchising_franchisingasitshouldbe-activity-7510669859068813312-XiLx)
- [The 'power hour' and one intention for the month](https://www.linkedin.com/posts/suzie-mccafferty-franchising_franchising-franchiseadvice-businessadvice-activity-7522960959435444224-2fWU)

## Brand relationships

- **Platinum Wave Franchising** (owned_business)
- **PW Staffing** (owned_business)
- **British Franchise Association (BFA)** (mention)
- **HSBC** (mention)
- **Knights** (mention)

## Partnerships

The posts reviewed present Platinum Wave Franchising as a paid franchise consultancy — franchisor development, mentoring, franchisee recruitment, international development and staffing — not as a media or sponsorship business. No sponsor policy, rate card, media kit, sponsored-content format or published paid-partnership terms appear in the supplied material. What the posts do document is event-based and in-kind involvement: presenting at a franchise seminar run with Knights and HSBC, donating a raffle prize used at the Mini First Aid conference, and being shortlisted for a British Franchise Awards support-partner category. A buyer should read these as examples of how McCafferty shows up in public, not as an off-the-shelf sponsorship menu. No sponsorship offer is documented in the reviewed material; that is not evidence that sponsorships are never accepted. The commercial relationship the posts describe most clearly is paid consultancy and recruitment work, with a confidential contact given for head-office hiring conversations rather than for partnership enquiries.

## Alternatives

- Rachel Tabacnic: Choose Tabacnic when the consultancy wants the recruitment message turned outward — publicity, brand storytelling, and content that attracts franchise applicants rather than screens them. The two reviewed posts show a franchise publicist's voice built on a personal history of growing up as the child of a franchisee, and the World Franchise Day post sets out a repeatable promotion playbook: showcase owners and team members, highlight local charitable and community work, and invite the network to share its own stories. A June 2026 post frames franchising as a craft of storytelling in which every outlet, standout employee and family taking a business risk is its own story. For a workshop module on winning better franchisee enquiries through human stories, that is more directly usable than anything in Suzie McCafferty's reviewed posts, which stay on selection and network growth.
- Mike Beasant: Choose Beasant when the workshop problem is inconsistency of message across a network rather than recruitment selection. The reviewed post makes a sharp, usable argument: if every franchisee, consultant or team member explains the business differently, the brand is a guessing game, and the bigger the network the bigger the drift — operations, compliance, processes and manuals get the attention, but few systems test what happens when people actually explain the business. That is a ready-made session for a consultancy whose clients have messaging drift. A separate January 2026 post adds an investor-style framing of value, culture and profitability and a structured 90-minute workshop format, so Beasant is the stronger pick when the brief shifts toward franchisee communication, referral marketing, or network-wide brand consistency.
- Dan Collins: Choose Collins when the audience is prospective franchisees or the topic is due diligence, not recruitment. The reviewed material centres on helping buyers read past franchise press releases: figures such as '600 licenses awarded' or '54 units in the pipeline' can be accurate and still hide how many locations are open, when the remaining units must be built, whether support capacity can keep pace, and what the franchisee economics look like. The October 2026 post points to an episode of Franchisee 1st Reality Check with a set of questions for a buyer's investigation. A companion post argues expansion should wait until the first location is proven, profitable and well-run, because premature scaling causes undercapitalisation. For a session teaching people evaluating a franchise — or teaching franchisors to interrogate their own growth claims — Collins is the more direct fit.

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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/