The Andersons Convert From Independent Builders to DreamMaker Franchisees

In this DreamMaker Bath & Kitchen video, the Andersons share why they converted their independent new-home and remodeling business into a DreamMaker franchise — and what the system has done for their close ratio, profitability, and confidence in their pricing. Before DreamMaker, the Anderson business had drifted from new home construction toward remodeling. Clients were satisfied, but the operation wasn't efficient, and the profitability didn't match the work. After analyzing which jobs had been most profitable and which had produced the most satisfied clients, they landed on bathrooms and kitchens. The choice was then explicit: try to invent the right systems themselves over fifteen years of trial and error, or buy into a proven system and skip the learning curve. The example the Andersons share about coaching is the clearest signal of what the system delivers. Early in their DreamMaker membership, they asked their coach about their close ratio from raw leads to sales — it was 18%. They worried they were doing something wrong. The coach told them the average across the entire DreamMaker network was 18% — they were doing exactly right and were probably about to land a yes. Without that network and that coach, the instinctive next move would have been to drop their prices and end up right back where they started. The Code of Values is also a recurring thread. Every meeting opens with the Code. It's lived out, not just hung on a wall. Every franchisee is in a small peer group that talks through both struggles and wins — a structural support system the Andersons describe as one of the brand's strongest differentiators. The Andersons' closing advice to prospective franchisees is direct: don't buy the system if you're not going to use it, but know that using it means you have to be willing to change. Follow the systems, go outside your comfort zone — the systems work.