How Tint World CEO Built a 200+ Location Empire
How Tint World CEO Built a 200+ Location Empire
What has been your biggest accomplishment as a business owner?
It's hard to look at things this way sometimes, but from an outside perspective, I could probably appreciate the journey more. I started this company with $100,000, and nearly 15 years later, we’re now one of the top franchises. It's amazing when you realize how few franchise companies actually start and grow to reach over 100 units. Next year, we’re expecting to reach 200 units, which feels like a huge accomplishment.
In the day-to-day grind, I don’t think about it much—it’s just life. But from the outside looking in, that’s pretty big. Recently, FRANdata came out with their report for the second year in a row, ranking us number one in the automotive franchise space. I love that they do an independent audit, evaluating every detail. You think you’re building something great, but to see it validated externally is pretty cool.
Honestly, I admire what we've built. It’s not just me—it’s the people around me who believe in the vision. Their commitment is what drives our growth and success.
What strategies helped you succeed in growing and expanding your initial business?
There were certain experiences that led me to become a franchisor. I wouldn’t call them "dark moments," but they were definitely pivotal. I was fortunate to have my wife’s support from the very beginning. She backed me in every way as I built my first business.
At one point, I was the top franchisee for the franchise I was working with. I helped them develop their first point-of-sale software, created their first website in the 90s, and expanded their services from mufflers to full car care. I was doing really well, and then one day in the late 90s, I got a call from the CEO’s assistant. She told me that the CEO and his entire executive team—about 20 people—were coming to visit. At first, I thought, "What did I do wrong?" But she said, “No, it’s a good thing! They want to see how you’re expanding services, growing stores, and building on your success.”
When they arrived, they had me speak in front of everyone. I explained how my team knew I’d keep opening new stores, so they had room to grow. I shared how confident I was in our brand and our customers’ loyalty. At the end, they gave me a standing ovation. It felt amazing. I even helped Meineke transition from being just a muffler shop to a full car care center. They took me out to dinner afterward, and the CEO sat right next to me, giving me a lot of attention.
But then he asked, “So, what university did you go to?” I told him, “I didn’t go to college. I came out of Brooklyn and built stores with this franchise.” I saw his attitude shift immediately—like I wasn’t as valuable because I didn’t have a degree. It was the first time I’d felt judged for that.
Initially, I was hurt and then a little angry. So I decided to prove myself. For two years, I went to Barnes & Noble on weekends, reading everything I could on business. I taught myself what I would’ve learned in college. I became obsessed with understanding franchising and figuring out what I’d do differently.
That experience gave me a chip on my shoulder that pushed me further. I’d always had the drive to grow, but now I was determined to do something big, on my terms. Looking back, that moment was probably the hardest—it was the first time I felt someone was disappointed in me for not having a college degree.
What foundational lessons shaped your approach to leadership and business?
The two biggest lessons I learned from my dad were how to work with my hands and how to work with people. Working with my hands meant getting in there, learning, and doing every job in the shop. I’d watch others, ask questions like, “What does that person do? How much do they make?” Then I’d learn that role myself. Understanding each job helped me build my skills across the business.
The second lesson was working with people—knowing how to treat them, lead them, and build a team. That’s something you don’t typically get taught. It was invaluable in creating a strong team.
My dad was honest and straightforward—everything was by the book. Then I had my godfather, who was a bit of a “wheeler and dealer,” always coming up with creative solutions. When I faced a challenge, I’d ask them both for advice. My dad would say, “Just deal with it directly.” My godfather had different strategies. Over time, I learned which approach worked best in each situation.
Ultimately, my father’s straightforward way helped me build a solid reputation and grow without setbacks. His advice taught me the value of integrity, and it’s a big reason I’ve built lasting relationships in the industry.
How can business owners prioritize work and family life simultaneously?
My wife has been with me from day one. She went to college in Florida, and I told her that once I opened my first business, we’d get married. Just a few months in, we were married, and she’s been by my side ever since. We didn’t have children for the first 15 years, so we enjoyed life, working hard and living like rock stars. We’d drive to work together, rollerblade on the beach, and take spontaneous trips to check out new Meineke locations. I’d visit these stores to learn and train others, always eager to grow.
Being part of a franchise feels like family. Others doing great things, and it inspires you. I liked examining what worked and what didn’t, constantly learning and sharing insights with my wife. She’s my best friend, partner, and soulmate. She’s always believed in me, and we grew together. Every day, we work side by side—she handles accounting, compliance, and backend operations, while I manage sales, marketing, and the front-end. We respect each other’s lanes and rarely discuss work at home. When we do, it’s planned, as we keep home and work time separate.
This teamwork even influenced our children. My son is finishing college at Emory University, aiming for a career in private equity or banking. My daughter, now 25, recently moved back from New York to Florida, where she’s part of our marketing team, managing social media and storytelling. We work hard, play hard, and spend quality time together as a family, taking trips three to four times a year and enjoying each other’s company.
*This interview has been edited and condensed for clarity.*
