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From my point of view, what I really like, what I think is really terrific about my work, is that the company's had the opportunity to train literally thousands and thousands of brand new franchisees to successfully run their very first business.

For a franchise system to work well, you really need people with an entrepreneurial mind-set because, while you have a large, overarching system that everybody has to work with, a lot of local issues have to be handled.

I haven't always been thrilled with my work. But the fear of not proving the people wrong who think you can't emerge from a franchise and do well, that's a very strong driving force.

A franchise is dictated on the success of doing one film right, so if you can get it done correctly, you've got a chance of something else, but sometimes it just doesn't work that way. Ideally, it's insurance for the future; if you can do something, if you can find a character that people really do like, then you're very lucky.

It took me a while to understand the meaning of a franchise: the reasons why you see lawyer, doctor, cop shows. It's not because anyone in their right mind says, 'You know, what's the most fascinating thing in the world?' It's because you need something new that happens every week in a frame.

There's nothing magic about working with franchisees. What you have to do is help them improve their business.

The insurance of working with a big, already successful franchise just gives you the chance to do other things on a more personal level.

Ultimately, only audiences decide what's a franchise.

I think I'm a face of a franchise. I can make an impact.

I think audiences ultimately want something new. I think the business model for a franchise is such that it's very low risk because you have data and studios love data.