Director - Franchise Operations

About JETSET Pilates FranchisingAt JETSET Pilates Franchising, we pioneer a unique franchise model in the fitness industry, offering Modern Pilates classes and a curated selection of fitness-related products. Our business model is centered on establishing a strong brand image, cultivating exceptional relationships with franchisees, and delivering outstanding client services. We operate in a dynamic, fast-paced startup environment where adaptability and innovation are crucial for success.
Position OverviewThe Director of Franchise Operations turns JETSET’s strategic vision into consistent, profitable results across the franchise network. As JETSET scales, departmental support models create fragmentation: franchisees experience multiple handoffs, unclear accountability, inconsistent cadence, and weak feedback loops. The DFO resolves this by operating the Dallas Regional Training and Support Center (RTSC) as a performance hub, aligning training programs, field services, and launch execution into one regional operating system with clear owners, SLAs, KPIs, and escalation paths. Acting as the bridge between strategy and field execution, the Director drives operational readiness, strengthens franchisee performance, and ensures that new initiatives land successfully at the studio level.
Key ResponsibilitiesThe Director of Franchise Operations (DFO) is the “General Manager” of the Dallas RTSC and the single accountable owner for regional franchisee performance across the full journey, training → launch → 0–90 day post studio opening stabilization → ongoing performance → expansion readiness. This role converts centralized training, standards, and tools into consistent field execution, ensuring franchise partners and their teams receive coordinated support that drives measurable outcomes: faster readiness, stronger unit economics, brand consistency, and fewer escalations.

Regional performance ownership (the “scorecard owner”)

• Own the Dallas region’s North Star scorecard and drive attainment across the four pillars: Training Excellence, Launch Execution, Performance & Profitability, and Regional Field Leadership.
• Translate corporate priorities into a weekly operating plan for the region: which studios, launches, and cohorts receive attention, and why.
• Maintain a ranked view of studios and openings: top performers to replicate, at-risk studios to intervene, and red-flag escalations requiring executive involvement.

Regional Training and Support Center operating cadence + field orchestration (the “quarterback”)

• Lead the weekly cadence that runs the region:Regional Operating Review (ROR): openings, readiness gates, at-risk studios, capacity, escalations.Pipeline reviews: training calendar utilization, NSO pipeline, RE/construction support queue (as applicable), and field marketing execution.
Ensure cross-functional orchestration across:
• Training Manager/instructor pipeline
• Franchise Business Managers (studio performance coaching)
• New Studio Openings Launch Managers + Project Managers (opening execution)
• Field Marketing Services (RTSC-embedded compliance + implementation + logistics)
• Ensure franchisees experience a single coordinated system, not separate “departments.”

Readiness gates, SLAs, and enforcement (the “standards enforcer”)

• Ensure franchisees meet readiness requirements before moving forward (staffing, training completion, marketing readiness, operating setup).
• Enforce “stop/go” decisions when readiness is not met—protecting brand quality and unit economics.
• Manage and report on regional SLAs:Response times, visit cadence, deliverable turnaround, and completion standards.
• Drive compliance and remediation:Require targeted training or intervention when standards slip.
• Coordinate escalation when repeat non-compliance persists.
• The DFO has authority to:Delay openings when gates are not met.
• Mandate remediation training
• Increase support cadence for underperforming studios
• Required corrective action plans tied to objective KPIs

Launch execution outcomes (the “predictability builder”)

• Ensure every new studio opening is run on a single integrated plan with clear owners and dependencies:Critical path visibility, risk log, and owner action tracking.
• Alignment between launch marketing, staffing/training readiness, and operational setup.
Own the outcome targets:
• On-time opening readiness
• Launch week execution quality
• 30-day utilization ramp vs model curve90-day stabilization and scorecard attainment

Franchise relationship leadership + escalation ownership (the “steady hand”)

• Serve as the primary regional leader