From franchise police to trusted business coach.

Plan the route by risk, not by geography

Tier stores by last score, open critical CAPs and recent ownership changes. Tier A stores (below pass mark or with an open critical) get a visit every 30 days; tier B every 60; tier C every 90. Batch by geography only inside a tier.

• Pull last score, open CAPs and repeat findings before building the week
• Leave one flex day for revisits on criticals
• Schedule unannounced visits for at least a quarter of tier A stores

Run a 45-minute store walk

A consistent sequence makes scores comparable and keeps the visit short enough to leave time for coaching.

Score what you can photograph

Subjective items cause most disputes. Rewrite each one as an observable behavior or condition, then attach a photo standard. "Friendly service" becomes "guest greeted within 10 seconds of entry" and "order repeated back before payment".

• One standard per item; split compound items
• Every brand item links to a manual section
• Critical items are binary: pass or fail

Deliver findings like a coach

Close every visit with the GM, standing in front of the issue where possible. Lead with what is working, then the top three fixes with an owner and a date. Let the CAP carry the rest.

• Never surprise a GM with a finding in the report they did not hear on site
• Agree the owner for each CAP before you leave
• Book the next touchpoint before you leave the lot

Close the loop on every CAP

A finding without a verified fix is a note, not a standard. Review photo proof within one business day, reject proof that does not show the fix, and escalate missed critical windows the same day.

Calibrate every quarter

Two FBCs score the same store on the same day, then compare item by item. Items with disagreement get rewritten or get a clearer photo standard. Track variance per consultant over time and coach to the rubric, not to personal preference.