I advise individual and groups of franchisees and investors in the North American business format franchising industry. * Assisit in establishing and running independent franchisee associations.* Provide online communication expertise.* Develop business plan for franchisee-led purchasing co-operative.* Pre-trial case development.* Act as a non-lawyer, legal "second opinion" (expert on the economics of law firms and the credence good service provider problem).* Advise media on franchise industry developments.* Engage the political process to ensure an equitable and modern ON and CDN business environment.* Volunteer policy contributor to various CDN provincial and federal agencies and parties: ON Ministries of Labour and Government and Consumer Services, Industry Canada, OPP/RCMP, Superintendent of Financial Institutions, Privacy Commission of Canada, etc.

Install and service residential, institutional and commercial lawn sprinkler customers in the central Ontario region.

A unique, no-charge archive of already-published business articles from a mom-and-pop franchise investor perspective. There are only three types of commercial relationships: employee:employer, contractor:client, and franchisor:franchisee. Since 1956, North American law has identified franchisees as being in a vulnerable position. Gillian K. Hadfield suggests that franchisees major business risk is defending against franchisor opportunism.Nassim Nicholas Taleb suggests that business risks should be ranked in descending order as far as toxicity is concerned (not in terms of frequency). Franchisees face significantly more business risks than independent businesses do. In addition, these risks are of a compound nature and not well known by unsophisticated operators. Franchisees tether themselves (high idiosyncratic sunk costs) to a specific brand and have few alternatives if the franchisor chooses to exercise their rights within the incomplete contract in an opportunistic (self-interest plus deceit) manner.Many franchisees do indeed make a very, very good living over a long period of time. This is attributable, however, to good fortune not rational business decision making.As is the case with turkeys, it is unwise to judge future events (Day 1001, day before Thanksgiving) , on the poultry farmer's good faith actions (ie. lots of food, water, nice place to live, etc.)

A weblog investigation into risks involved with "mom and pop" business format franchising.

Canada's 1st franchisees' "association of associations". Instrumental in establishing Ontario's 1st franchise law and the de facto CDN legislation: Arthur Wishart Act (Franchise Disclosure), 2000. Since 1998, to serve and protect (Mission Statement: http://www.wikifranchise.org/19981001-cafo-mission).

Started a lawn care franchise and then took it independent in Barrie, Canada.

Assisted provincial member of parliament in the evaluation and subsequent promulgation of Ontario's first franchise law. Volunteer position.

Responsible for implementation of program management and the Transitional Funding submissions to the Ministry of Health. Financial officer at 1,100 bed teaching hospital, London, ON