“We’re not a one-trick pony. We can service members’ needs on multiple issues, and elevate where we need to with Capitol Hill, the administration and around the states,” said Matthew Haller when he stepped up as IFA President and CEO in June 2021 after a decade at the organization in a variety of roles.
It’s not a brief he’s taken lightly. From the get-go Haller has tenaciously advocated for franchising while maintaining even-handedness for all stakeholders – his trademark fairness, focus and approachability cementing him as a popular and respected figurehead.
In February, Haller was invited into Global Franchise’s 2024 Hall of Fame in recognition of his impact as a powerful advocate for franchising during challenging times. “Thank you to Global Franchise for selecting me for this award. I don’t view this award as about me – it’s for the entire team at the IFA, the staff who help protect, enhance and promote franchising every single day and on behalf of IFA members and the broader franchise community,” he said in his acceptance speech.
We caught up with the IFA CEO at the International Franchise Show in London, where he sat down with Global Franchise editor, Charlotte Smith, to reflect on his role.
On personal drive…
I’ve been in franchising for over 12 years and what motivates me most is the people. Franchising is all about relationships and I’m driven to advocate for the improvement and the betterment of the business model on behalf of both franchisors and franchisees by working with government and the media to raise awareness, as well as making the model even better through our work at the IFA.
On leadership…
Accessibility is important. At the IFA we have such a range of stakeholders from big global brands to small and emerging franchises, and they vary in their needs. You can get stuck if you create a bubble around yourself and don’t have a full appreciation for the needs of the communities who you represent, and that’s not a trap I want to fall into.
When I took over this job, I made a point of putting myself out there and really listening to the needs of the franchising community. I went back to my team at the IFA and said, “okay, here’s what I’m hearing, now how do we use it to build a strategy to best advance the interests of our members?”
On defining the IFA’s stance…
The IFA is the kitchen table of franchising, bringing all the stakeholders together. Our board of directors is reflective of our broader community – big companies, small companies, big franchisees, small franchisees – and all the different industries represented in franchising.
At the end of the day, we have a mission to protect, enhance and promote franchising. The model only works when franchisors and franchisees’ interests are aligned and they’re both generating profit and creating value for one another.
This unique and inextricably linked relationship needs to be mutually beneficial, so the IFA’s position must reflect the needs and the concerns of both parties. There are times when we can’t to support a motion because it’s too franchisee-oriented, or too franchisor-oriented.
Ultimately, it’s my job to ensure time and resources are put to the needs of everybody.
On memorable experiences…
I’ll always remember testifying in Congress on behalf of the franchising community in opposition to the joint employer rule, a challenge that we’re still fighting in the U.S. A whole lot of preparation goes into what amounts to a couple of hours in front of those cameras, but it makes such a critical difference.
I’ve also had the opportunity to take several of our members to Capitol Hill, and there are few experiences for members more memorable or where they can really feel their impact with lawmakers.
I also never forget the first time I came out on the big stage at the IFA conference after being appointed as president and CEO. And also seeing my team members advance in their career and step into their own limelight – that’s always rewarding to see.
On international challenges…
Most countries are not as mature as the U.S. in terms of their franchising communities. We need to do more to educate the public about the opportunities to own a business in the franchise model and create that kind of entrepreneurial drive that exists a bit more in the U.S. than in Europe and elsewhere.
On ambitions and long-term goals…
Oh gosh, I think continuing to expand the international reach of the IFA. I’ve talked about really putting the I into the IFA, but not from the standpoint of global domination. It’s more about establishing closer relationships with our international partners.
We’re never short of ideas, although we’re sometimes short on the ability to execute them. That’s why partnerships can be a really rewarding way to get more out of what we do. One plus one can equal 11, rather than two.
On leaving a legacy…
I think, more than anything, it’s about leaving things in an even better place than when I came in.
You can get stuck if you create a bubble around yourself and don’t have a full appreciation for the needs of the communities who you represent, and that’s not a trap I want to fall into.
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