Leaving a corporate career to become a business owner is a major decision. After years of building your resume, earning promotions, managing teams, and developing professional expertise, you may start wondering whether your next step should be another corporate position or something you can build yourself.
For some professionals, healthcare franchise ownership offers a way to make that transition. An ABA (Applied Behavior Analysis) franchise can be particularly appealing to those who want to combine business leadership with a service that supports children and families in their communities. If you are comparing business models for children with disabilities, an ABA franchise is one option worth exploring.
But moving from a corporate role to franchise ownership involves more than changing jobs. You will be taking on financial responsibility, managing people, learning a new industry, and making decisions that directly affect your business.
Before handing in your resignation, take time to understand what ownership will require and whether it fits your personal and professional goals. Here are 12 questions to help you evaluate the opportunity.
Start by understanding what is driving your decision. Are you looking for greater independence, more control over your career, new leadership opportunities, or a chance to build a business with a meaningful purpose?
Your reasons matter because they will shape the kind of opportunity you should pursue. For example, if you feel limited by corporate decision-making, business ownership may appeal to you because it gives you a more direct role in shaping your company’s direction. If you want your work to have a community impact, an ABA franchise may offer a different sense of purpose.
However, wanting to leave your current position does not automatically mean owning a business is the right alternative. Burnout, dissatisfaction with management, and limited career growth can make any new opportunity look attractive.
Take time to distinguish between what you want to leave behind and what you want to build next. That clarity will help you evaluate whether franchise ownership genuinely meets your expectations.
A franchise gives you an established business model, but it does not remove the responsibilities that come with being an owner.
You may be responsible for hiring employees, monitoring expenses, managing operations, developing community relationships, and making decisions about business growth. You will also need to address problems when they arise rather than relying on a corporate manager to resolve them.
Consider what ownership would look like in practice. Would you enjoy leading a team, setting priorities, reviewing performance, and taking responsibility for the results? Are you comfortable making decisions when there is no obvious answer?
These questions are important because business ownership is different from simply changing employers. Even with franchisor training and support, you remain responsible for your local business and the decisions you make within the franchise system.
If you want the opportunity to build something of your own and are prepared to take responsibility for its performance, franchising may be worth exploring. If your priority is a predictable schedule with clearly defined responsibilities, consider whether ownership would meet those needs.
Changing industries does not mean starting from zero. Many skills developed in corporate roles can provide a useful foundation for running a franchise.
For instance, a professional who has managed cross-functional teams may already understand how to coordinate employees and keep projects moving. Someone with a background in finance may be comfortable reviewing budgets, while a sales or marketing professional may bring experience in customer relationships and local business development.
Some particularly useful transferable skills include:
You may need to develop new skills, but your previous experience can give you a starting point.
For prospective SOS Franchising owners, the important distinction is that you do not necessarily need to arrive with an ABA background. You do need the willingness to learn the business model, understand the industry, and apply your existing leadership skills in a new environment.
One of the most common questions career changers ask is: Do I need to become a BCBA or another healthcare professional to own an ABA franchise?
Not necessarily. Operating an ABA franchise involves both clinical and business responsibilities. Clinical services are overseen by appropriately qualified professionals working within their scope of practice, while the franchise owner focuses on managing the business and supporting its day-to-day operations.
At SOS Franchising, the model is designed to support entrepreneurs through training, clinical assistance, operational guidance, and access to an extensive library of resources throughout the life of an ABA center.
However, entering the ABA industry does come with a learning curve. It is important to understand the industry, the services it provides, and the responsibilities involved in operating a successful center.
The key takeaway is simple: The ideal background for an ABA franchise owner can include business, leadership, or management experience, even without an ABA background.
To learn more, read what background is ideal for an ABA franchise owner.
Corporate employment offers financial stability through regular paychecks, benefits, and bonuses. Business ownership is different, so it’s important to assess your financial readiness before investing in an ABA franchise.
Consider these key factors:
Remember, the investment goes beyond the franchise fee.
SOS Franchising provides information about its investment requirements and business model. Review the current Franchise Disclosure Document (FDD) and consult qualified financial professionals before making a decision.
The key takeaway: Understand the full financial commitment and ensure you’re prepared for both business and personal expenses.
In a corporate role, you may manage budgets without being responsible for the company’s overall financial performance. As a business owner, that responsibility changes.
You’ll need to understand key financial areas, including:
You don’t need to be an accountant, but you must be willing to understand your numbers and make informed financial decisions.
Ask yourself: Am I comfortable making financial decisions that directly impact my business? If so, you can continue building your financial knowledge as you gain ownership experience.
A common myth about entrepreneurship is that owning a business means having more free time. In reality, building a business requires time, effort, and active involvement, especially in the beginning.
SOS Franchising emphasizes a hands-on ownership approach, so it is important to understand the commitment before making the move.
Ask yourself:
The key takeaway: Don’t choose a franchise based on the lifestyle you hope to achieve someday. Understand the ownership role and its expectations from the start.
An ABA center depends on people, including clinical professionals, administrative staff, families, and the wider community. Strong leadership is essential to building a successful business.
Ask yourself:
You don’t need every leadership skill on day one, but you must be willing to develop them.
Remember: A franchisor can provide systems, training, and support, but you remain responsible for leading your local business and team.
Moving from corporate America into ABA can involve a significant learning curve. You’ll need to understand both the industry and the responsibilities of running a business.
You may need to learn about:
SOS Franchising provides training and ongoing support to help owners understand its business model. However, success also requires a willingness to ask questions, accept feedback, and keep learning.
The key takeaway: You don’t need to know everything before starting, but you must be willing to learn.
Franchising offers a middle ground between corporate employment and starting a business independently.
Starting independently means building:
A franchise may provide access to:
Franchising doesn’t eliminate the responsibilities of entrepreneurship, but it can provide a framework for building your business. If you are also weighing different industries, this healthcare vs restaurant franchise comparison can help.
Before leaving your corporate job, conduct thorough due diligence rather than relying solely on a sales presentation. It also helps to understand what makes one ABA franchise different from another.
Review the Franchise Disclosure Document (FDD) for:
Speak with current and former franchisees to understand their actual experiences. Ask about startup costs, opening challenges, daily responsibilities, franchisor support, and what they would do differently.
The goal isn’t simply to find reasons to say yes. It’s to determine whether the opportunity is right for you.
Finally, consider whether franchise ownership aligns with your personal and professional goals.
Evaluate these key areas:
Ask yourself: “Is this the type of business and ownership role I genuinely want to build?”
If the answer is yes, you’re ready to explore the opportunity more seriously and determine whether it aligns with your long-term goals.
Leaving a corporate career to start an ABA franchise is a significant decision that requires careful planning. Before resigning, take the time to understand the investment, evaluate your finances, and prepare for the responsibilities of business ownership.
Review the total estimated startup investment, including franchise fees, setup costs, and other initial expenses. Make sure you also account for working capital and ongoing operating expenses to understand the full financial commitment.
Carefully review the Franchise Disclosure Document (FDD) to understand the franchise terms, fees, obligations, and available financial performance information. Consult qualified legal and financial professionals to clarify any questions before making a commitment.
Connect with current and former franchisees to learn about their firsthand experiences. Ask about startup challenges, daily responsibilities, actual expenses, and the level of support they receive from the franchisor.
Assess your savings, existing debt, household expenses, and ongoing financial obligations before leaving your job. Determine whether you have sufficient financial reserves to manage the transition without putting unnecessary pressure on your family.
Speak with the franchisor to clarify your responsibilities, expected time commitment, and level of involvement in daily operations. Understanding what active ownership looks like will help you decide whether the business fits your skills, lifestyle, and expectations.
Develop a realistic plan that considers your territory, staffing requirements, operating expenses, marketing strategy, and expected business needs. Identify your key assumptions and potential challenges so you can make informed decisions as you prepare to launch.
A franchise is a significant financial and professional commitment. Independent legal and financial advice can help you evaluate the opportunity based on your circumstances.
There is no universal timeline for leaving a corporate career and becoming a business owner. Some professionals may be ready after months of research, while others need more time to build savings, understand the market, and assess their family’s needs.
Avoid rushing into a decision based on excitement alone. At the same time, don’t let the fear of uncertainty prevent you from exploring an opportunity that may align with your long-term goals.
The goal isn’t to eliminate every risk. It’s to understand the opportunity, evaluate your readiness, and make an informed decision about your next career move.
Leaving a corporate career can be one of the most significant professional decisions you make. Investing in an ABA franchise may offer an opportunity to combine entrepreneurship, leadership, and purpose, but it also requires financial responsibility, team management, operational involvement, and a willingness to learn.
Before making the move, ask yourself:
Your professional background doesn’t have to define your future. The leadership, communication, problem-solving, and management skills you’ve developed throughout your corporate career can help you prepare for business ownership.
Whether you explore SOS Franchising or another franchise opportunity, take the time to research your options, understand the responsibilities, and determine what aligns with your goals.
The next chapter of your career starts with a clear plan, realistic expectations, and the confidence to make an informed decision.
If you’re considering leaving corporate and becoming an ABA franchise owner, learn more about the SOS Franchising opportunity and discover what it takes to build a business with purpose.
Explore the SOS Franchise Opportunity
The SOS Franchise Editorial Team shares insights and guidance for aspiring and current ABA clinic owners on franchising, operations, and growth with SOS Franchising.
