Serving Anaheim, Long Beach, San Diego & Southern CA
Tuesday, September 4th, 2018 by Dave Weekley
FRANZ FROEHLICH PRESIDENT AND OWNER of SABER. Established in 1987, Saber is an innovative foundation repair business whose goal is to redefine the home contractor industry by providing the highest-quality work and WOW! service to every customer. Saber’s track record is reflected in customer testimonials and online reviews. Saber prides itself in providing peace of mind to Southern California homeowners and, in the long term, improving neighborhoods and communities. In 2018 Saber was ranked 10th among the top 75 foundation dealers within the Supportworks network of independent businesses in North America.
What piece of advice have you received that has helped guide you?
I received some very helpful advice from Larry Janesky, founder and CEO of Basement Systems, Inc., who said: You get what you deserve in business, the good and the bad. In other words, you reap what you sow. For the business to be right, you first must be right with yourself. You have to make good decisions. You can’t lead a team if you can’t manage your own life.
Tell us about a challenge you’ve experienced during your tenure and what helped you overcome it?
I went through an extended period of not hiring the right people, rushing to make decisions and making the same mistakes over and over again. I finally reached out to the Supportworks network of dealers, who helped me, utilizing their tried-andtrue new-hire process. I’m now using a multistage approach, integrating proven assessment and interview techniques, and hiring people who are humble, hungry and smart. We’ve assembled a strong management team and are positioned well for growth in the years to come.
What other CEOs or business leaders do you look up to?
I admire Greg Thrasher, founder of Supportworks, who has spent his career reinvesting into a business that is helping to redefine the contractor industry. His legacy is assembling a strong team that has coached and helped hundreds of foundation contractors to become more effective entrepreneurs and stay on the cutting edge of the industry.
What two or three ingredients or skills should a person have to become a CEO?
First, you have to have integrity. Second, being a caring person has to be one of your guiding principles … to care about your customers, to care about your employees. It can’t be just about the bottom line.
What advice would you give to someone entering a high-level leadership role?
Create an environment where employees can have fun, a place to grow personally and professionally, and a place for them to make an income for their families.