Monster Mini Golf was created when I decided to change what I was doing at the time. I used to own an Antique Auction House but found that, although I loved the merchandise, the business centered too much on negativity and greedy emotions. I wanted to create something that was fun for everyone and I wanted it to be affordable. In addition, I was looking for something with very little or no inventory. That's where Mini Golf came into play. Bringing it indoors just made it a year- round business, and it could be built in the same space that I used for the Auction House.
But indoor Mini Golf? It seemed lame. Adding Monsters made sense because I could actually make, design and create them myself. Then, adding black lights, music and fun just kicked it up a notch. We opened the first Monster Mini Golf in Danielson, CT in May of 2004.
At what point did you feel that your company was ready to begin franchising?
We decided to franchise by the end of our first summer. Honestly, I got tired of hearing the same phrase in our crowds: "This place is a Gold Mine." And I was scared that someone with a lot more money than us would steal what we had created. Monster Mini Golf began with very little cash and no loans of any kind. Since no one around me really could grasp the concept from the beginning, I decided to build the first location using only cash for fear that they were correct. But after hearing that one phrase too many times, I decided to take Monster Mini Golf to the next level, and franchising seemed like the next logical step.
I quickly learned that bringing a single unit concept to a "franchisable" product costs over $150K. This is when Patrick joined the business. He sold his music production company to help raise funds necessary to franchise our product. And at one point, we gave up our apartment and lived in our office to help pay for the fees associated with franchising. Basically, you really have to not only believe in what you are doing but also have the guts to take the risk. We became legal to sell franchises in November of 2005.
Has your key role changed over the years? And if so, how?
Yes, that would be a vast understatement. Instead of working at Monster Mini Golf, I am now responsible for 23 franchises and their futures.
Are you happy with the direction your company have taken, and is there anything you would change?
Yes. Yes, I think I am too hands-on with our franchisees and therefore they get too attached to me, and now that we are growing, I need to spend more time working on branding us as a whole. Basically, I have control issues and am learning to delegate! And am beginning to enjoy it!
