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tap into the collective expertise within the network. This allows franchisees to capitalise on their own unique strengths, whether in client management or project delivery, while collectively delivering the best possible solutions to clients. Tim Barber-Lomax, ERA’s head of EMEA, echoes this sentiment: “Collaboration is very much at the heart of what we do as a business. No one is a master of everything and the way in which we operate means franchisees can bring in their colleagues to assist and advise with certain clients and projects. My job is to help foster these collaborations and create a platform for franchisees to share best practice.” This approach has proven immensely beneficial for ERA, which consistently attracts new franchisees eager to establish their own consultancy under the umbrella of an international network. The draw lies in the prospect of entrepreneurial freedom coupled with the invaluable support of seasoned colleagues and an experienced franchisor. In many ways, the key to fostering collaboration lies in effective communication and creating a culture of openness to sharing ideas and best practices. In this aspect, ERA is very much ahead of the curve. Strength in numbers ERA franchisees may be in business for themselves but they’re certainly never by themselves, as it’s effective collaboration across the network that drives the brand’s success or ERA Group (ERA), ‘collaboration’ isn’t merely a buzzword; it stands as a fundamental principle deeply ingrained in the company’s identity, shaping its trajectory since the business began in 1992. Back then businesses were seeking ways to streamline costs. Recognising this growing need, ERA’s founder, Fred Marfleet, envisioned a way to help companies optimise their costs through leveraging his extensive background in finance, mixed with his passion for working with people. Thus, ERA was born. Yet, the journey from a local start-up to a global franchise powerhouse wouldn’t have been conceivable without an effective framework for both local and international collaboration. Referring to ERA’s humble beginnings, head of training, Tasha Starks, explains: “Many might not realise, but ERA started off as a training company. Our founder, Fred Marfleet, started training professionals to be consultants, laying the groundwork for what would eventually evolve into ERA.” However, it wasn’t until 1996 when technological advancements and the advent of the intranet presented ERA with an opportunity for global scalability. Today, collaboration remains at the heart of ERA’s success story, illustrating how collective efforts and innovative thinking have propelled the company from modest origins to its current status as an internationally-acclaimed franchise and winner of ‘Best White Collar Franchise’ at the Global Franchise Awards 2024. WORKING TOGETHER For franchisees, embracing the concept of collaboration within ERA’s ecosystem is not only intuitive but instrumental to their success. The business model actively promotes joint ventures, empowering individual franchisees to F “We have a responsibility to promote the brand, to build trust and advocacy, to foster a connectionwith our audience on a global level” BEHIND THE BRAND: PARTNER CONTENT 38 WHAT FRANCHISE | ISSUE 19.3 ERA GROUP