Become The "Franchise Player" At Your Company

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You've built the system. Your framework exists. Your assets are ready to deploy. Your content flywheel is spinning.

But here's the question most sellers never ask: “What is all of this actually building toward?”

The answer isn't just more pipeline. It's not even more income (though both will follow). What you're building is something far more valuable: strategic irreplaceability.

This week, you'll learn how to leverage everything you've created to become the franchise player at your organization—the person leadership can't imagine operating without, the one who attracts the best accounts, commands the most flexibility, and operates with a level of autonomy your peers will never understand.

You've been building assets. Now it's time to become one.

Total points up for grabs: 20

The difference between employees and assets

Most sellers think about personal brand as an external game—something that helps them attract opportunities outside their current role. LinkedIn followers. Inbound recruiter messages. Speaking invitations.

That's part of it. But it misses the bigger picture.

The most immediate and powerful benefit of everything you've built isn't external visibility. It's internal leverage.

When you have a signature framework that shapes how deals are run ... when your one-pagers circulate in rooms you're not invited to ... when executives reference your thinking in strategy meetings ... you stop being an employee who works for the company.

You become a strategic asset that the company works to keep.

The franchise player mindset

In professional sports, franchise players don't just perform well; they dominate. They elevate everyone around them. They attract talent. They shape culture. They have leverage in negotiations because both sides know the truth: the organization is better with them than without them.

The same dynamic exists in strategic sales—most sellers just never realize it.

Here's what separates franchise players from everyone else:

Replaceable sellers execute the playbook they're given. They hit quota. They're "solid performers." But if they left tomorrow, the machine would keep running. Someone else would step in. The accounts would transfer. Life would continue.

Franchise players create the playbook. They attract the best accounts because their reputation precedes them. They have relationships that don't transfer. They have intellectual property—frameworks, assets, points of view—that are woven into how the organization wins.

When a franchise player considers leaving, leadership notices. Conversations happen. Counteroffer calls get made. Not because of loyalty. Because of leverage.

Everything you've built in this learning path—your content, your framework, your assets, your visibility—isn't just helping you close deals. It's repositioning you from a replaceable resource to a strategic asset.

The question is: are you using it that way?

How I accidentally became unfireable

I didn't set out to become a franchise player at LivePerson. I just wanted to close meaningful, exciting, and big transformation deals.

But somewhere along the way, the assets I created started doing something unexpected.

It started with The Three Horizons of Conversational Commerce—the framework I mentioned in Lessons 47 and 48. I built it to help me run better meetings. But then my EVP asked if he could use it in a board presentation. Then our CMO referenced it in an analyst briefing. Then, new hires started getting trained on "Brandon's framework" during onboarding.

I didn't plan any of this. But I noticed what was happening: my thinking was becoming embedded in how the company operated.

When your intellectual property becomes infrastructure

The same thing happened with my Diamond Account methodology. What started as my personal approach to territory planning became the template other strategic sellers adopted. Leadership started asking me to present it at SKO. My framework was shaping how an entire sales org thought about account prioritization.

Here's what nobody tells you about this dynamic: once your intellectual property is woven into an organization's operating system, your leverage compounds.

I could negotiate for the accounts I wanted. I had flexibility in how I structured my days. When restructuring conversations happened, I wasn't worried—I knew I'd created something that couldn't be easily replaced by the next hire.

By 2021, I wasn't just a top performer. I was infrastructure.

The equity that travels with you

And here's the part that matters for your journey to Level III autonomy: that same leverage translated directly into my exit. When I decided to leave and build my own thing, I didn't leave empty-handed. I left with a reputation, a point of view, an audience who already trusted my thinking, and frameworks I could immediately monetize.

The assets I built inside my corporate role became the foundation for everything I've built outside of it.

That's the franchise player advantage. You're not just earning while you're there. You're building equity that travels with you when you leave.

Below is a breakdown on how to take what we’ve been building inside this Learning Path and transform it into life-defining authority and autonomy.

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