Tom Hughes built a thriving College HUNKS business in Nebraska while creating a culture centred on service, teamwork and trust
Tom Hughes understands that leadership is not about holding the highest position in a company. It is about accepting responsibility for the people who depend on you.
That belief guided him during his time in the Marine Corps, and it continues to influence the way he runs his College HUNKS Hauling Junk & Moving franchise.
Since opening in 2017, Hughes has expanded the business across Omaha and Lincoln, Nebraska. By its fifth year, the franchise operated from two offices and recorded almost $2.5 million in sales.
The numbers tell part of the story. The larger achievement is the organization Hughes built behind them—a company with trained managers, dependable systems and employees who understand the importance of working as a team.
A Culture He Could Believe In
Hughes was not new to franchising when he began exploring College HUNKS. He had previously owned a fitness franchise and knew that a recognizable name was not enough to guarantee a good franchise experience.
He paid close attention to how the company treated its franchise owners and employees. He wanted clear systems and business support, but he also wanted a culture that felt genuine.
During Discovery Day, Hughes noticed an unusual level of enthusiasm throughout the corporate office. The positive attitude was not limited to senior leadership. It could also be seen among employees working in areas such as franchise support and customer calls.
That experience gave him confidence in the brand. If the people supporting the franchise were engaged and motivated, he believed local teams would be better positioned to create strong customer experiences.
Starting at Ground Level
Hughes did not build the Nebraska business from behind a desk. In the beginning, he took an active role in almost every part of the operation.
He conducted interviews, trained employees, led morning huddles and prepared estimates for customers. He also joined crews on moving and junk removal jobs.
Working in the field allowed him to observe what customers experienced firsthand. It also showed employees that he understood the demands of their work and was willing to contribute wherever needed.
Those early years helped Hughes establish the standards that would later guide the business as it grew.
Staying Steady When the Market Changed
Every business eventually faces conditions it cannot control. For Hughes, those challenges included rising operating costs and weakness in the housing market.
Higher expenses affected the cost of delivering services, while slower home sales created uncertainty for the moving side of the business. Hughes had to protect service quality while making careful operational decisions.
The College HUNKS franchise community gave him people to contact when problems emerged. Fellow owners could share what they were seeing in their territories, while the corporate team provided guidance based on experience across the system.
Having access to that network did not remove the challenges, but it helped Hughes respond with better information and greater confidence.
Learning to Let Others Lead
For several years, Hughes remained closely involved in daily operations. Eventually, the company reached a point where continued growth required him to change his role.
He focused on documenting processes, strengthening his support staff and putting capable managers in positions of responsibility. Those decisions reduced the company’s dependence on him.
Hughes can now spend more of his time mentoring leaders and considering where the business can grow next. His managers oversee many of the responsibilities that once filled his day, while established systems help maintain consistency across both offices.
For many entrepreneurs, this transition can be difficult. Stepping back requires trust, and trust must be supported by good hiring, training and accountability. Hughes achieved it by developing people instead of simply delegating tasks.
Putting the Team First
Several values Hughes learned in the Marines remain visible in his leadership. He expects dependability and integrity, but he also believes leaders should serve the people they manage.
That philosophy has helped create a team-first environment. Employees are encouraged to support their colleagues and place shared results ahead of individual credit.
The approach fits naturally with the Nebraska market, where Hughes has combined a strong work ethic with friendly, enthusiastic service. Customers receive help from a coordinated team, while employees know their contribution matters to the larger operation.
Hughes has also influenced the broader franchise network. During four years as chair of the Franchise Advisory Council, he helped support communication between College HUNKS franchisees and the corporate organization.
His experience reflects a straightforward truth about business ownership: sustainable growth begins with people. A brand and operating system can provide the foundation, but the local owner must turn them into a functioning company.
Through perseverance, leadership development and a strong service culture, Hughes has built an operation prepared to grow well beyond its early success.
Learn more about College HUNKS Hauling Junk & Moving franchise opportunities.
