Denny Sears, a 2025 Rock Star in the Multi-Unit Owner category, leads seven Snap-on Tools franchises in the Indianapolis region, a journey that began with a job in the company’s warehouse. After first becoming a franchisee in 1994, Denny returned to ownership in 2015, bringing with him years of field leadership experience and a passion for mentorship. Known for his strong work ethic and hands-on leadership, Denny has built more than just a business—he’s built a team. Today, he’s focused on growing people and creating a lasting impact through consistency, discipline, and leading by example.
During your research, what made your franchise brand stand out?
My Snap-on journey started as a young man working in a local Snap-on warehouse. I had no idea at the time just how far that path would take me. What stood out early on was how well the system worked, from operations to support to the sense of pride everyone had in the brand. Even before I owned a franchise, I asked if I could attend field team meetings just to learn. I saw the camaraderie, the professionalism, and the discipline. I could visualize myself as a franchisee, running my own business. That early exposure planted the seed that this was something I wanted to be a part of long-term.
How did your franchisor help you to prepare for and launch your business?
I’ve had a unique arc to my journey to becoming a multi-unit franchise owner because I started out with Snap-on as an employee in a warehouse, then became a single-unit franchisee, moved into a field team leadership role, and eventually returned to franchise ownership—this time with multiple units. Many different roles, but all with Snap-on. At every stage, the company provided training, mentorship, and real support. When I was first launching my franchise, the field team managers didn’t just ride with me—they coached me. I was hungry to grow as a leader. Watching how the field team supported me and other franchisees sparked something in me. That’s what led me to step into a leadership role where I could help others grow. And when I asked if I could one day return to ownership, they said yes. That support gave me the confidence to come back—not just to run a business, but to lead a team.
What advice would you give to potential franchisees considering your brand?
You have to be self-motivated. If you’re the kind of person who takes ownership, shows up consistently, and puts in the work, this business can be incredibly rewarding. My advice is simple: invest in your business, and it will invest in you. Don’t get distracted by quick wins or big purchases in the early years. Stay focused, build the right habits, and lead with integrity. I don’t tell people how to run the business—I show them. Today, as a multi-unit owner mentoring younger employees, I’m more focused than ever on teaching by example.
Name three key things that empower your success.
Strong Work Ethic – I’ve been on every side of this business, from warehouse to field team to multi-unit ownership. A strong work ethic has always been my foundation.
Discipline and Focus – Consistency is what separates average from great in this business. I built my first route on those habits, and I coach my team the same way.
Personal Development & Leadership – I stepped away from franchise ownership at one point to grow as a leader on the field team. That experience taught me how to mentor, support, and grow others—skills I now bring back to my team as the managing owner of seven franchises.
When you first became a franchisee, did you plan to purchase more than one territory?
Not initially. Back in the late ’90s, expansion wasn’t common. But as I grew and gained perspective, especially through my experience on the field team, I began to see what was possible. I didn’t just want to return as a franchisee to run a great business. I wanted to build a team. And I had a vision for what it could look like to combine my business knowledge with my passion for mentorship. That’s when multi-unit ownership became the next chapter in my Snap-on story.
What are the most significant differences between owning one versus multiple territories?
When you’re a single-unit owner, you’re doing it all—sales, operations, customer care. But with multiple Snap-on territories, your role evolves. You become a coach, a mentor, a builder of people. Today, my greatest fulfillment comes from helping others grow. Watching young employees at the beginning of their journeys reminds me why I love this business. I apply the same principles that made me successful in the beginning, but now I lead others to do the same. That’s what this chapter is all about: growing people while growing the business.
