As the daughter of a military family, Kathleen Geneva learned early that resilience is the bedrock of achievement. After 15 years mastering regional operations in the DC staffing market, she took a purposeful break to raise her children. Later, Kathleen channeled that entrepreneurial spirit into founding the West Prince William and Fauquier Chapters of the National League of Junior Cotillions in 2014. That experience taught her the power of community-building and prepared her for her next chapter. In 2021, she returned to her professional roots by launching her Spherion franchise, where she proudly scaled their impact as a strategic workforce partner across northern Virginia.
She now owns two Spherion locations, both in Virginia, and has a total of five employees.
What made you decide to look into purchasing a franchise?
I knew I wanted a return to the industry that first shaped my professional life. I also wanted to return to the company where I worked as a client service manager, branch manager, and onsite manager.
My decision came from a desire to create a legacy and take full ownership of my professional future. I wanted to move away from the limitations of a traditional career path and into a role where my efforts directly determined the success of the business. Franchising, specifically with Spherion, offered the ideal balance of autonomy and structure. It wasn’t just a career change; it was a commitment to building an asset for my team, my family, and the clients we serve.
When researching franchises, what criteria mattered to you most? How did your franchise meet that criteria?
My most important criteria were industry credibility and brand familiarity. I knew I wanted to return to the staffing and recruiting industry, and to Spherion. I needed a partner with a proven track record that would allow me to combine my established professional background with the autonomy of business ownership. Spherion met this by offering the exact industry-leading reputation and support infrastructure I had personally experienced as an employee. They gave me the confidence that I could hit the ground running.
Financing can be an obstacle and/or intimidating factor for aspiring entrepreneurs. How did you find financing options to purchase your franchise?
The most important financing step is an honest assessment of your own risk tolerance and capital reserves. Rather than opting for specific external vehicles like an SBA loan, I prioritized a strategy of self-investment.
My advice to aspiring franchise owners is to speak with a financial advisor early and ensure you are comfortable with your monetary runway before starting. Securing your financial independence early is the best way to remove that hurdle entirely.
Which of your prior skills and experiences do you use in operating your business today?
My operation today is built on a solid foundation of more than 15 years in the staffing industry coupled with 14 years of experience running an etiquette franchise. My unique blend of industry-specific knowledge and franchise ownership expertise has made building teams and driving revenue feel like second nature. I use these experiences to focus on what matters most for growth: Consistently building successful, high-performing teams and driving the results necessary to scale.
During your research, did you use FBR’s website to compare franchise opportunities? What other resources did you use?
My research process was less about comparing concepts and more about validating my existing belief in the brand. I used FBR’s data as a benchmark, but ultimately, my decision was based on my deep industry roots. Having worked in staffing for more than a decade, I didn’t know of any other franchise that came close to the Spherion model. I wasn’t looking for a “good” franchise; I was looking for the right one, and Spherion was that for me.
When doing your research, which questions did you ask the franchisees?
When speaking with other franchisees, my questions were grounded in the reality of the market climate. Because I was researching during the uncertainty of the COVID-19 pandemic, I asked them frankly, “How long did it take you to turn a profit? If I stick to the proven Spherion process, will it work?” I needed to know that the model was resilient enough to withstand major economic disruption. Getting honest answers from them about their timelines and their confidence in the system gave me the reassurance I needed to move forward.
Which questions did you ask the franchisor?
My questions to the franchisor focused on market education. Starting a brand-new Spherion territory in a post-COVID, small-town environment seemed daunting. Furthermore, the local community held an outdated perception of staffing. I needed to offer specific messaging and tools to clear up those misconceptions and educate the market about our true value as a strategic workforce partner.
What were your first 90 days like as a franchisee?
The first 90 days were a mix of exhilarating challenge and non-stop operational building. I wasn’t just launching a business. I was physically building out the office space and setting up the infrastructure while the world was in flux. Because my market had little understanding of modern staffing, we focused on community education and relationship building during our first three months. It was a 24/7 effort to clear up old-school misconceptions, prove the strategic value we brought to the table, and gain the trust of local businesses. It was a period of high-stakes, hands-on work. But that initial grit established the credibility we needed to grow.
At what point did you feel like you “got the hang of it” and settled in as a business owner?
My turning point happened when I saw our internal team start to embody the culture I had worked so hard to establish. There’s a moment when you realize you aren’t managing tasks anymore—you are leading people who understand the mission and the ‘Local is our Superpower’ mantra as well as you do. Once I saw the team making independent, high-quality decisions that aligned with our values, I felt fully settled in as a franchise owner.
How does the franchisor support and encourage your success?
The Spherion network is one of our greatest assets. The culture of collaboration among franchisees is real. I get back-office support from corporate and real-world advice from other franchise owners who have solved the same problems I’m currently facing. Spherion empowers me to be an expert in my market while providing the robust operational guardrails I need to grow. Plus, through our peer groups and national meetings, the shared collective intelligence of our network propels my success.
What are you most proud of and why?
I’m most proud of transforming our community’s perception of staffing from ‘temp help’ to ‘strategic workforce partner.’ Marching through those early challenges truly paid off as we scaled from our 2021 launch to a second market by 2025. While the tangible impact of connecting talent with life-changing workforce opportunities is incredibly rewarding, none of this would have been possible without my dynamic team who remain the backbone of our success.
What advice would you give to potential franchise owners?
Franchising is far more than buying a brand—it’s choosing your professional destiny. Be ruthless in your due diligence. Talk to current franchise owners and ensure your values are in lockstep with the franchisor so your foundation can withstand any storm. Once you launch, abandon the solopreneur mindset immediately. You cannot scale alone. Surround yourself with a trusted team. Educate your market with unwavering patience. Lead with empathy. When you align with the right partner and prioritize your people, the business momentum won’t just follow—it will accelerate.
More about the Spherion Staffing & Recruiting Franchise Opportunity
This franchise brand shows up on our lists frequently. Just this year, you can spot Spherion Staffing & Recruiting on the following lists:
- Top 200 Franchises
- Most Profitable Franchises
- Top Franchises for Women
- Top Franchises for Culture
