Every franchise network reaches a point where growth starts to work against it. Each new site adds administrative load, hiring pressure and back-office complexity, and the systems that ran three locations begin to strain across 10. The question is rarely whether to grow, but how to do it without each new site slowing the network down.
For years, the standard response has been outsourcing; the traditional BPO model. A provider in the Philippines assembles a ready-made team, assigns it set tasks and manages it on the client’s behalf. The work gets done, usually cheaply, but with little connection to the business or where the network is heading.
What Shore360 does differently
Shore360 Inc. is an Australian-owned business headquartered in Clark in the Philippines. It has spent more than a decade helping mid-market brands and franchise networks scale, and today supports over 180 companies with a workforce of more than 1,500 people.
Leading the business are president Samantha Brown, and CEO Jeffrey Brown – the two people to know for any franchise owner weighing up an offshore partner, and the visionary leadership that keeps the company’s founding principle grounded in practice.
Shore360 was built around a different idea called offshoring.
The process starts with the client’s business; what it needs, where it is heading, and which functions are pulling local operators away from their customers. Its recruitment division, Jobs360, sources suitable candidates and presents them; the client interviews, chooses and hires each person personally.
A team you manage directly
The team Shore360 builds reports to the client, not to Shore360. This is how offshoring works rather than outsourcing.
Franchise owners manage their offshore staff, the people in these roles are treated as part of the business they support, working to the same goals and standards as the teams onshore.
In practice, it functions as an extension of the franchise’s own operation, located offshore but integrated into how the business runs.
Becoming a global capability centre
Shore360 is now moving into a new era, positioning itself as a Global Capability Centre (GCC) and Workforce Transformation Partner. A GCC takes the offshoring model further, building integrated teams that bring genuine expertise and process improvement into the network.
This brings forward a model that has underpinned Shore360’s work from the start – build, operate, transfer.
Shore360 helps a client build their offshore team, then operates alongside them, supporting the day-to-day work the business depends on. If the client later decides to establish its own entity in the Philippines, Shore360 supports the transfer so they can run it in full. Offshoring doesn’t have to be the end point – the right partnership can evolve into something the client owns outright.
These teams take on the operational layers that most often slow multi-unit growth, usually the same across franchise systems:
• Omnichannel customer care: proactive, AI-assisted customer loyalty and managed booking, handled consistently across every site.
• Localised marketing: targeted local assets deployed quickly across many territories, without each operator starting from scratch.
• Centralised finance and governance: multi-entity accounting, payroll and end-of-month reporting in one place, giving regional leadership real-time visibility of margins.
This frees frontline teams in each location to stay focused on customers and community.
People first, AI forward
Shore360 describes the principle behind this direction as People First, AI Forward.
“AI is transforming how every business operates, and the organisations that succeed will be those that combine exceptional people, smart processes and practical technology,” Samantha Brown says.
The company was built on a People First mindset. Offshore staff are recruited into a specific business, managed by it and treated as part of it. AI Forward is the newer addition – practical AI tools that free teams from repetitive work, supported by training through Shore360’s learning and development arm, ShoreAdvantage.
The intent runs throughout; AI makes capable people more effective, not redundant.
Where this leaves franchise owners
This model gives a franchise owner real additional capacity – people who understand and answer to the brand – without the cost of adding headcount at home.
The owners who treat workforce transformation as core strategy, rather than a cost to trim, tend to keep expanding while others stall on hiring and back-office load.
For those who want to understand what that could look like for their own network, Samantha Brown and Jeffrey Brown are the place to start.
