By: Adam Contos
When I graduated high school, I knew two things: I wanted to challenge myself, and I wanted to be part of something bigger than me. That’s why I joined the United States Marine Corps.
The Marines shaped me in ways I’m still grateful for today. They taught me discipline, mental toughness, and, above all how to thrive inside a proven system. In the military, you don’t succeed by winging it. You succeed by understanding the mission, following the plan, and executing with precision. Clear roles, strong communication, and a solid chain of command aren’t optional, they’re essential.
I didn’t know it at the time, but those lessons and critical thinking skills would become the foundation of my leadership style and my entire career in franchising, leading me to become CEO of one of the largest real estate brands in the world.
From the Corps to Law Enforcement
After my service, I transitioned into law enforcement, where I quickly saw the parallels to my military experience. It was another systems-driven, command-and-control environment. I served as a SWAT team commander and spent two years working undercover in narcotics. That undercover work was one of the best sales trainings you could ever imagine. I had to build trust instantly, read people with complete accuracy, and close deals under enormous pressure.
Leading a SWAT team taught me the importance of preparation and clarity. On a tactical operation, everyone has a defined role, and you trust your team to do their job. There’s no room for ego, and no space for unclear instructions. I’ve found franchising works the same way: when people know their roles, have the right training, and work together toward a mission, success follows.
Scratching the Entrepreneurial Itch
Even while I was in law enforcement, I had a strong desire to run my own business. In the early days of the internet—back when online business was still a wild frontier—I started my first venture. That grew into a security company where I worked as a counterterrorism instructor, helping clients develop safety protocols and situational awareness.
That path led me into the real estate world, where I began creating safety training programs for agents. Those programs not only grew into a profitable business but also opened the door to public speaking. I found myself onstage in front of industry leaders, explaining how to prevent crime and respond to threats. Speaking to those audiences taught me how to communicate vision, influence action, and connect with people, a skill set that’s invaluable for any franchisor.
Joining RE/MAX and Scaling Globally
Through my work in real estate safety and my existing relationship with RE/MAX leadership, stepping into a corporate role made sense. I started by overseeing several dozen franchisees in one region, and eventually I took over franchise development and sales nationwide.
That department needed a rebuild to become profitable, and my team and I got to work. We refined the systems, clarified processes, and reestablished a culture of accountability and growth. The results spoke for themselves, and soon I was helping replicate those improvements on a global scale.
Along the way, I earned my MBA, which gave me a deeper understanding of the business mechanics behind what we were building. Eventually, I stepped into the role of CEO at RE/MAX, where I had the privilege of leading one of the most respected brands in real estate through a period of growth and transformation.
I attribute a lot of my success to what I learned as a Marine. To me, franchising has always felt a lot like running a special operations team. You have a clear mission, a tested system, and a group of skilled professionals working toward a common goal. You don’t improvise unless the situation demands it, and when you do, it’s a calculated adjustment, not a gamble.
The system is the plan. Success comes from following it, refining it, and making sure everyone is aligned. In both SWAT and franchising, one person’s failure to follow the process can ripple through the entire team. That’s why structure and communication are non-negotiable.
Leading Through AREA 15 Ventures
Today, as a partner at AREA 15 Ventures, I help emerging and established brands scale effectively. We give advice and work alongside the brands we invest in. Our culture is mission-focused and values-driven, just like the best teams I’ve been part of.
My goal is to help leaders make better decisions under pressure, communicate clearly, and build systems that hold up even in chaotic times. I also remind them that, unlike in SWAT, business challenges aren’t life or death, but they can be make or break decisions. Mistakes in business cost time and money, but both can be recovered if you stay calm and keep your team focused.
What I Tell Franchisors
Over my career, I’ve boiled down a few key lessons that I believe every franchisor should follow:
- Systems Win – Even the most talented individual can’t outperform a strong system that’s followed consistently.
- Clarity is Critical – Everyone must know their role, their responsibilities, and the mission.
- Grow the Leaders in your Business – You should be prioritizing employees growth to help retain, build confidence and make them feel valued.
- Stay Mission-Focused – Distractions dilute results. Keep the main thing the main thing.
- Lead Calmly Under Pressure – Your composure sets the tone for your entire organization.
From the battlefield to the boardroom, my approach has stayed the same: build a team you trust, create a system that works, and keep everyone aligned with the mission. Whether you’re breaching a door on a SWAT raid or launching a new franchise location, those principles never change. Franchising, at its core, is about people executing together inside a proven framework. If you can get that right, you can scale anything.