Damian Ozga: franchising takes commitment, not just capital

A franchise is not the equivalent of a savings deposit, and a recognised brand is no substitute for personal commitment — that is the message from Damian Ozga’s interview with Money.pl. The entrepreneur, who built and sold three franchise networks for a combined PLN 50 million, highlights risks often overlooked in promises of rapid success. For Poland’s franchise community, it is a starting point for a discussion about choosing a business partner responsibly.

Three networks sold — and a warning for prospective franchisees

In a feature published on 22 June 2025, Damian Ozga appeared on Łukasz Kijek’s programme “Biznes Klasa Young”. According to Money.pl, he built and sold three franchise networks, including the MyTravel travel agency chain. The combined value of those transactions was PLN 50 million. He also spoke as someone involved in developing the Savicki jewellery brand.

His main warning concerned how people approach buying a franchise. Ozga cautioned against treating it as a risk-free investment and against franchisors whose main offering is a promise of quick success rather than a proven business model. This distinction matters from the very first discussion about working together: an attractive presentation does not, in itself, explain how the business will operate in practice.

The proceeds from selling the networks reflect the entrepreneur’s experience, not a return available to every franchisee. They should therefore not be read as an earnings forecast for an individual outlet or as proof that every franchise concept will reach a similar scale. Selling a network and running a single outlet are very different business situations.

A business for a loved one? Not without their involvement

Ozga also advised against buying a franchise as a business “for a child or partner” if the intended operator is not genuinely committed. The point is not the family relationship, but whether that person is willing to take responsibility for the venture. Providing the money to get started does not settle that question.

For prospective franchisees, this means separating two decisions: who will fund the launch, and who will be responsible for running the business. If these are different people, it is worth agreeing their roles, expectations and level of personal involvement before signing any documents. This is a practical lesson drawn from the entrepreneur’s warning, rather than a formal condition for joining a particular network stated in the interview.

The interview provides no basis for claiming that commitment alone guarantees success. It does, however, show why assessing the future operator’s suitability should not be replaced by the assumption that the brand will do all the work for them. A decision to join a network should take account not only of the funds available, but also of a clear willingness to accept the responsibilities of running the business.

Savicki: growth built on the customer experience

Another important theme of the interview was Savicki’s development. According to Money.pl’s account, the brand grew from a local jeweller with two outlets into a chain of 12 shops, with revenue reaching PLN 100 million. These figures were cited when the feature was published in June 2025; they do not confirm the company’s current shop count or financial performance.

The account of this transformation included specific changes to the shopping experience: tables where customers could try on rings, and ring sizers sent by courier to customers’ homes. The feature links the brand’s growth to improvements that addressed shoppers’ practical needs. Rather than simply reporting growth, it highlights aspects of customer service and the way sales were organised.

Ozga invested PLN 6 million in the business. Money.pl also reported a bottom-line margin of 10–11 per cent and an EBITDA margin target of 17–18 per cent. These figures should not be treated as a single measure: the reported bottom-line margin and the EBITDA target refer to different metrics. Nor does the feature provide grounds for presenting them as levels of profitability available to a prospective Savicki franchisee.

What to check instead of trusting promises of success

Ozga’s comments translate into a simple principle when preparing for discussions: ask for evidence that the model works, rather than relying on claims. It is worth asking what underpins the results presented, which period they cover, and whether they relate to the whole network, the franchisor’s own outlets or an individual franchisee’s business. This is an editorial recommendation drawn from his warning, not a list of requirements set by any particular brand.

An honest discussion about your own role is equally important. Anyone considering a franchise should establish whether they genuinely want to run a business or simply invest capital. Ozga’s interview is a reminder that these expectations should not be confused.

Practical takeaway: before choosing a franchise, verify the basis of the promised results and establish who will actually run the business. Neither a well-known brand nor someone else’s success is a substitute for these two checks.