Dustin Carter spent years matching people to franchises, including Mobility Plus. Then he stopped placing owners and became one. Wheat Ridge is the store. The point of his story is the system, not a career in brokerage.
10% franchise fee discount for honorably discharged veterans
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“The reason I wanted to buy a franchise for myself was to have something more tangible, something that actually has value to it. If you ever wanted to sell it in the future, like a home, you would actually have a real asset.” Dustin Carter, Mobility Plus Wheat Ridge
Dustin came out of about 10 years managing at Capital Grille. Customer service was the job: make people comfortable, and make the experience hold. Several years later he and his partners became franchise brokers. Mobility Plus was one of the brands they represented, then only about five years into franchising.
They placed several owners into the system before they bought. That is the useful fact. A person whose work was comparing franchise models looked at this one, put other people into it, and then put his own name on a store.
He says the model made sense. It was newer, and it was different from the concepts he was used to seeing. He talked with founder Rich Peter, set it up, and bought. His later purchase of rights to develop Colorado is his deal. It is not the offer on this page, and it is not what a new single-unit candidate is being asked to buy.
Brokerage was transactional. Ownership was the opposite: a location, a team, and a business he could still be in after the introduction was over. That is why his buy-in validates the model. It is not an invitation to become a broker.
One local business. A showroom and a home-services operation. Wheat Ridge is the store people call.
Scooters, power chairs, and the equipment families ask for when someone needs to stay active outside the house.
Stairlifts and related work for people who want to stay in the house they already have.
Dustin is in the stores and out in the community. The job he describes is not a desk that reviews other people’s deals.
He talks to directors and to the people who live there. Scooter repairs, mobility advice, and a check that daily life is still working.
Adult children want to know a parent or grandparent is being looked after. The store is the company they call.
His line: people need these products to keep living the way they want. A ski injury. Parents who need to stay in the house. A stairwell that has become the problem.
He names those two as the skills that matter. Product and tech can be trained, or hired. The conversation cannot.
He says Wheat Ridge has 207 reviews, predominantly five stars. That is his count from the video, not a live rating and not a system-wide claim.
His advice to a new owner: do not open every vertical on day one. Sales, rentals, or VA relationships. Add the next lane at six months, nine months, a year and a half.
Dustin points to one job from four and a half years and thousands of customers. Barbara Smith and her husband needed four stairlifts. They had a basement, a main floor, and an upstairs, and they did not want to give up the house.
He puts assisted living at roughly $4,000 to $9,000 a month. That is his comparison, not a quote for a facility. The decision in front of that family was stay or move. Wheat Ridge outfitted each level with a stairlift and a scooter so people could still get around.
That is the model in one house: a product, an installation, and a reason the customer did not have to leave. It is also one story. It is not a promise that every job looks like theirs, or that an owner earns a set amount from work like it.
Career changers ask whether this is a job with a logo or a business they can own. Dustin answered that from the other side of the table.
A store, inventory, a van, and customers who already call. Not another introduction fee.
He wanted a model with repeat revenue, not a transaction that ended when the agreement was signed.
His comparison was a home: something that can be sold later because it is a real operating business. Resale is not guaranteed. The point is what he was buying.
He and his family are in the stores. Kids have grown up around scooters. This is not an absentee concept in his telling.
Rich brought them in early and, in Chicago, showed them how to turn the scooters on and use them. The system started with the product, not a binder.
One broker’s decision is not Item 19. Earnings, review counts, and development rights stay his. The FDD is the document that governs a new candidate.
Not a mobility background. Not a brokerage background. The transferable piece is the customer.
You are walking into a stairwell, a recovery, or a parent who is losing the house. He treats that as part of the sale, not a soft extra.
Someone cannot walk the stairs. The job is to fit the equipment that lets the life keep going, and to ask for the decision.
Product knowledge and repair can be learned or hired. He does not treat them as the entry requirement.
Pick a lane. Add people and the other verticals after the first one is working. His warning is biting off the whole model in month one.
Dustin’s Colorado rights are not this offer. A new candidate is looking at one local business: showroom plus home services. The current FDD controls the figures.
$324,575 to $454,575
Includes the franchise fee. Covers showroom, inventory, vehicles, marketing launch, and other opening costs. Exact figures vary by territory and the choices you make.People who want a third-party read on the model before they trust the brand’s own page.
If you want to broker franchises, this is the wrong page. If you want to see why someone who already brokered them chose to own this one, start with the video, then the conversation.
Yes. Dustin Carter placed several Mobility Plus owners while working as a franchise broker, then bought the Wheat Ridge, Colorado store. He describes that buy as wanting a tangible business with recurring revenue, not another transaction.
No. Dustin says he later purchased rights related to Colorado. That is his arrangement. A standard candidate is evaluating one local showroom and home-services business. Territory availability is confirmed by Franchise Development, and the FDD controls the offer.
No. Dustin came from restaurant management and later brokerage. He says compassion and a sales edge matter most. Product and technical work can be trained or hired.
No. Dustin says his Wheat Ridge store has 207 reviews, predominantly five stars. That is one owner’s statement on the video. It is not a live rating and not a system-wide figure.
The franchise fee is $60,000, with a 10% discount for honorably discharged veterans. Typical initial investment is about $324,575 to $454,575, including the fee. Figures vary by territory. The FDD has the breakdown.
A call, then a confidential Request for Consideration, then brand and territory review. You receive the FDD before any commitment. Award and fee payment come only after mutual fit and formal review.
Tell us about your background. We will schedule a conversation and walk through the current offer. No obligation. This is a single-unit conversation, not a brokerage pitch.
