How a Filta Franchise Helped the Bral Family Build a Profitable Business

Steve Bral wanted a business that could bring his family together while giving him more control over his work life — the exact opportunity he found in a Filta Environmental Kitchen Solutions franchise. After 35 years in corporate engineering, he was ready for work that offered flexibility, shared responsibility and space for his wife, Karen, and sons, Michael and Jason, to contribute.

“[My wife and I] started looking at the next 10 or 15 years,” Bral said. “I decided I didn’t want to return to the corporate world. We narrowed it down from about 100 options to five or six, and I attended discovery days with those companies. When I went through the criteria, I rated each category for the five or six businesses I was considering. It gave me an objective score, and [Filta] ranked the highest across the criteria I was looking at.”

Once he learned how Filta’s service model operated, he realized it was the kind of profitable family business they could build as a team. Today, the family owns and operates a growing Filta franchise that focuses on fryer management and environmental kitchen sustainability in Michigan’s Oakland and Macomb Counties. They work side by side as they build a business rooted in service, opportunity and long-term impact.

Once Steve made the leap, Michael joined him immediately. Jason joined later, once the business reached a place where it made financial sense to add another full-time role. The family began operating together, gradually shaping a business that each person could play a meaningful role in.

Shifting from a parent-child dynamic to a business-partner dynamic wasn’t always simple. Bral had decades of leadership experience, but running a service business with a blue-collar workforce brought a new learning curve — and a new dynamic with his sons.

"You have to be able to draw a line between those disagreements at work and the time you spend together at home," he said. “When we go home and have family dinner, the business shouldn’t be part of that discussion.”

Family business growth

The experience has brought them closer. Working together has meant learning together — and tackling challenges as a team.

When evaluating franchise options, Bral approached the process with the same structure and discipline he applied throughout his corporate career. After narrowing down more than 100 options, he evaluated his top choices across nearly 20 criteria — including startup costs, growth potential and the business models. Filta rose to the top.

"I was looking for a management-based business, meaning I wouldn’t have to work in the business but could work on the business," Bral said. "If you’re working in the business, your growth is limited to how much work you can personally handle. I wanted a business where I could hire employees to do the core functions while we focused on expanding territories, trucks and so on."

Running the business as a family has shaped everything from decision-making to leadership style. Though the Brals sometimes approach work differently across generations, they share a commitment to leading with fairness and accountability.

Bral says that piece comes naturally — it’s the same leadership philosophy he carried in his corporate career. "I’ve always believed you have to treat employees well, look out for them and hold them accountable," he said.

Most importantly, he sees the business as a way to create opportunity. The team is made up largely of workers with high school diplomas or GEDs, and Bral is proud to provide stable, competitive jobs that open doors for people who may not have had many options at the start.

Leadership and opportunity

"That’s my focus now,” he said. “Growing the business is more about everyone else in the company than it is about me. I don’t need it for myself.”

The Bral family has discovered that entrepreneurship rarely stops at 5 p.m. — calls come in late, equipment breaks unexpectedly and customers need support. The business follows them into holidays, weekends and family milestones.

But the reward outweighs the strain.

For Bral, the most meaningful part of owning a business with his sons is seeing the direct impact of every decision — good or bad. After decades in corporate environments where he was responsible for outcomes he didn’t always control, he finds deep satisfaction in knowing the business reflects their choices, their effort and their values.

"In your own business, you have no one to blame but yourself. If something goes right or wrong, I can look in the mirror and know it was truly my decision," he said. "That’s been the most rewarding part."

The Bral family continues to grow their Filta territory, adding routes, building their team and shaping a business with room for everyone — now and in the future. Whether his sons remain involved long-term or eventually pursue something new, Bral sees the business as a platform for opportunity, purpose and growth.

Above all, it’s something they built together.