But here’s what the most successful owners eventually realize: Trusting a great General Manager (GM) isn’t a risk—it’s a necessity. Without trust, you become the bottleneck. With it, you unlock growth, stability and freedom, and when the time comes, a real exit.

Trust Is the Engine behind Growth

A great GM doesn’t just babysit the front desk; they build systems for smoother check-ins, refine staffing schedules to handle peak holiday seasons, enforce health and safety protocols, and keep both clients and their pets happy. They’re not just executing orders—they’re managing the heartbeat of your operation.

Even more importantly, GMs are closest to the day-to-day realities of your facility. They see the first signs of Bordetella outbreaks, know which daycare groups need reshuffling, and hear firsthand from pet parents about what’s working and what isn’t. Their proximity gives them an edge that owners, no matter how involved, can’t replicate from behind the scenes.

Trusting your GM doesn’t mean disappearing; it means moving from managing tasks to managing outcomes. It’s about setting clear standards, such as occupancy goals, customer satisfaction scores and staff retention rates, and giving your GM the authority to deliver. Trust isn’t about blind faith; it’s a two-way agreement: empower your GM, and they deliver measurable results.

If you ever plan to sell your pet resort (and most owners eventually do), a business that runs entirely through the owner is far less attractive to buyers. Buyers want to see a business with strong operational leadership already in place. A facility with a trusted GM signals stability and scalability. It tells a buyer, “This isn’t a one-person show—it’s a well-run operation that can continue to grow.”

In other words, empowering your GM isn’t just about improving the day to day; it’s a key part of your exit strategy. The earlier you build a leadership team that can thrive without you, the more valuable (and sellable) your business becomes.

Transparency is critical, too. Weekly reporting on occupancy percentages, daycare group sizes, incident reports and customer feedback helps you stay connected to the pulse of the business without micromanaging.

Decision-making boundaries should also be clear. Your GM should have autonomy over staff schedules and operational decisions, but know when to loop you in for bigger items like capital improvements or major hiring decisions.

And don’t overlook the power of recognition. A GM who feels trusted and sees their hard work acknowledged will lean in even more. Public praise, a bonus tied to performance, or even a heartfelt thank-you can reinforce that trust and drive even better results.

Finally, remember to start with trust. If you’ve hired the right person, assume positive intent. Your belief in their leadership will give them the confidence to lead boldly, and will ultimately give you the freedom to step back smartly, not anxiously.

In the dog daycare and boarding world, reputation is everything. And the best way to protect and grow that reputation is by putting the right people in charge and trusting them to do what they do best.

Trust your GM today, and you’re not just improving your business—you’re building a company that’s poised for real growth, real freedom and, when the time comes, a real exit.

Eyal Cohen is the Co-Founder and Chief Development Officer of Pet Resort Hospitality Group (PRHG), which owns and operates 34 pet resort locations nationwide. With nearly 1,000 employees caring for over 2,000 pets each day, PRHG is one of the fastest-growing platforms in the industry. Eyal has hands-on experience in every facet of pet resort operations and now works directly with owners to guide them through the transition of partnering with PRHG. He provides strategic, operational, and managerial support with a focus on long-term value—and is actively looking to build meaningful relationships with pet resort owners who care deeply about their people, their pets, and their legacy.