The hospitality industry is filled with capital‑intensive business models. Hotels require land, construction, and long timelines. Short‑term rentals often demand large down payments and ongoing maintenance. But what if you could build a hospitality business without owning the assets at all?
On this episode of the Radical Hospitality Show, host Zeke Freeman sits down with Garr Russell, founder of Fireside RV Rentals, to unpack how a single RV purchase turned into one of the largest RV rental management franchises in the United States. Garr shares how he built an asset‑light, system‑driven business by managing other people’s RVs, why franchising was the right scaling move, and how faith and long‑term thinking continue to guide his decisions.
This conversation offers a practical look at alternative hospitality models, franchising strategy, and what it really takes to scale without burning out or overleveraging.
From Lawn Mowers to Entrepreneurship
Like many entrepreneurs, Garr Russell’s story starts early. In fifth grade, he borrowed money from his dad to buy multiple lawn mowers so his friends could work for him. While it looked like laziness at first, Garr was already thinking about systems, leverage, and scale.
That early instinct followed him into adulthood. Over the years, Garr launched and operated multiple businesses across sales, real estate, and services. But the defining moment came from a personal decision, not a strategic one.
For his tenth wedding anniversary, Garr bought his wife an RV. The plan was simple. Family trips, camping, and time together. The reality was different. His wife was pregnant, uncomfortable, and ready to go home early. Sitting by a campfire feeling discouraged, Garr had a realization that would change everything.
Instead of letting the RV sit unused, he listed it for rent. Within hours, renters reached out. That moment revealed a gap in the market and a new way to think about hospitality assets.
What Is RV Rental Management?
Fireside RV Rentals is not an RV rental company in the traditional sense. Garr does not own fleets of RVs. Instead, Fireside operates as an RV rental management company.
The model is similar to property management for hotels or short‑term rentals, but applied to recreational vehicles. RV owners place their units into Fireside’s management program. Fireside and its franchisees handle everything.
That includes:
- Marketing and bookings
- Cleaning and prep
- Maintenance and repairs
- Delivery and pickup when needed
- Insurance coordination and renter communication
RV owners receive monthly payouts without having to manage the logistics. Fireside earns revenue through a 50/50 split on rental income.
This structure matters because RVs are fundamentally different from houses or apartments. They move. They break more often. They require walkthroughs, setup, teardown, and transport. The labor involved is higher, which makes traditional management fees unrealistic.
The 50/50 model aligns incentives and makes full‑service management viable.
Turning Lifestyle Assets Into Income
One of the most important distinctions Garr makes is between investment assets and lifestyle assets.
RVs generally depreciate. They are not real estate. Buying an RV solely as an investment is usually a poor decision. But owning an RV for personal use and renting it out strategically can dramatically offset ownership costs.
In many cases, one week‑long rental per month can cover the RV payment, insurance, and storage. Once rented, the RV also qualifies for depreciation and business deductions, depending on use and tax structure.
Garr is clear about what works best.
- Towable travel trailers over drivables
- Fewer moving parts
- Lower maintenance risk
- Easier scalability
High‑end units like Airstreams and fifth wheels rent at premium rates, while bunkhouse models perform well for families. The key is matching the RV to the intended use and market demand.
Why Fireside Chose Franchising
As Fireside grew, Garr faced a choice that many hospitality operators encounter. Should he continue opening corporate locations or build a franchise system?
He chose franchising for several reasons.
First, overhead. Corporate fleets require payments, facilities, and staff regardless of rental volume. Many competitors failed during COVID because they owned too many RVs and carried too much fixed cost.
Fireside did not.
Second, scalability. Franchising allowed Fireside to grow nationally while empowering local owner‑operators who understood their markets.
Third, time. Garr is explicit about his priorities. He values time over pure revenue. Franchising created recurring royalty income while allowing him to step out of daily operations.
Today, Fireside has dozens of locations nationwide, with franchisees operating lean businesses supported by centralized systems.
What It Takes to Run an RV Rental Franchise
A typical Fireside franchise does not require expensive real estate or storefronts. Most operate out of RV storage facilities, partnerships with dealerships, campgrounds, or even private land.
A healthy starting fleet is around 20 RVs. At that size, franchisees can generate strong income without overwhelming complexity.
Staffing needs are straightforward:
- Cleaners
- Drivers
- RV technicians
The most challenging role is maintenance. RVs experience wear from travel and frequent use. Franchisees who are mechanically inclined often turn repairs into an additional revenue stream.
Fireside also offers centralized support through its Fireside Plus program, handling bookings, billing, contracts, and customer communication. Franchisees focus on boots‑on‑the‑ground execution.
Systems, Documentation, and Scale
One of the most practical lessons from Garr’s journey is the importance of documentation.
Franchising forced Fireside to document everything. Processes, checklists, training videos, onboarding flows, and support systems. Garr credits this discipline as the foundation of scale.
His philosophy is simple. If someone could sit at your desk tomorrow and do your job using your documentation, you have built a real business.
This mindset applies far beyond franchising. Any hospitality business that wants to grow must shift from personality‑driven execution to system‑driven operations.
Faith, Entrepreneurship, and Long‑Term Thinking
Faith plays a visible role in Garr’s leadership. He believes entrepreneurship is a calling and that action matters more than perfection.
His advice to young entrepreneurs is direct.
Take massive action. Indecision is still a decision, and it often moves you backward.
Garr also encourages entrepreneurs of faith to be open about who they serve and why. Clarity attracts the right people and repels the wrong ones.
As he approaches his late forties, Garr has shifted toward generational thinking. Business decisions are no longer just about revenue. They are about assets, recurring income, and impact on future generations.
This perspective influences Fireside’s expansion into software, real estate partnerships, and long‑term infrastructure.
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