Intro:
Do you feel like you were meant to have a kick-ass career as a hairstylist?
Like you got into this industry to make big things happen?
Maybe you’re struggling to build a solid base and want some stability.
Maybe you know social media is important, but it feels like a waste of time because you weren’t seeing any results.
Maybe you’ve already had some amazing success but are craving more.
Maybe you’re ready to truly enjoy the freedom and flexibility this industry has to offer.
Cutting and coloring skills will only get you so far, but to build a life long career as a wealthy stylist, it takes business skills and a serious marketing strategy.
When you’re ready to quit just working in your business and start working on it, join us here where we share real success stories from real stylists.
I’m Britt Seva, social media and marketing strategist just for hair stylists, and this is the Thriving Stylist Podcast.
Britt:
What is up?
And welcome back to the Thriving Stylist Podcast.
I’m your host Britt Seva.
And today, I’ve got something for the salon leaders in the house.
We’re going to talk about how to shift your clients to other stylists in your salon as a salon owner.
Now, this brings up all the feelings.
So before we even get into the strategy, let’s talk about the feels and the inspiration behind this episode.
So I opened up a post on Instagram the other day, and I said, hey, what do you want to talk about?
And I was shocked by how many owners said, can we talk about what it looks like transitioning away from the chair as an owner?
And I want to read you some of the questions.
One of them was, can we get a three to five year plan on how to go from stylist to only a leader?
Another one was, I want to reduce my hours behind the chair to lead more.
I don’t need to know how to do that part, but what would I spend my time doing?
Such a good question.
So we’re going to answer both of those things.
But before we even get into that, I want to start talking about why somebody would consider this and a lot of the fears around it.
I think there’s some very obvious fears, and then there’s some almost subliminal fears that are there, but no one’s talking about it.
And so sometimes we don’t even realize the magnitude of that fear because it’s not really come up to the surface yet.
So why would an owner decide not to take clients anymore?
One, today’s most profitable leaders don’t.
So when you look at the most profitable salons.
So I love a high-grossing salon.
I mean, we all love the story of like, oh my gosh, this salon does $3 million a year in revenue.
That’s so great.
A salon that does $3 million a year in revenue and operates at a 1% profit margin is not overly impressive versus a salon that does maybe 1.3 million at a 15% margin.
That’s sexy.
That’s an interesting business.
And when you look at the salons where, yes, the revenue is there, but also the profit margin there and the demand to work there is there, the majority do have owners who no longer take clients.
And when I say no longer take clients, I’m not talking about absentee ownership.
We can talk about absentee ownership.
I worked for an absentee owner.
I know what that looks like done successfully.
I know what it looks like done as a disaster.
I know how to sustain profitability and control and all that, but that’s a totally different episode.
We’re talking about the owner who wants to still be very present in their business, but doesn’t want to take their own clients anymore.
Okay?
So it also allows the time to focus on team development.
One of the things I like to talk about a lot is if you are still a salon owner who takes clients, you have two full-time jobs.
And then if you’re married, you have a third, and we’re in a long-term relationship with anybody, right?
You have a third.
And then if you’re a parent, you have a fourth, right?
So it’s like when you’re an owner who still takes clients, you have a minimum two full-time jobs.
Sometimes you’re juggling another couple of jobs at home.
And then we wonder why our salon owners and leaders are uninspired and burnt out.
It becomes pretty obvious.
So it creates more capacity to focus on true team development.
And then it leads into my first point in that if you are working full-time on self-development and team development, of course you’re going to have a higher profit margin.
Of course, you’re going to have better team member retention, whether it be booth renters or studio suite owners or commission stylist.
Whatever team looks like to you, it will be so much easier to turn profit and also retain a team and inspire a team and lead a team.
If you’re doing it full-time and people aren’t chasing you to get your attention.
Number three, it allows more capacity for you to build a profitable, strong business.
So going back to that initial question of like, how would I spend my time?
I’m going to tell you how you’d spend your time, but it’s doing the things that you simply don’t have time for now.
Most leaders today are doing the things that have to be done, the essentials.
And that’s where we start when we’re low on time.
We’re like, okay, we’ll do the fancy stuff later.
We’ll just get the essential stuff done now, which is exactly what you should do.
But in order to really be profitable and on a good day, be able to build a salon that we could sell, that’s only going to happen if you are no longer taking clients.
If you’re still taking clients, your business is almost going to be unsellable because the key man risk is way too high and we have a totally different podcast on that.
But what I want you to really consider is like, what is the future of your salon?
And even if you don’t want to sell your salon, you don’t have to.
It doesn’t matter to me if you do or if you don’t.
But what is your future?
Something I really like to hammer home is, I think it’s really beautiful that a lot of stylists in the industry say like, I’m going to be doing hair into my 70s.
I can’t ever imagine retiring.
And then I hear from stylists who are in their, I mean, it starts really early, 40s, 50s saying, my body is breaking down.
I want to do it.
I simply can’t.
And then you think of the owners who are in their 40s and 50s who are juggling clientele, juggling leadership, juggling home, and they’re just tired.
And so it’s great to think, I like to be an owner who’s always doing hair, but there’s a downside.
So then let’s go into some of the fears around stopping taking clients.
One of the big ones is, if I stop taking clients, maybe I’ll lose my legitimacy.
That’s a big one.
And that’s why I think a lot of people don’t talk about, like, will my team lose respect for me?
I think that’s a heavy one.
I think it’s a very real and justifiable fear.
I’ve coached a lot of salon owners at this point through stepping away from their own clients.
And those who really dive in to spending their time in leadership well, not only don’t lose legitimacy, they gain it.
Because you have a proven track record.
And often, for at least several years, if not decades, you still sustain some of the team members who were with you when you were taking clients, right?
And here’s the other thing, is like the odds of keeping long-term team members when you are a full-time leader is so much higher.
There’s so many owners who were like, I don’t understand.
I have such high turnover.
And they’re grinding it out, and they’re taking clients all the time.
And then they wonder why stylists don’t stick around.
They look at you and how hard you’re working, and they’re like, man, if that’s my future, I’m not interested.
And so there’s so many advantages to you not taking clients.
And if you truly spend your time as a leader doing the right things, the idea of losing legitimacy is not there.
The other thing too, point number two, I guess, in things that people worry about, that they probably don’t need to, is if I stop taking clients, will I lose the connection I have with my stylist?
A lot of really great lead stylists and owners do offer mentorship and are hands in, in our teaching classes and our guiding.
You should still 1 million percent be doing that.
And when I look at the owners who have stepped away from their clients, but are still very connected to their team and are highly profitable, they’re still hands in the hair.
They’re just not taking clients even 1 day a week.
Instead, they’re bringing in models and demonstrating that way or supporting their newer stylists with their clients.
There’s still so many ways you could be involved with a clientele without being the primary service provider.
So that’s another fear we don’t need to worry about either.
I think the big fat looming one, and we’re going to talk about this at length, is, but my salon relies on my revenue.
Right?
And that’s the one where it’s like, I want to stop taking clients, but I am the 15% producer or the 20% producer or the 30% producer, which is what in big business we call key man risk.
The business is so contingent on you to survive, which is an overwhelming feeling and pressure.
And we need to alleviate that for you to A, gain your sanity back, but B, have a business that’s truly scalable.
So knowing that all of these things are factors at play, I wanted to create a plan.
Somebody asked for a three to five year plan.
I’m going to give you more of like an 18 month plan.
And then I’ll layer on some ideas where it’s like, okay, if you’re not ready to do this yet, do these things first.
So you can lengthen this plan as needed.
But I think if you’re at the crossroads of like, I am really ready to do this, I think in 18 months, if you were a salon owner who was taking clients, let’s say three or four days a week, in 18 months, you could be off the floor successfully.
Let’s take a look at what that looks like.
So first and foremost, in order to even consider stepping away from your clientele, you do need to have a viable team.
So you need to have a marketing strategy in place, you need to have team members who are invested in your culture, you need to have a culture, you need to have at least some semi-senior stylist.
So if you have team members who have been with you, for let’s say three to five years, have built up a strong base clientele, they’re having price increases annually.
If you got three or four stylists like that, you’re probably in good shape.
And then you’d want to have a couple of other newer team members as well, if possible.
And this is also contingent on the size of your space.
If you have a 20-chair salon and you only have three or four solid stylists, we’re not close, you’d want to have about 80% of your chairs at at least break even.
And then you’d want to have at least like 30 or 40% of your chairs generating a really significant profit margin on them.
So the way I coach to things like commission splits and booth rental rates, is I look at every chair as a profit center.
I don’t look at every stylist as a profit center.
A stylist is a human.
They’re not a profit machine.
Every chair in your space is a profit center.
So when you’re in Thriving Leadership, which is our leadership program, and when you look at our booth rental calculators, our commission calculators, one of the primary differences in the way that we coach is it’s not about what Katie does.
It’s about what that chair needs to have done.
So if you’re working a system like that where your chairs are profit centers, we would want at least 80% to be at minimum breakeven, and probably like 40% producing a very significant margin.
When you get to that place, then we can really start looking at, okay, there’s plenty of margin coming in.
Yes, you’re the icing on the cake, and we love having your revenue too, but how can we pull you away, sustain that revenue, or maybe take a minimal loss?
We’ll talk on that in a second, and put you in a position where you can start building the team so that all of the chairs are profit centers now.
None of them are breakevens, and we’re really starting to build forward.
Now, how do we get to that place?
I can’t emphasize enough how important marketing is.
I literally can’t overemphasize it.
I spent a lot of times in my DMs this morning, and there is a real quest for education right now, which is so exciting.
A lot of leaders who are like, I really need to get serious about my culture.
I really need to get serious about my compensation plan.
I really need to get serious about hiring.
What do I do?
And I always say, I’d love to coach you on that in leadership.
Before we do that, I really think it’s important that you start with Thriving Stylist, which for me is marketing funnel, business foundations, brand message, solid branding, website, guest experience.
We have to get that dialed in.
Let’s get that dialed in, and then we can work on paying commissions, and processes, and policies, and training programs, and incentives, and paid time off, and unpaid time off, and then we can unpack all that.
And almost always, I’ll have an owner say, yeah, I don’t want to do all that.
I’d rather just learn the commission splits and do the culture thing, and tell me more about this training program.
It’s such a recipe for disaster.
Because we can develop the most beautiful culture and the most beautiful training program in the world.
And if your marketing is not solid, and if your brand message is a mess, and you don’t have a great website, and your verbiage is unclear, and you’re not attracting a good portion of clients to your business every single month, we’re never gonna find somebody who wants to work for you.
And like I said, it can be the best culture and the most generous compensation plan and incredible benefits and really great commission rates.
And the team is wonderful, and you’d love it here.
It doesn’t matter, no one is going to find you.
And if they do, they’re gonna be so turned off by what’s happening with the marketing, it’s never gonna land.
And that is the thing I think a lot of leaders and owners are really confused on right now.
They’re like, I don’t get it.
I feel like I offer the world.
You might, but the world we live in today, stylists are looking for you to build the majority of their clientele.
And I know a lot of owners don’t like to hear that.
And years ago, I wasn’t saying it.
This is new.
This is the 2025 and beyond stylist.
Now, how did we get here?
Why would a stylist work for you when they could go work in a studio suite?
What’s the point?
The culture.
Okay, so you’ve defined a culture that you think is amazing, but they can create their own culture somewhere else.
So why wouldn’t they do that?
There has to be perks and benefits of working for you that they cannot find elsewhere, and most stylists won’t stay just for culture.
The reason why most stylists leave salons is they don’t feel like their time is respected, meaning they can’t work a schedule that works for them, or they feel like they have reached some kind of financial cap, either brought on by you or brought on by themselves, whatever.
One of the easiest ways to overcome that is if you are providing a really solid clientele flow, whether you have a booth rental structure or a commission salon structure, you become really hard to beat.
When you take that heavy lift away, your growth is exponential.
And I’ve watched it happen over and over and over for salons.
So if you’re saying like, how do I get to the place where I can have this 18-month plan?
How do I get to a place where all of my chairs can be profit centers?
We have to create that demand.
And I know it’s so great to say like, well, my stylist should want to do that for themselves.
I agree that there should be a partnership in that.
But as soon as we as leaders start telling our clients like, well, you’re going to have to build your own clientele.
They’re going to say, okay, great, I’ll go do that on my own.
Like for them, it doesn’t feel like there’s enough of an incentive.
So I want you to make sure that you really have strong marketing, strong branding.
We’re on the way to building those profit centers.
You’ve got longevity in the team that you have.
You do have a really solid demand coming into your salon space.
The money is increasing month over month.
Things feel like they’re on an upward trajectory.
I don’t want you as the stylist to step away from taking clients if your salon is not having upward momentum.
So we want to have that upward momentum.
Let’s say the brand is great, the marketing is great, the culture is great, the compensation plan is great.
We’re retaining our team.
Performance reviews are going well.
Revenue is increasing month over month.
Things are going good.
Great.
So here’s what we can do over 18 months.
First, we have to do a marketing reposition.
So we want to start promoting our stylist as the star of the show.
So often salon leaders are the main character, and then they have all these great supporting roles.
Like we have best supporting actor and best supporting actress, and then all of the people who are just like stand-ins and fillers and new personalities and they only come in for a cameo.
Often, your salon is presented in that way.
I know that’s kind of a funky example.
But if I look at your salon’s website, and I go to the Meet the Team page, and the very first bio is of the owner, you’re positioning yourself as the star of the show.
So imagine that we are creating a movie, and we tell the investor of the movie, listen, I know we’re all excited about the script, the concept is great, the main character just dropped out, but we’re actually going to push forward with the film, it’s still going to be good.
People are going to be like, oh my gosh, I’ve instantly lost faith.
Or if somebody is a big fan of the main character of a movie, and they’re so excited to go and see them, and then they drop out, well, now the movie is much less interesting.
Why do we think Ariana Grande was cast as a primary role in Wicked?
She is an incredible talent, and she’s a great singer.
There’s lots of other great singers and talents too.
She has so much weight and influence in culture today.
There is not a shadow of a doubt that casting her was part of what made Wicked so successful.
Historically, movies based on musicals do okay.
Like Greatest Showman, it did well.
It’s not that it was a bust.
That was a really successful movie.
It doesn’t compare to a Marvel movie or something more mainstream than that.
But what they did is they brought in a really huge main character and paid her a ton of money to carry the weight.
Some of you have positioned yourself in your business as Ariana Grande, and you should be one of the munchkins.
And by the way, I haven’t seen the movie, so if there’s no munchkins, I have no idea.
But if you are still showing up as the star of the show, there was a salon leader who was asking me for advice.
This was last year, and I looked on her Instagram, and it really was like, I’m the best, come in and see me.
I have a waitlist.
If you can’t get into me, come see somebody else.
But she was so positioned as the star of the show, I was like, you’re never going to build your team.
And I know that that’s tricky because often owners get to the place of ownership because they’ve done so well.
You have to go back to a supporting character.
So you should be the bottom bio on your web page.
If at all, like maybe you’re not even on the Meet the Team page.
Maybe you have your own page, or you’re on the Contact Us or something else.
But if you’re on like the Meet the Team page, you are at the bottom.
And we’re promoting the rest of your team.
As who we want to be seen.
Same with social media.
You are a secondary character.
We need a marketing shift.
I want you to talk a ton about your stylist on social media.
I also want you to talk about the perks and benefits of working for you.
It’s so funny, a lot of salons dabble in that.
Like, oh, well every 20th post, we talk about the perks and benefits of working here.
No, I would want that to be like every fourth or fifth post.
Like one of the primary functions of social should be how amazing it is to be a part of your team.
For a multitude of reasons, one, it’s going to promote amazing culture and it’s going to make more people want to work for you.
Two, it’s going to show that the owner doesn’t have an ego, and they’re all about building up those who choose to work there in a very big way, not in a small way, in a big, fat, ginormous way.
And three, it actually does help you to build clientele.
So you may or may not know this, but salons have the reputation of being very catty.
If a client can see from the outside that, like, you really are looking to build a big, beautiful business, there is a very strong desire to be a part of that.
So making sure that the way you position yourself is, we are a team, we grow a team, here’s the perks and benefits of being here, and talk about it often, and talk about it creatively, and let your stylist tell their stories.
Really lean into, it’s about the team here.
Next, we’re going to do a fight.
So that was a marketing reposition.
Then we’re going to do a financial reposition.
So I want you to allow some of your stylists to become more senior than you.
But this goes back to that marketing and that demand.
We want to be promoting our team, and we want them to become extremely successful beyond us.
Now, some of you say like, well, I have booth renters.
I said what I said.
Why do booth renters decide to leave the salons that they work at?
Seeking greener pastures.
So maybe they’re looking for a salon that has a more affordable booth rent.
High producers, not really.
Why would high producers need to do that?
They wouldn’t.
So if we’re looking to build high producers, you’re going to build confidence and someone’s going to choose to stay.
Now, there’s always the fear of, I was talking to somebody about this yesterday, the fear of if I build somebody up, they’re going to go into a studio suite.
Not everybody wants to do that.
Some people know that it’s a lot of work.
And if you have a really great booth rental salon, while there is independent work for that stylist to do, you’re still taking a huge load off.
And by the way, if you’re taking on all the marketing yourself and you’re really working to build them up, it starts to be less appealing to walk.
Like I said, the reason why people leave is they feel like they’ve reached a financial cap or they feel like their time isn’t as flexible as they want it to be.
If you’re overcoming those issues, there isn’t so many reasons to leave.
So somebody to think about, you want your stylist to really flourish in your building and then you’ll retain and then they’ll stay.
Now, going back to that financial reposition, if you want to know how to have a booth rental salon that generates a profit, one of the first things we don’t do is use the 1987 formula of determining our booth rent, which is take the total cost of running your business, divide it by how many chairs are in your building minus yours because you don’t want to have to pay booth rent, and that becomes the rate.
And every time the water bill goes up and every time the overhead goes up, you do a booth rate rental increase.
That is a break even model.
You’ll never generate profit on that.
The way that a booth rental salon generates profit is the demand to work there becomes so high.
And by following a lot of the strategies that we talk about here on the podcast or in Thriving Leadership, you can make that happen.
Next, in the financial reposition, you reduce your schedule by 50% and increase your prices by 25.
Whoa, that’s aggressive.
When you do that, you will lose clients.
You’re supposed to.
Because, remember, the plan in this is for you to stop taking clients altogether.
Now, what owner can do that successfully, because not everybody can?
The owner that can do that successfully is the owner that is still in high demand.
This is not the struggling owner.
This is the owner who already has a demand that’s very hard for them to fulfill.
They’re retaining really well.
They’re getting referrals.
There’s demand from new guests to come in to see them.
That person can play this game.
So you reduce your schedule by 50 and increase your prices by 25.
Then you’re going to stop taking new clients completely.
So the demand was there.
People were knocking down your door, wanting to come in.
But remember, we’re about to close our books.
So we’re basically winding it down.
The temptation is going to be there for you to continue taking new clients at this new higher price point.
You’re going to convince yourself you can do it.
And that’s a step backwards.
So we decrease the schedule, increase our prices, and we stop taking new clients altogether.
It’s a wind down plan.
So as new clients start calling to book with you, you’re giving them to your other stylists.
Okay?
Then we have the clientele reposition.
So this is where you make in-person introductions and transitions.
So as you cut your schedule in half, you’re going to lose a lot of clients.
You simply won’t be able to serve them all.
Plus, with that price increase, it’s going to feel jarring.
So to some clients, you’ll say like, hey, Cassidy, I’m making a real big change to my business over the next couple of years.
I really want to introduce you to Sadie.
I think that she’s somebody that you’d really work well with.
If I can be candid, she does Blonding Services better than I even do.
I can show you some of her work.
I’d love, next time you’re in, in my chair, I’d love to have Sadie come over and just say hi.
I’d love for you to connect in full transparency.
I am going to stop taking clients in the next nine months.
And I’d love for you and Sadie to get to know each other.
I’ll be handing all my formulas over to her, and let’s start to head in that direction.
So you start to make a handover so it feels very safe.
Then, you prepare for a potential financial loss.
So whenever a salon owner stops taking clients, I always say I want you to imagine that your overall salon revenue is going to drop by 15%.
Now for a profitable owner, they’re going to be okay.
And it might be a short-term sacrifice for a long-term gain, but generally speaking, they’re still going to be able to get by because their overhead is going to reduce.
They’re no longer a color consumer or a chemical consumer.
They also will have more time to work on building the business.
And it’s not like all of their clients are leaving.
Ideally, they’re going to others in the business.
So generally speaking, it’s not even a 15% loss, but we want to mentally, emotionally, and financially prepare for that.
Then you’re going to continue scaling your schedule back over the course of a year.
So pro tips.
How can this be done really successfully?
One, connect with other owners who have done it or are in the process of doing it.
So it feels a little bit like a freefall, especially if you don’t know other salon leaders who have done it or are doing it.
So the more connected and networked you are, the better.
If you’re in Thrivers Society or there’s other really great online communities for beauty professionals, lean in and find others who are doing it successfully, and it will help to kind of buoy you through.
Having an assisting program helps, and it doesn’t help because of double booking.
I actually am not a huge fan of double booking, but it helps because, let’s say you are shifting away from taking clients.
If you’ve had assistance over the years, likely your clients already worked with Sadie when she was a new assistant.
They worked with Tyler when he had just started working for you, and they work with Jeffrey, and they think he’s so funny anyway.
So as you start referring out to these people, it’s less scary because it’s almost like reconnecting with an old friend versus meeting a stranger.
It doesn’t mean you have to have assistance.
It’s not critical, but if you have, it will certainly help.
So how will you spend your time when and if you’ve done this?
Number one, learning.
I can’t emphasize that enough.
I think of somebody like Anna Woody.
She’s the owner of Elevate Salon and Spa in Charlottesville, Virginia.
She’s amazing.
And when I think about how much time she spends as an owner learning, it is impressive, for lack of a better word, because once you really start to dig into leadership, you realize how much you have to learn about effective communication and hard conversations and financials and marketing is changing so fast and compensation plans and what’s working for other salon owners and what are consumers up to and how can you update your guest experience?
Think of all the questions you have right now.
You’ll still be digging into those, but from an educated standpoint, Anna spends a ton of time educating herself and she’s looking for more.
When I think of most of the great salon leaders that I know are doing super well, they are avid learners.
They’re in education, not sometimes, not a couple of times a year like all the time.
I am learning all the time.
And my team will tell you I’m a huge work in progress because learning to be a leader is a life’s work and the work is never done.
So you’ll spend a lot of time learning.
As you continue to learn, you’ll become a better leader, you’ll retain better, you’ll profit higher, you’ll be a better coach and mentor, you’ll be a better marketer, you’ll just be better at everything.
Number two, training and giving feedback.
The more available you are for training and feedback, the stronger your team will be overall.
I don’t mean micromanagement.
Anybody who’s worked for me will tell you, I’m not a micromanager.
I don’t like it.
I don’t do it.
I don’t have the patience for it.
It’s not for me.
I mean being actively involved.
And when you see something goes wrong, you don’t just say, I don’t do that again.
Or you don’t gossip about the person in the back room ever.
Instead, you say like, listen, this is not going well.
So let’s make a three-step plan to improve it.
And in 30 days, I’m going to check in with you on it.
Most owners don’t have the capacity to manage that well.
So you just gain capacity to do the things you need to do to have a successful team member.
What you’re going to find is you hire faster, you fire faster, you train faster, you promote faster, you market faster.
Your speed to completion on everything is going to skyrocket.
Like I said, you’ll spend more time on marketing, research and development, and you’ll actually have capacity to do that.
People ask me all the time like, Britt, what are some salons you follow for inspiration?
You find salons to follow for inspiration.
You do it.
The reason you don’t do that is because you don’t have time, so you’re hoping I give you the shortcut.
But the problem is what inspires me to one inspires you are two totally different things.
We’re on different paths.
You simply don’t have the capacity to even be properly inspired, and you gain that back, too.
So for those of you who are in the place where you’re thinking about shifting your clients to other stylists, I want you to really think back to the beginning of this episode when we talked about the fears, like really work on overcoming those things.
I can’t emphasize enough, this episode was not for every single owner.
Not every owner is financially ready, prepared to do something like this.
This is for the owner whose salon is scaling already.
They’re already finding success.
They’re already generating profit.
Things are on the up and up.
Month over month, we’re growing.
Demand is looking good, and we’re ready to really step into a full-time leadership role, and we’ve got a strong team behind us to make it happen.
That’s who this episode is for.
If you’re an owner who wants to get there and doesn’t know how, there’s a ton of other episodes on this podcast that will teach you how to do it.
So go back, watch more, read and reflect.
I want to give you a little pro tip before we sign off.
If you’re a Thriving Stylist Podcast listener, and you’re ever like, I wish I could have more tips on this.
Britt, have you ever done a podcast on that?
If you search things like Thriving Stylist Podcast Compensation, all the podcasts I’ve done on compensating stylists will come up.
If you do a search for Thriving Stylist Podcast booth renters, tons of stuff will come up.
Thriving Stylist Podcast, grow clientele.
Thriving Stylist Podcast, $100,000.
Just search that.
You’re going to see all the episodes I’ve done ready and waiting for you.
Just a little shortcut to success.
All right, I hope this is helpful.
So much love.
Happy business building.
And I’ll see you on the next.
