Episode Overview

Title: From Solo Esthetician to Spa CEO: How to Build a Team That Runs Without You
Host: Daniela Woerner
Guest: Susan (Growth Factor community member, spa owner)
Release Date: January 12, 2026

This episode of the Spa Marketing Made Easy Podcast explores the journey of Susan, a solo esthetician who transformed her small solo practice into a thriving spa with a team that runs independently. Susan and Daniela discuss the practicalities, mindset shifts, and essential business strategies for moving from working solo to becoming a CEO who can step away from the treatment room. The conversation features real-world advice, encouragement for spa professionals at all stages, and insights into systematizing and scaling a service-based business.

Key Discussion Points & Insights

Susan’s Journey: From Solo to Spa CEO

• Career Beginnings:

  • Susan has 13 years in aesthetics; 7 years in her own practice ([04:09]).
  • She started solo in a 250 sq. ft. salon suite in 2019, just before the pandemic.

• Navigating Major Life Changes:

  • The pandemic shutdown was a significant challenge soon after Susan expanded to a new space ([04:25]).
  • Becoming pregnant, she realized the limitations of a solo operation: “If I'm not working, I'm solo. I'm not making any money...” ([04:38]).
  • Listening to the podcast gave her courage and confidence to hire her first team member.

• Hiring Her First Employee:

  • Susan’s initial hire was timed with her maternity leave so the business could keep running ([05:44]).
  • She quickly realized the importance of systems: “It was like, just bring someone on and they should know what to do, right? Wrong.” ([08:26])
  • The experience highlighted the need for clear handbooks, training, and operating procedures.

Leadership Learning Curve

• First Lessons in Leadership:

  • Leadership was a new skill: “Leadership is a skill. You've got to be able to speak what you need... give constructive feedback...” (Daniela, [07:51])
  • Communication and boundaries are vital. “It's all about communication... they’re not mind readers and vice versa.” (Susan, [11:32])

• Employee Turnover:

  • Her first employee eventually left, but Susan saw the value in learning from each hiring and turnover experience ([10:29]).
  • “I learned a lot from the first hire in order to prepare myself for the second hire...” ([10:58])
  • It’s normal to go through multiple hires before building a strong team.

Scaling and Stepping Out of the Room

• Expanding the Team:

  • After more hires, Susan moved into a larger location, brought on additional estheticians, and eventually a receptionist when the front desk workload became overwhelming ([12:06]).
  • Adding a spa manager later helped systematize operations further ([19:00]).

• Transitioning Clients and Roles:

  • Susan gradually reduced her treatment hours, introduced clients to new providers, and eventually left the room entirely when returning to school ([14:12]).
  • “If you train your staff just as good as you are, they will be willing to go to someone else if they're getting the same exceptional care.” ([14:12])

• Dealing with Common Challenges:

  • The income dip and concern from stepping away is real; requires intention, strategy, and patience ([13:07]).
  • Ongoing client education and transition help maintain trust and bookings.

Evolving into A Spa CEO

• Newfound Focus:

  • With time away from day-to-day treatments, Susan could focus on marketing, brand development, and systems: “I thought that my systems were like fine tuned, but... there were a lot of holes in them.” ([17:17])
  • Daniela: “Systems are a lifestyle... It’s a misconception that you can just get everything in place and set it and forget it.” ([17:42])

• Vision for the Future:

  • Susan is attending nursing school to return as a medical provider, offering injectables and advanced treatments part-time ([15:41],[15:59],[20:20]).
  • Her aspiration is to move into a “med spa light” format, blending esthetic and medical services while maintaining her roots in skincare ([20:20]).

Notable Quotes & Memorable Moments

• On the Solo Esthetician Mindset:

  • “The delusion of, like, I'm gonna have this grand business by myself, and I'm gonna have it run while I'm not there – but that doesn't work like that when you're not in it and you're solo.” – Susan ([07:16])

• On Leadership Reality:

  • “You're not hiring somebody so you can be besties… You’re trying to serve a person. You’re trying to build a company together.” – Daniela ([07:51])

• On Systems and Scaling:

  • “So much of it is in our head, isn’t it?... If we don’t get that out of our head and onto paper so that other people can support us, we are just creating a giant trap for ourselves, 100%.” – Daniela ([09:13])

• On Transitioning Clients to Providers:

  • “If you train your staff just as good as you are, they will be willing to go to someone else if they're getting the same exceptional care.” – Susan ([14:12])

• On the Ongoing Nature of Systems:

  • “Systems are a lifestyle. Just because you have a system doesn’t mean that it’s being used… Part of the role of the CEO is to be able to oversee and spot check, refine all of those things.” – Daniela ([17:42])

• Encouragement for Solos:

  • “Even if they want to stay solo, still do systems and still plan. If you’re not planning, then that’s when things can go wrong.” – Susan ([21:47])

• Resilience:

  • “A little bit of grit goes a long way.” – Susan ([22:54])

Timestamps for Key Segments

• [04:09] Susan’s background & starting her solo practice
• [05:44] The limitations of working solo and the impact of maternity leave
• [08:26] Lessons from first hire and the necessity of systems
• [10:29] Early turnover and what Susan learned
• [12:06] Growth through additional hires and stepping back
• [14:12] Transitioning clients and stepping out of the treatment room
• [15:41] Nursing school and vision for med spa services
• [17:17] The surprise of still-flawed systems after stepping back
• [17:42] Daniela explains the ongoing, flexible nature of systems
• [19:00] Role of the spa manager in refining systems
• [21:47] Susan’s advice to solo estheticians
• [22:54] Resilience and encouragement for spa owners

Final Takeaways

• Building a spa that runs without the owner requires intentional planning, clear systems, and a willingness to learn from mistakes.
• Effective leadership in a service business is an acquired skill—expect a learning curve and be patient with turnover.
• Systematization is not a one-time project; it’s a continual process requiring oversight and adjustment.
• Even solos who plan to stay independent should have systems and contingency plans.
• Scaling your spa gives you the freedom to focus on business growth and personal development—whether through advanced credentials, expanding services, or simply creating space for life’s surprises.
• Resilience, clear vision, and purposeful action can transform both your business and your quality of life.