From $1m to $25m in 6 Years

Because. Because this, the idea of, you know, having oper, having operators run your businesses or your locations is such a. An appealing concept. Is it hard for you to find net new good managers, people who can run your spas?

I'd say not just spots, just in general. It's good to find harder to find good people, period, anymore. So, yes, we put a lot of time and effort into it.

And what I love about it. You can't game it if you haven't taken it, we'll go take it. You're like, wait a second, it's telling me this.

How did it get it from that? So we're a big believer in personality tests and so we understand what the strengths and weaknesses of the person in the process. Right. And then you know, we put it, put them through a significant interview process.

We don't just have one little small interview and we, and we invest a lot of time in them before we put them in location. And what's interesting is we've dived in this world and we see where our people come from. You know, we've had, we've had managers come from European Wax and Ulta and some of these really large companies.

And it's fascinating to me to hear all these big companies, when they hire these people, what they do, they hire them and they might give them two days training and they throw them the walls, which is flabbergasting to me. How do these people succeed where we, when we bring them in, we nurture them, we put them through a multi week process.

And one of the things I've learned Will, that we're doing more of, not enough of is that when we hire people up front, if we make the wrong hire, I'd rather get by without a manager than to put a Ron manager in there. We have learned the hard way and it's cost me hundreds of thousands of dollars in instances of lost value of that location because you put a Ron manager in. So we're getting better…

It was hard because we were so geographically dispersed. Now we have three spas in Chicago, three in Houston, 11 in Phoenix. And we're getting better at that where we can have that luxury.

And we're starting to. One of these we're starting to do is build what I call bench where it costs us more money to do this. But we're going to have one or two managers on the bench, like develop them and then when someone quits or leaves or fired, we instantly have someone that's capable and willing.

And what are, what are they doing while they're on the bench?

Yeah, doing a variety of things. Special projects, assistant managers, managers filling in spots. Right. Oftentimes they're part of their, you know, we hire them or we're taking, we're going to, hey, we're going to onboard you for two or three months. It's a big investment but, but it's, it's paying off.