I did not learn med spas from the outside. I did the treatments, managed the team, ran the marketing, read the numbers and opened the locations. This is that story, in order.
Most business problems are not skill problems. They are systems problems. You are good at what you do. You are missing the infrastructure that makes it visible, consistent and repeatable when you are busy.
I ran a med spa for over two decades. For most of that time I was doing the treatments, managing the team, handling the marketing and figuring out why clients were not rebooking. I lived every pain point operators talk about, usually on the same day.
Steph: the spa's name and city, if you want it public, and the year you opened. One or two sentences on what it was when you started and what it became.
Along the way I trained more than a hundred providers nationally and opened locations across multiple states. Steph: who you trained and for whom (brands, programs, roles), how many locations, which states. That is where I learned that the clinical work and the business work are the same job, and that almost nobody is taught the second half.
Most of what goes wrong in a spa is not a talent problem. The injector is good. The front desk cares. The owner works harder than anyone. What is missing is the system that makes it all run when the owner is in a treatment room: the schedule that fills itself, the rebooking that happens without a reminder, the numbers that arrive on time, the marketing that books instead of decorates.
I ranked my own company to the top of Google without an agency. I built the rebooking and follow-up that kept the book full. I set prices from margin, not from the spa down the street. None of that was software knowledge. It was operator knowledge, applied with discipline.
After 26 years I spent a year deep in AI systems and built Opteva, a content platform for med spas and the agencies that serve them, on GoHighLevel. I built it because I had been the owner sending the draft back with "this isn't really us" and no notes. I knew the gap because I had lived inside it. More on Opteva here.
Building it taught me the fourth seat. Most owners are choosing booking systems, CRMs and AI tools from brochures and sales calls. I have shipped the software. That changes what I can tell you about yours.
A single-location spa cannot afford a COO, a CFO, a CMO and a CTO. It also cannot afford to keep running without them, because the owner is doing all four jobs between patients. I take one or two of those seats, part time, with real ownership, for owners who want an operator in the room rather than a consultant on a call.
Steph: licenses, certifications, training credentials and any professional memberships to list here.
Fixed scope, all four areas, one report ranked by dollars. You keep it either way.