In my spaI set the prices, paid the providers, bought the devices and read the P&L every month for 26 years. I know which services carry the margin and which ones only look busy. Steph: one specific finance story with a number: a pricing change, a margin fix, a membership result, a cash crunch you got through.
What the seat covers
- Cash flow forecast. Thirteen weeks out, updated weekly, so payroll and device payments stop being a surprise.
- Budgeting. An annual operating budget built from your actual numbers, not last year plus a guess, with the variance reviewed every month so drift gets caught early.
- Margin by service line. What each treatment actually earns after product, provider pay and room time. Usually the first shock.
- Pricing. Set from margin and capacity, not from the spa down the street. Reviewed on a schedule, not when cash gets tight.
- Provider compensation. Commission structures that reward the behavior you want and still leave margin in the room.
- Memberships and packages. Honest economics: what a member is worth over a year and whether the structure is helping or hiding a discount.
- The KPI dashboard. Eight to ten numbers you read every week, built from your booking system and your books.
- Bank and lender readiness. The reporting a lender wants to see before a line of credit, a second location or an exit.
- Working with your bookkeeper and CPA. They close the books and file the taxes. I make sure what they produce is on time, correct and used.
What you get each month
- A monthly financial review in plain English: where the money went, where it is going, what to change.
- The weekly dashboard, maintained, with the three numbers that matter flagged.
- One pricing, compensation or membership decision worked through each month, with the math shown.
- The cash forecast, updated, with the dates that need attention.
- Steph: tools you report in (QuickBooks, spreadsheets, a dashboard you built), and anything else you commit to monthly.
How an engagement runs
- The audit first. Two to three weeks across all four areas, so the seat starts with a ranked list, not a guess.
- Thirty-day setup. Access, baselines, the first dashboard, the first fixes that pay for the month.
- The cadence. Steph: days or hours per month, remote or on site, how the month is structured.
- Term and price. Scoped after the audit, once I know what the seat actually needs to cover.
Who this is for
Owners whose revenue has grown and whose take-home has not. You have a bookkeeper. You get a P&L six weeks late and do not quite trust it. You set prices years ago and have not had the time or the numbers to revisit them.
Not for: spas without clean books at all. If the bookkeeping is a year behind, that gets fixed first, and I will tell you who to call.