In my spaI ran the provider schedule, hired and reviewed the team, built the rebooking that kept the book full, and wrote the front-desk script myself. Twenty-six years of Tuesdays. Steph: one specific operations story with a number: utilization, rebooking rate, no-show rate, a hiring turnaround.
What the seat covers
- Provider schedules and utilization. Who works when, which rooms, which services, and how full the book actually is against capacity.
- Front desk and phones. How calls are answered, how consults are booked, what happens to a missed call, how the room turns over.
- Rebooking and retention. The system that gets a patient back on the schedule before they leave, and the follow-up when they do not.
- Revenue recovery. The win-back pass on lapsed patients, expired packages and no-shows: who actually gets reached, what gets offered, and what it's worth once they're back on the book.
- SOPs and training. The written version of how the spa works, so it runs the same on the day you are not there.
- Hiring, onboarding and reviews. Job descriptions, interview structure, 30-60-90 plans, compensation reviews that keep good providers.
- Vendors and inventory. Product ordering, par levels, device service contracts, the supplier relationships nobody owns.
- Compliance in the day-to-day. Consent workflows, photo handling, charting discipline, the things that are fine until they are not.
What you get each month
- A weekly operations review: utilization, rebooking, no-shows, open roles, the three things to fix this week.
- Ownership of the fixes, not a list of them. If the front desk script needs rewriting, I rewrite it and train it.
- One SOP or system built or repaired each month, in priority order from the audit.
- A monthly summary for you in plain English: what moved, what did not, what is next.
- Steph: 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
Owner-operators of a single-location spa doing one to five million who are still treating patients and still running the building from memory. You have a team. You may have a manager. What you do not have is anyone who owns how the whole thing runs.
Not for: spas without a team yet, or owners who want the plan but will not change how the front desk answers the phone. The seat only works when I can change things.