Everything starts with the audit, because it is the only honest way to know which seat your spa needs. Then a retainer in that seat, or advisory if you have a manager and need a second set of operator eyes.
Two to three weeks, fixed scope, fixed fee. I look at operations, finance, marketing and technology and hand you one report: where the money and the hours are leaking, ranked by dollars, and a 90-day plan. Useful whether or not you hire me afterward.
Steph: paid or free, price if public, timeline you can hold.
About the audit → LighterRecurring calls, no execution. For owners who already have a manager and want someone who has run the building to think with. Operator to operator, on a cadence.
Steph: cadence and price policy.
About advisory →Team, provider schedules and utilization, front desk, rebooking, SOPs, hiring, vendors and inventory.
Operations seat → FinanceCash flow forecast, margin by service, pricing, provider compensation, membership economics, a weekly KPI dashboard.
Finance seat → MarketingLocal search and Google Business Profile, social that books, rebooking and win-back campaigns, reviews, agency oversight.
Marketing seat → TechnologyBooking and CRM, GoHighLevel, phones and missed-call follow-up, automations, AI tools, reporting, vendor decisions.
Technology seat →Most engagements are one seat. The audit usually finds one area losing far more than the others, and that is where I go. A spa with a strong manager and weak numbers gets the finance seat. A spa with great numbers and an empty Tuesday gets marketing.
Some are two. Operations and finance travel together, because the schedule is the P&L. Marketing and technology travel together, because campaigns run on the CRM.
Four is a warning sign. If a spa needs all four seats filled from outside, the first job is a general manager, and I will say so in the audit rather than sell you four retainers.
Steph: typical cadence per seat (days or hours per month), remote vs on-site, minimum term, and whether a retainer is priced per seat or one price for one or two seats. If prices are not public, this section says "scoped after the audit" and means it.
No. A good manager runs the day. A seat runs the function: the system behind the day, the numbers, the decisions. If you do not have a manager, the audit will probably say that is your first hire, and I will help you make it.
No, and I would push back if you asked. One seat, sometimes two. The audit tells us which.
Steph: your actual answer.
Steph: the audit price or price policy, and how retainers are scoped.
A consultant hands you a plan. A seat owns an outcome. I take responsibility for the function, show up on a cadence, and am measured on the number that function is supposed to move.