After more than two decades in corporate finance, including leadership roles in investment banking and global insurance, I returned to my home state of Rhode Island after having my twin daughters. The move from NYC to East Greenwich, Rhode Island, was intentional as I wanted our children to build a meaningful relationship with their grandparents. Further, I always dreamed of returning to Rhode Island and finding meaningful ways to give back by leveraging the knowledge and experience I gained throughout my career.

Building this business has given me an opportunity to do just that—not only by contributing to our local community, but by investing in people, sharing what I've learned, and helping others build the skills and confidence to pursue their own ambitions. In 2024, my husband and I explored opportunities to start a small business in Rhode Island and we decided to open Blo Blow Dry Bar in East Greenwich. But I always

knew I didn't just want to run a blow dry bar.

Here's why I brought my leadership experience into the bar and built what I call my "mini-MBA" program for my team. It isn't a course with a syllabus or a graduation date. It's an ongoing, voluntary culture of learning, where team members learn the numbers behind the business and get 1:1 mentoring on their career goals.

Because Beauty Professionals Deserve the Same Business Education Other Industries Offer

Most beauty professionals are never taught the hard business skills needed to take their careers to the next level or pursue ownership. I found that unacceptable. Other industries build formal pipelines to prepare their people for leadership, and I didn't see any reason the beauty industry should be any different.

That belief shapes my perspective today. It isn't just about upward mobility or making new roles available; it's about creating the resources your employees need to actually get there. People don't want to work at a place they can't picture a future at. Rather than simply pointing them toward opportunity, prepare them for it yourself. It's not a threat to you. It builds trust and respect, and your team starts to see you not just as a boss, but as a teacher and a mentor.

Because I Had the Experience to Share, So I Used It

I introduced the concept of the mini-MBA program upon hiring our original team and started to roll itout slowly in 2025. At our 2026 strategy meeting in January, I launched a presentation where we worked through an adjusted profit-and-loss statement and several business scenarios, including stress testing. I explained key performance indicators, expense ratios and business controls, and connected those numbers to the bar's daily operations.

Since then, I've built financial education into our quarterly team presentations, and we review individual KPIs monthly. The goal isn't to hand the team numbers. It's to help them understand why the numbers matter and how their own behaviors influence the business. Data gives us a common language and moves conversations away from opinion and toward questions and ideas. After one session, a senior stylist told me she had never had a business owner share this kind of insight. That's exactly why this education belongs at every level.

Because Ownership Shouldn't Just Be A Dream, It Should Be Accessible

While many beauty professionals enter the workforce as 1099s and dream of owning a salon someday, they're rarely given the tools to make that happen — especially not by their own “boss”. My message to my team and community: Stop thinking about renting the chair and start thinking about owning it. Then ask yourself who's around you and seek out mentors who will help you get to the next level.

That's why the 1:1 side of the program matters so much. One of our guest experience coordinators, who is attending cosmetology school and is a new mom, asked me for books because she hopes to own a business one day. I gave her several accounting and economics books from my own collection to explore on her own time. That was driven entirely by her own ambition, and I see tremendous potential in her.

Because When One of Us Succeeds, We All Succeed

To me, the true mark of success is being able to put the spotlight on someone else and watch them shine. I want my employees to be able to run things without me. I don't see the success of others in this industry as a threat to my own. It's a victory for all of us.

My team doesn't follow a traditional path. We've created expanded roles around individual strengths, including quality control, marketing and communications lead, retail operations lead, and lead guest experience coordinator. When people are given ownership, it creates initiative, and initiative builds confidence that carries into their future, whether at Blo or beyond.

I've also found that everyone learns differently. Last holiday season, each team member received a copy of The Wisdom of Finance by Mihir Desai. This summer, I piloted a three-person business book club, starting with Crucial Conversations by Joseph Grenny and co-authors. The pilot gave me valuable insight into pacing, scheduling, and what works best for the team. I found that some listened on audio, while others preferred the printed book. I also explored how to break the material into manageable sections and establish a cadence that makes learning both meaningful and sustainable. That's why I work to make room for every learning style. I'm excited to relaunch the program in 2027 with two books, a case study, and a more flexible format that builds on what we've learned from the pilot.

Because This Is My Way of Giving Back

When I envisioned a "modern-day Steel Magnolias" vibe for Blo, I didn't realize how deeply it would shape our culture. I later learned the story was inspired by the author's experience after losing his sister. Having lost my brother, I related deeply. I've seen firsthand how important community is, not only during life's biggest moments, but every day. We're not therapists, but we've created a place where guests can laugh, celebrate, cry, and simply feel good.

Coming from finance, I think about "going concern" more broadly: not just sustaining the business but sustaining our ability to serve our Rhode Island community. When we build a culture on relationships, accountability, initiative, and mutual support, we create something that lasts. Relationships are the true measure of success, and we're honored that our guests choose to spend 45-plus minutes with us.

At the end of the day, this is more than running a great blow dry bar. It’s about investing in the people behind the chairs and equipping them with the tools, knowledge, and confidence to build whatever comes next—whether that’s growing their career at Blo, stepping into a corporate leadership role, or leading a business of their own. My hope is that, wherever their journey takes them, they leave with more opportunities than they had when they arrived.

About the Author:Maria Marilyn Porreca owns Blo Blow Dry Bar in East Greenwich, Rhode Island, where she combines more than 20 years of corporate finance leadership with a passion for mentoring the next generation of beauty professionals. A former finance executive, Maria returned to her home state to raise her daughters surrounded by the love and support of family. Together with her husband, she embarked on a new chapter, building a business rooted in community, professional development, and opportunity. She is passionate about sharing her financial knowledge and experience with her team, empowering them with the tools, education, and support to grow their careers and reach their potential.