SALON TODAY's Meet the Manager series celebrates the managers, team leads, and directors in the industry who work to maintain the vision and goals of salons, spas, and barbershops. In today's profile, we meet Meagan Vellinga, who has been Owner Lia Hakim’s right hand at Hott Salons, Inc., since 2015.  Hakim says Vellinga gives her entrepreneurial freedom, as Vellinga completely handles the day-to-day operations of the salons, while Hakim strategically focuses on the franchise side of the business. 

The manager: Meagan Vellinga

Nominated by: Lia Hakim, owner of Hott Salons, Inc.

Date of Hire: July 2015

SALON TODAY: What made you believe Vellinga would make a good manager for your beauty business? 

Hakim: “Meagan started at our front desk in a part-time role, and while she happens to be my niece, she earned every opportunity through performance—not proximity. She came from a retail sales background and brought with her a natural sense of hustle, structure, and service. From the beginning, she approached the role as a career, not just a job. She showed up early, asked smart questions, and quickly became someone I could count on. Watching her grow through the ranks with integrity, commitment, and grit made it clear that she was meant to be in a leadership role—and not because of her last name, but because of her leadership abilities.”

ST: What personality characteristics make her a good manager?

Hakim: “Meagan is steady, solutions-oriented, and deeply committed. She leads without ego and isn't afraid to ask for help or take feedback. Over the years, she has invested in herself through numerous personal development and leadership training programs, and it shows in how she carries herself. She brings calm to chaos, gives our team structure and support, and holds everyone (including herself) to a high standard. She's thoughtful, loyal, and fiercely protective of our brand and culture.”

ST: How is Vellinga compensated?

Hakim: “She is compensated through a full-time salary with performance-based bonuses tied to KPIs like team retention, revenue growth, and operational consistency across locations.”

ST: What are the three most important tasks she takes on? 

Hakim: “Daily Operations: Meagan ensures every salon runs like a well-oiled machine—from schedules and staffing to systems and service standards across multiple locations. Leadership & Culture Development: She mentors our salon directors, leads performance conversations, and holds the team accountable while fostering a positive, empowering environment. Marketing & Brand Coordination: Meagan oversees all salon promotions, marketing campaigns, and events. She acts as the liaison between our social media agency, brand partners, and software company to ensure everything is aligned, on-brand, and on schedule—across every channel.”

ST: How is Vellinga held accountable for business performance?

Hakim: “Meagan is held accountable through clearly defined yearly, monthly, and daily goals tied to key business metrics—including sales, profit, team utilization, and operational execution. These goals are tracked through detailed spreadsheets and reviewed weekly during our executive leadership meetings. She also meets monthly with our accountant to review financials, ensuring she understands exactly where we stand and can make timely decisions that impact growth.

“Her in-depth knowledge of our P&Ls and financial statements enables her to proactively manage both revenue and expenses. She doesn't wait for direction—she reacts in real-time, pulling the necessary levers to hit our targets while keeping me informed, but not involved in every detail. Her accountability is results-driven and data-backed, and she consistently delivers.”

ST: How often do you meet with this manager, and what do you go over? 

Hakim: “We hold a standing executive leadership meeting every week where we review performance metrics, team updates, upcoming initiatives, and any operational pivots needed. Meagan is held accountable to our yearly, monthly, and daily goals through detailed tracking spreadsheets that give us visibility into progress at all times.

“She also meets monthly with our accountant to review sales, profit, and utilization trends, ensuring we're on track financially and identifying any course corrections early. She has developed a strong understanding of our P&Ls and financial statements, and she keeps a close pulse on both expenses and sales—allowing her to make strategic decisions in real time, without needing to loop me in for every detail.

“Her financial literacy and ownership mindset have been game-changing. I trust her to pull the right levers for growth, and because of that, I'm able to focus on bigger-picture strategy and expansion.”

ST: What types of continuing education do you offer Vellinga? 

Hakim: “Meagan actively participates in a variety of continuing education opportunities. She attends major industry conferences with me, takes part in national salon leadership roundtables, and engages in personal development programs focused on communication, time management, and team performance.

“In addition to the training we provide, Meagan has taken it upon herself to become a mentor with the High Performance Salon Academy (HPSA). She did this not only to give back to the industry by helping grow other leaders—but also to deepen her own leadership skills and bring that growth back into our company. Her commitment to lifelong learning and contribution make her an invaluable asset to our business and our culture.”

ST: How has this manager helped you personally or professionally? 

Hakim: “Meagan has given me freedom—the ultimate gift for any entrepreneur. Because of her, I've been able to step completely out of day-to-day operations and focus fully on strategic growth. I now run the franchise side of our business, which was only made possible because I trust Meagan to lead and manage our corporate locations with excellence.

“She's stabilized our operations, built systems that scale, and empowered other leaders to rise—creating a company that doesn't depend on me to function. I've even been able to work remotely for 2–3 months at a time, knowing the business is in the best hands. Being family has been a unique dynamic we've navigated beautifully—but what really matters is the leader she's chosen to become. She's helped me build not just a company, but a legacy.”