
The Constant
Starting at Impressions front desk in 2006 when he was 19 years old, General Manager Paul Petrowsky is a seasoned professional who owner Sarah Taylor says is responsible for much of her own success.
Just when revenue should have been building toward a peak, the esthetics salon was experiencing a sharp decline.

Sometimes a dip in business seems to come out of nowhere. But when you get yourself thinking like the client, you often can solve the mystery.
At Glow Beauty Boutique in Braintree, Massachusetts, October was the month in recent years that signaled an end to the bustling business of the previous six months. It was somewhat to be expected, because early spring through September produced added income from airbrush tanning.
“Here up north, everybody loves the look of being tan in the summertime, but no one wants the sun damage,” North says. “People want to look good for prom, graduation, weddings, and bachelorette and other parties.”
But where were all the year-round clients? By wintertime, more than one esthetician noticed the loss of regulars in a pattern that was beginning to repeat annually.
Owner Shelley North figured out that the timing was no coincidence. While airbrush tanning services provided appreciated additional revenue, many of those clients booked only that service. Coming in as frequently as every week, they’d fill time slots the estheticians otherwise would have had available for their year-round facial, waxing, and general skincare clients. By fall, when the tanning stopped as clients covered pale skin with pants and turtlenecks, the year-round guests had grown impatient and moved on.
“These clients are loyal and won’t see someone else in the salon, even though we always offer,” North explains. “They feel guilty for ‘cheating’ on their regular esthetician, so they go somewhere else. We were losing them—or, at best, we were losing them for a while.”
Not wanting to continue this tail-wagging-the-dog model, North thought about how Glow could return to focusing primarily on the esthetics clients.
“These were the people who were keeping us in business,” North says. “We value the airbrush clients, too, but we couldn’t lose the ‘whole’ in order to offer tanning services.”
Glow had enough room to accommodate tanning, just not enough technicians—unless North counted her entire 17-member team. In the state of Massachusetts, a spray tan technician needs only state certification, not a cosmetology license.
“Our airbrush tanning has its own space in the salon and its own capacity restrictions,” North reports. “Because of this, we were allowed to train our guest services staff and esthetics students to do the spray tanning, allowing our estheticians to focus on their year-round clients. This maintained our elevated cash flow during our busy season while protecting our main clientele.”
North arranged outside training for any support staff who were interested in extra summer income. Then they brought in models and practiced. As a final step along with getting the state certification, they would airbrush the estheticians to get them comfortable referring their year-round clients who also booked tanning services.
By taking all of those precautions, North says, “we did not compromise on the health and safety of clients, and we maintained high client retention rates.” In October 2022, revenue did not drop off a cliff—or at all.
The estheticians have communicated with their guests about the change, and most clients are fine with it, North reports. While they can still call and request their favorite esthetician to do the tanning, in online booking only the support staff appear as technicians for the service.
“Now our estheticians can stay in a dedicated room doing back-to-back services,” North says. “They don’t have to bounce back and forth from the airbrush room. We’ll definitely do this again for the 2023 season.”

Starting at Impressions front desk in 2006 when he was 19 years old, General Manager Paul Petrowsky is a seasoned professional who owner Sarah Taylor says is responsible for much of her own success.

Planning is in full swing for the most anticipated events and promotions for the 2026 holidays. As owners share their favorite ways to celebrate, they prove that a carefully planned event can also build culture, increase client loyalty, boost sales, and set a business up for a successful 2027.

When things run amok at Mane Attraction Salon, Owners Chris and Jenny Knudsen say General Manager Sami Hernandez is their go-to resource and ultimate sounding board. Meet Sami in this installment of Meet the Manager.

Pagoda, a new AI-native operating system for scheduling, payments, patient records, marketing, and client communications, launches at Skinovatio Medical Spa in Arlington Heights, Illinois.

At a panel discussion hosted by L’Oréal Professionnel in Paris in early July, French Philosopher Sophie Galabru explored the cultural shift where women are increasingly choosing natural, personalized color results over traditional grey coverage. In an exclusive interview with SALON TODAY, Galabru and L’Oréal Professionnel Colorist Pierrick Beringer discuss this shift and how salons and colorists respond.

At Salon Blonde, Director of Operations treats the staff as the salon's most important guests, while her wonderful 'nerdy' side, loves data, systems, and numbers. Find out how she makes Salon Blonde tick.

In an exclusive interview with SALON TODAY, Salon Owner Salvatore Minardi reflects on his past 18 months as Intercoiffure America Canada's World Talent Exchange Ambassador and how his experiences will help encourage cultural and artistic exchange and support greater engagement between ICA and the global organization Intercoiffure Mondial.

Everything you need to know about client retention as a salon owner.

Owner Shelby Bills says her general manager, Sydney Osborne, reminds her of the power of leading with heart. Find out how Osborne became a great leader in our lastest installment of Meet the Manager.

In her latest blog, Kati Whitledge identifies the five stages salon owners go through when a team member leaves the salon unethically, offering advice for each stage.

The beauty and wellness businesses pulling ahead aren’t just working harder—they’re using AI to capture demand, personalize pricing, and convert more of every guest interaction into revenue. Here’s what the benchmark data reveals about the growing gap between AI adopters and everyone else.
Sponsored by Zenoti
Stop chasing recruitment ghosts on generic job boards and start curating an elite team. Discover the framework that top-tier salons use to bypass phone tag, automate visual portfolio vetting, and attract high-earning, culture-first beauty professionals directly through real-time messaging. Turn your recruitment process into an exclusive brand invitation that keeps your highest-ticket chairs permanently filled.
Sponsored by Beautista
Your calendar looks full, but is all of that demand actually converting to revenue? From phantom rebookings to underpriced peak hours, the 2026 Benchmark Report exposes five revenue leaks that most beauty and wellness businesses don’t even know they have.
Sponsored by Zenoti

After moving to Colorado and teaching at a cosmetology school, Allison Stock joined Zandi K as a stylist, eventually becoming part of the Leadership Team, Education Team and Master Bridal Team. Today, as Director of Operation, Stock is Owner Nicki Wenz's right hand, managing human resources and operations, education and career development, and coaching and culture.

In a world dominated by e-commerce, salon owners push back with proven strategies to increase retail sales while motivating team members to educate their clientele and delighting clients with retail-themed events and clever merchandising displays.

The company's Concealed Bead Method is raising the bar for what professional extension education can deliver.

Scott maximized her micro-salon by transitioning from stylist to strategic owner, focusing on recruiting and station-sharing. By prioritizing her ownership role over behind-the-chair work, she grew her team to six stylists within the two-chair, 150-square-foot space before eventually moving to a larger facility.