
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.
Everyone needs a credo—a philosophy, words to live by. What are yours? Salon Owner and Blogger Karie Bennett shares hers.

Karie Bennett, stylist, writer and owner of Atelier SalonSpa and Atelier Studio in San Jose, California
Everyone needs a credo. Otherwise known as a belief or a philosophy. The phrase that pays. Words to live by. The tape that plays in our heads when we need to make a decision. The little angel (or devil) on our shoulder.
I'll share my credo with you. Especially if you're a business owner, because you'll need one, and this one hasn't failed me yet. I suggest you print it out and tape it up on your bathroom mirror, where you will see it every day. Here it is:
"SOMETHING IS GOING TO GO WRONG TODAY."
Simple, right? I know, but that's the beauty of it. If it does, you'll be proven right. And, if it doesn't, it's a lucky day, and you might want to go buy a lottery ticket. Seems funny, but if you think about how many people you come into contact with on a daily basis, how many decisions you have to make—both easy and tough—and how many people are affected by what you do, this credo makes sense.
As a business owner, your decisions matter to many people, not just yourself. And, if you're prepared for the less-successful outcome, if you're ready for things to zig when you're planning to zag, or if you ask yourself, "What would the Magic 8-ball say?" you'll have a better chance of being prepared for whatever curveball gets pitched at you
Stay on your toes. Peek around the corner. Plan for A but keep the Plan B loaded, just in case. Never let them see you sweat, or catch you with your pants down. Yep, something's not going to go the way you think it will, but it you had one great idea, you'll probably have another, so act fast, be ready and above all, be flexible.
It's one of the most important qualities a business owner can possess.

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.