Finding Success When Faced with Swift Expansion

For 15 years, Jarrett Estes went to a Great Clips* down the street to get his hair cut; he knew the stylists well and loved that he could stop by without a reservation, all while getting a great cut at an affordable price. During that time, Estes worked in St. Louis as a certified public accountant and then as a financial adviser for Edward Jones. After the economic downturn in 2007 and the instability that followed, he realized he wanted a career where he could be his own boss and have full control over his success.

"Everyone needs haircuts; it's a very steady industry," said Estes. Also, being part of a larger franchise that has more than 4,000 units allows for brand recognition and a certain reputation of convenience and affordability to follow.”

St. Louis is one of the earliest cities Great Clips entered back in the 1980s, so when Estes entered the market in 2009 with his first location, there was little room to expand. However, later that same year, he came across a current owner selling six struggling locations in the market and Estes decided to jump at the opportunity and acquire the salons.

"I suddenly had 40 employees and had never managed that many people all at once. I also had to jump into the role of general manager for some time to fill the vacancy," said Estes. "It was definitely a transition, but I learned the most important thing is to get to know your employees --really form connections with them." 

Even with seven salons, Estes makes it his top priority to be a visible and active owner. He starts a typical day by getting to his office around 7:30 a.m. and looks over the schedule for the day before answering emails, running errands and then heading out to one of his locations. Estes makes sure to visit all of his salons every week and to lead by example as he greets customers, does maintenance, and meets with employees.

Organization and communication are key when running several locations. Estes has in-depth monthly meetings with all of his managers and typically plans four to six weeks in advance for events or big holidays when they see an increase in customers.

Estes also recognizes the importance of showing hardworking employees they're valued by offering competitive benefits like a retirement plan and subsidized health care. He also plans quarterly dinners and an annual company picnic for all of his employees, and even takes all of his managers and assistant managers to a St. Louis Cardinals game each season.

His attention to detail paired with a generous management style has paid off. His salons are seeing increased profitability, low turnover, and he now manages more than 50 employees as he turns his eyes towards real estate for his eighth location. Estes attributes his success in recent years to the great team he's built. 

“My two important assets are my customers and my employees. You need to have happy employees in order to have happy customers," said Estes.