Franchisor Stories
M Browz CEO Negarina Cooper shares how a personal beauty journey became a fast-growing business — and why their sister-led model is resonating with entrepreneurs across the U.S. and beyond.
What started as a small brow studio in Ohio has grown into a full-service med spa franchise with national and international ambitions. Sisters Negarina Cooper and Mehrnaz Bosch built M Browz from the ground up, and now they’re inviting other entrepreneurs to grow with them.
“We began with brows, then expanded into spa services — bringing in estheticians and masseuses,” Cooper told 1851’s Nick Powills on his “The Franchisor Hot Seat” podcast. “We eventually phased out massage services and focused on esthetics. Over the past five years, we saw growing demand for both natural treatments and more clinical services, like laser and other medical spa offerings.”
M Browz is one of the only franchise brands in the United States focused entirely on permanent makeup (PMU). With a combination of lower fees, hands-on founder support, in-house organic skin care products and over 75 hours of training for new franchisees and staff, the concept is built for scale — and built differently.
“There are a lot of franchises out there, but in most cases, you might see the CEO once — maybe at Discovery Day — and then that’s it,” said Cooper. “That’s not how we operate. If you join us early on, you’re part of something bigger. You could even become a stakeholder down the line. There are seats at the table, and we’re just getting started.”
As the brand grows across the U.S., the Coopers are also laying the groundwork for expansion into the Middle East, where Mehrnaz first discovered the brow technique that inspired the business. For them, the mission is personal.
“As Iranian women, we’re proud of who we are and the work we’ve put in,” said Cooper. “We care deeply about helping other women in the Middle East take a chance, start their own business and succeed. That’s part of our mission.”
A transcript of Cooper’s interview with Powills has been provided below. It has been edited for brevity, clarity and style.
Nick Powills: How did you accidentally fall into franchising?
Negarina Cooper: The business started in 2017, and it began from something really small. From there, it grew exponentially. We got to a point where we opened a second store and started asking ourselves, “What’s next?”
Our founder, Mehrnaz — who’s also my older sister — is an incredible entrepreneur. She’s always looking to do something bigger. That’s when the idea of franchising came to her. She believed other people could benefit from the brand’s fast growth and build something of their own. That was the beginning of the franchise.
Powills: So you started with one location, without the intention of franchising. You fall into the med spa category — was that always the case? Or did your service line expand over time?
Cooper: Mehrnaz was a prominent ad executive in Iran. We were both born and raised there. When she moved to the U.S., she was trying to figure out her next step. At the time, she wasn’t happy with how her eyebrows looked and started searching for a solution. She found something she liked in Dubai and realized she couldn’t find anything comparable here in the U.S.
That’s when she thought, “If it doesn’t exist here, I’ll create it.” There were a few studios in the U.S. offering similar services, but nothing like what she envisioned. She started in a tiny 10-by-20 studio, stayed there for less than a year and quickly outgrew the space due to how exceptional her work was. From there, she moved to a larger space and, after five years, we renewed the lease for another ten years to expand even more.
We began with brows, then expanded into spa services — bringing in estheticians and masseuses. We eventually phased out massage services and focused on esthetics. Over the past five years, we saw growing demand for both natural treatments and more clinical services, like laser and other medical spa offerings. Since we had a strong client base, we opened a med spa to meet that demand. Both have been very successful.
Because we built this from the ground up, we realized we had the knowledge and infrastructure to help others. We’ve done the hard work already, and this model works. Now, others can use it to build something of their own.
Powills: So today, how many locations do you have?
Cooper: Right now, we have a location in Toledo, Ohio, which is our headquarters, and a second location in Michigan that serves as our medical spa. We’re also registered in New York and in all the states that allow franchise registration without additional fees. We’re just launching — this is our first success story — and I’m new to franchising, excited to learn and ready for the challenges.
One of the things that makes us different from other franchises in the spa category is that, while there are many out there, none in the U.S. focus specifically on PMU — permanent makeup. We’re the first franchise brand that is fully centered on permanent makeup.
Powills: Is that how you position the brand to franchise buyers? Is that the main differentiator you highlight?
Cooper: Not necessarily the only one. There are a few different advantages I can point out. For one, our fees are lower compared to others in the space. I hesitate to call them direct competitors because what we offer is aligned with spa franchises, but still quite different.
Another key difference is our training. We prefer our franchise owners to be estheticians or have experience with permanent makeup. We provide around 75 hours of training — not just for the owner but for the whole team at the new location.
Plus, we have our own line of organic skin care products. Franchisees don’t need to worry about sourcing them on their own — everything is handled by our headquarters and shipped to them directly. I know other spa franchises may offer proprietary products, but few focus specifically on skin care like we do.
Powills: What are you disclosing as the cost to open one location?
Cooper: It really varies depending on the size of the location. Some may open with just one treatment room, while others, like our current locations, are two-level spas. So the range is generally between $200,000 and $400,000.
Powills: And are you including an Item 19 in your FDD [Franchise Disclosure Document]?
Cooper: Yes, we are. That said, since we’re just starting out, it doesn’t include a lot of financial data from other locations yet. But we do have an Item 19 in there.
Powills: What are you putting down for projected sales?
Cooper: We didn’t include specific projections in the FDD this year, but we likely will next year. That said, during discovery days and conversations with prospective franchisees, we do share what we’ve done so far.
It’s a tricky subject, though, because everyone goes straight to Item 19 asking, “What am I going to make?” The reality is, it depends on the owner. The model has proven successful — that’s backed by facts — but it all comes down to how each franchisee executes it and presents the brand in their market.
Powills: I don’t disagree with that. Early on, you’re really looking at two types of franchise candidates: those who are already fans of the brand — people who’ve experienced it and say, “I want to own this” — and those who’ve been rejected by similar concepts. For example, they may have tried to buy into Amazing Lash or Elements Massage, only to find the territories are sold out. Then they start looking for what else they can own in that investment range.
Even novice buyers tend to ask the same two questions: “How much does it cost?” and “How much can I make?” And you’re right — it depends. It comes down to marketing, hiring the right people, delivering a great customer experience… There are so many variables. But the industry has trained buyers to expect hard data up front.
Cooper: You made a great point — a lot of franchises have already filled up all their available territory. One of the benefits of our brand is that it’s wide open. You can start wherever you want because we’re new and there’s nothing like this around yet. The inventory is unlimited right now when it comes to location opportunities.
Powills: Alright, I have a second question — and this is the Hot Seat, so it's going to sound like a tough one, but it’s really just meant to lead us toward a conclusion.
Because you've evolved your services so much — and your name has "brows" in it — do you see the business eventually evolving its name, or how do you keep that original name aligned with who you’ve become?
Cooper: A lot of the revenue we generate still comes from brows, specifically microblading. Microblading became incredibly popular among both women and men, and it commands a high price because it’s such a precise, skilled service. The material costs aren’t high — it’s the talent and artistry that you’re paying for.
That’s why we kept the name focused on brows — it still makes sense for us. The name itself also comes from the founder, Mehrnaz. Her first name starts with M and ends with Z, and her last name is Bosch. So M and B are from her initials, and "Brows" ties into the service that started it all. Unless we get acquired in a few years, I don’t see us changing the name.
Powills: For what it’s worth — and I work in branding — I think “Brows” could actually have a double meaning. If you ever evolve the brand, it could be about letting customers “browse” through your services — building confidence as they explore their options. It’s the kind of word that could shift meaning with your growth. There’s potential to evolve the branding while keeping the DNA intact.
The other thing I wanted to ask: As much as your sister is the founder with a background in advertising, so are you. Some of the best businesses are built on brand and story. Does your background as a media buyer play a role in the brand's success?
Cooper: I’ve always been in sales. Back in Iran, I worked with Sony and Dior. Then I moved to Italy, studied advertising and eventually came to the U.S., where I became a media buyer and then a senior media buyer. That role was more about media integration and negotiating prices, not so much about brand storytelling.
So I’d say M Browz is the brand — and I help deliver it. I also currently work at the Toledo Museum of Art as a corporate development officer, and it’s honestly one of the best jobs I’ve ever had. I love it. I love the people, I believe in the mission and I love listening to and telling stories. I guess I’m just a people person at heart.
Powills: Here’s the magic of these conversations. If I go back to what you just said around the 13-minute mark — I’m not going to buy your business if I don’t know it. Unless I’ve experienced it as a customer and can see a path forward, I’m not going to be convinced.
But if you advertise in New York, for example, you’ll find your audience. There are personas you could tap into — immigrants who are already familiar with these services, people looking for high-end beauty solutions, and so on. There are a million directions you can go. But at that point, you’re still just getting to the starting line.
What you and your sister have is something special. She’s the brand, and you build it. There’s a yin and yang dynamic between the two of you that most people don’t have. And for a prospective franchisee, that’s the biggest gap. Most people can do one or the other — they can deliver a service or run a business — but they can’t do both.
If you package your approach — how you’ve built a successful business — then it almost doesn’t matter what you’re selling. You could be selling an ice cream shop, and I’d still buy into it because it’s about your method: how you market, how you negotiate, how you scale. That’s the real value.
Most franchise websites say things like, “Own a spa franchise and run it beautifully.” That means nothing. But your story — two sisters with impressive careers combining branding and operational skill — that’s unique. That’s what I’d buy into. You’re not just selling a business model, you’re offering a pathway to something life-changing.
And that’s what matters. If someone is going to quit their job, invest their life savings and take a risk — they’re not doing it for fun. They’re doing it to build wealth. And I think you have something much bigger here than what’s currently reflected in your positioning.
Cooper: Thank you. I really appreciate that. I’m still very new to the franchise world, so maybe I don’t always use the right terms yet.
But like you said, people go into this to make money — and I understand that. But for me, my heart is in it. I believe in what we’re doing, and that means I want it to succeed — for us and for every franchisee.
If someone joins us, I’m not going to let them fail. I’ll walk alongside them to build their business. When you're investing your savings or borrowing to start a business, it matters to have founders who are truly involved.
There are a lot of franchises out there, but in most cases, you might see the CEO once — maybe at Discovery Day — and then that’s it. That’s not how we operate. If you join us early on, you’re part of something bigger. You could even become a stakeholder down the line. There are seats at the table, and we’re just getting started.
Powills: That leads me to my final question. You’re seeing the pathway — what does winning look like in the next year?
Cooper: Next year, honestly, is going to be all about hustle. It’ll be about showing the vision, getting out there and making sure people see what we’re building. But looking beyond that, I see many locations opening nationally — and eventually, internationally.
Our long-term goal is to expand into the Middle East. That’s where our hearts are. It’s also the heart of beauty — it’s where Mehrnaz first got her eyebrows done and where she really understood the potential of this business. She’s always wanted to open in Dubai.
As Iranian women, we’re proud of who we are and the work we’ve put in. We care deeply about helping other women in the Middle East take a chance, start their own business and succeed. That’s part of our mission.
Powills: I love that — and it’s fascinating. If you look at a lot of American brands, especially emerging ones, their international growth often starts in the Middle East. The region is hungry to bring American brands in.
But you rarely hear an American say, “I want to bring a Middle Eastern brand to the U.S.” Outside of Mediterranean food concepts, which have done really well, there’s not much crossover. That’s what makes your story so compelling — you’re building a brand that already has natural appeal in both markets.
If you can get your story right, this is a very exciting growth path. I’m really grateful you shared it with me. Thanks for doing this.
Cooper: Thank you.
Watch the full interview above or on YouTube.
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